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motivation 2, :no_entry: changing workforce, :no_entry: flatter…

- - - - :star: desire or want that energizes
- - - - self actualization
        
        a growth need because people desire more rather than less of it when satisdied
  - - - R : relatedness
        
        G: growth
        
        desire for personal growth
        
        interpersonal relationship
      - physiological and material well being
  - - - achievement
        
        perform better than others
      - affiliation
        
        interpersonal relationship
      - power
        
        personal prestige
- - - - Comparison other
      - Outcome/input ratio
      - Equity evaluation
    - - Benevolents
        
        Tolerant of being under-rewarded
      - Equity sensitives
        
        Want ratio to be equal to the comparison other
      - Entitleds
        
        Prefer receiving proportionately more than others
    - - Job Status-Based Rewards
        
        Advantages
        
        •Job evaluation tries to maintain pay equity
        •Motivates competition for promotions
        
        Disadvantages
        
        •Employees exaggerate duties, hoard/store resources
        •Focuses employees on own jobs, not customers
        •Inconsistent with workplace flexibility
        
        Includes: job evaluation, status perks.
      - Competency-Based Rewards
        
        Advantages
        
        •More flexible work force, better quality, consistent with employability
        
        Disadvantages
        
        •Potentially subjective, higher training costs
        
        Ex : Skill-based pay, competencies-based pay
      - Membership/Seniority Based Rewards
        
        Advantages
        
        •Guaranteed wages may attract job applicants
        •Seniority-based rewards reduce turnover
        
        Disadvantages
        
        •Doesn’t motivate job performance
        •Discourages poor performers from leaving
        •May act as golden handcuffs/chain
        
        Examples : Fixed wages, seniority increases.
      - Performance-Based Rewards
        
        Organisational Rewards
        
        eg:
        
        Profit sharing
        
        •Stock ownership
        
        •Stock options
        
        •Balanced scorecard
        
        Individual Rewards
        
        eg:
        
        Bonuses
        
        Commission
        
        Piece rate
        
        Team Rewards
        
        eg:
        
        Bonuses
        
        Gainsharing
    - - Structural Rules
        
        Voice
        
        Consistent
        
        Bias free
        
        Listen to all
        
        Knowledgeable
        
        Appealable
      - Social Rules
        
        Respect
        
        Accountability
  - - - Performance (P)
        
        INCREASING P-TO-O EXPECTANCY
        
        •Introduce more valued rewards.
        Measure performance accurately.
        •Describe outcomes of good and poor performance.
        •Explain how rewards are linked to past performance.
      - Effort (E)
        
        INCREASING E-TO-P EXPECTANCY
        
        •training and development
        •job analysis
        •selection (can do attitude)
        •select staff with required competencies
      - Outcomes (O)
        
        INCREASING OUTCOME VALENCES
        
        •Ensure that rewards are valued
        •Individualise rewards (give choices)
        •Minimize countervalent outcomes/ factors that may lead to decline in efforts