A non-traditional incentive system focuses more on intrinsic motivations rather than extrinsic ones. To a greater extent it is more personal and more often tailored to a specific employee based on their passion, energy, interests and even goals in their career. Howe 2 ski shops may not be able to offer a traditional incentive system because it would increase labor costs and ultimately reduce the profits earned. On the other hand, if the organization offered its staff non-traditional incentives that are not necessarily related to money, there is a greater chance that the quality of services offered will improve and productions will be offered without problems. In contrast, a non-traditional incentive system takes longer to design and implement than its traditional counterpart. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay The problem Howe 2 ski shops are facing may seem simple but if not handled properly it can cause a chain reaction that completely hinders normal business activities. Staff must be motivated to improve per capita production and services offered (Landers, et al 2017). The problem is that stores may not be able to offer purely monetary incentives in terms of salary increases and bonuses without negatively impacting their profit margin (Bijman, et al 2014). Staff are used to the above incentives so when they go for a long time without having provided them there is a possibility that they may report to their union and therefore the shops will be forced through legal action to offer these incentives. This is the scenario Howe 2 Ski Shops want to avoid. Stores try to give back to employees as much as they contribute to the company, but without too much friction between management and subordinates. To ensure that the process has an aspect of continuity, the company will have to invest in an incentive system that is non-traditional and adaptable to changes in society and the business world. The solution to the above problem should be based in the perspective of social exchange. The perspective is based on the premise that interdependence exists in every relationship (Landers, et al 2017). Instead, each party should feel they are getting more value than it actually costs them to have the relationship. In this case, employees should be offered incentives that make them feel that it costs the company more to have them as employees than it costs them to be employees of the company. They should feel valued and feel like an integral part of the company. On the contrary, the company, through financial calculations and analysis, should also get more from its employees at a lower cost. In this case the company will have more value while working side by side with the subordinates (Bijman, et al 2014). This concept ensures that there is a state of balance and no party will feel oppressed, undervalued or suffer losses. There are various solutions to the Howe 2 ski shops problem. Here are some of the solutions; The main advantage of this is that the quality of services offered by the staff to the customers will be of better quality than before. Staff will be able to understand most products and can easily cross-sell. The main disadvantage is that the process takes a long time and staff may use the certificate obtained to look for work elsewhere and possibly leave the company. The main benefit is that this will host productive competition that will create space for innovation and creativity. The work of will be improvedteam and less friction will be felt between management and subordinates (Landers, et al 2017). The last advantage is that it is much cheaper than giving a bonus to all subordinates in the department or a raise. The main disadvantage is that it could take away the focus from the main objective of a competitive environment and can easily become sidelined if not well monitored. This is especially true for future junior managers who would like to obtain a diploma in management. The company can sponsor part of the fees and find another educational organization to sponsor an employee every two financial years depending on the set goals. The main benefit is that this would not only help junior managers become professionals, but also improve the level of professionalism offered in stores (Zhang et. al 2014). The main disadvantage is that it would be a long-term project that would take a lot of time and take the person away from their desk. This will put more pressure on other subordinates who have to cover for the one attending classes. The HR department should first take time to get to know and understand employees based on their passion, needs, and career goals. This can be done by asking them to fill out questionnaires about themselves and others and analyze them appropriately using their direct supervisor (Bijman, et al 2014). By understanding the staff, HR can easily customize some of the incentives based on individual specifications and consequently ensure employee loyalty. The human resources department can involve staff in decision making, particularly on issues that directly affect them such as working hours and shifts (Bijman, et al 2014). Employees tend to respond positively when they feel they are being listened to versus when they feel like management is simply dictating policy without trying to listen to their point of view on the solution (Zhang et. al 2014). The human resources department should try to ensure that staff are persuaded to buy shares in the company whenever possible. Shares can be bought and sold after a significant period of time and for as long as the company ensures staff loyalty. There are several ways the HR department can determine whether the nontraditional incentive system is working. The effectiveness of policies should be tested by analyzing the desired end results and whether they have been achieved. For example, the main deliverable is to ensure staff loyalty. Loyal staff will always seek to know and understand the company's products and culture, and will always work to achieve the company's goals. Loyal staff will always portray a positive image of the company in all aspects and will never seek to taint the brand. This can be observed in the way staff interact with customers, other staff members and the company infrastructure. Reducing friction between management and subordinates is also another way HR can determine whether implemented policies are working effectively. A reduction in the number of visits and calls from the union president may mean that fewer complaints are reported. The opposite also means that the policies implemented do not work. The policies will definitely bring about social change. As mentioned above, the workplace is a social environment strongly influenced by value and costs from the social exchange perspective. When each participant in the social exchange process feels that they are getting more value at a lower cost to themselves, then.