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Motivation 2 (Organisational Motivation Programmes (Variable-Pay…
Motivation 2
Organisational Motivation Programmes
Variable-Pay Programmes
Piece-rate plans
Workers are paid a fixed sum for each unit of production completed
Gain Sharing
Improvements in group productivity from 1 period to another determines the total amount of money that is to be allocated
Employee stock ownership plans
Employees acquire stock at below market prices as part of their benefits
Profit Sharing Plans
Distribute compensation based on some established formula designed around company profitability
Merit-based pay plan
Pays for an individual's performance based on performance appraisal ratings
Employee Involvement Programmes
Quality circles/Work improvement team
A work group of employees who meet regularly to discuss their work problems, investigate causes, recommend solutions, and take corrective actions
Provide employees with intrinsic motivation by increasing opportunities for growth, responsibilities, and involvement in the work itself
Job Enrichment
Identifies five core job characteristics that produce three psychological states
Core Job Characteristics
Task Significance
Degree to which the job is perceived as important and has an impact on the company/consumers
Task Identity
Degree to which an employee performs a total job with a recognisable beginning and ending
Autonomy
Degree to which the worker has freedom, discretion, and self-determination in planning and carrying out tasks
Skill Variety
Number of diverse activities that compose a job and the number of skills used to perform it
Feedback
Extent to which doing the job provides information back to the employee about his/her performance
Three Psychological States
Autonomy influences the worker's experienced responsibility for outcomes
Feedback provides the worker with knowledge of actual results
Skill variety, task identity, and task significance tend to influence the employee's psychological state of experienced meaningfulness of work
Presence of the 3 states increase internal work motivation. and job satisfaction resulting in high work performance, low absenteeism and low turnover
Leads to higher level of work motivation, job satisfaction, and work effectiveness
Employee Recognition Programmes
Rewards behaviour with recognition
Examples are: Praises, thank you, notes/emails, long-service awards, good customer service awards, departmental get-togethers etc.
Flexible Benefits
Allow employees to pick and choose from a benefits option
Implications for managers
Allow participative decision making
Let employees participate on decision making that affects them
Link rewards to performance
Ensure employees can see a clear link between rewards and input
Use goals and feedback
Ensure specific and attainable goals
Provide feedback on their goal pursuit
Check system for equity
Ensure employees perceive rewards as equitable to their inputs
Recognise individual differences
Different employees have different needs
Individualise rewards, work schedule, job design etc.
Four Reinforcement Strategies
Positive reinforcement
Strengthens the response and increased desired behaviour with the presentation of a desirable consequence
Extinction
Weakens undesirable behaviour by the withdrawal of a pleasant consequence that is maintaining the undesirable behaviour
Punishment
Decreases undesirable behaviour by the presentation of unpleasant consequences
Negative reinforcement (avoidance learning)
Strengthens and increases desired behaviour with the termination or withdrawal of an undesirable consequence
Stage 1: Experience negative consequence of exhibiting the undesirable behaviour
Stage 2: Negative consequence is withdrawn once desirable behaviour occurs
Reinforcement theory
The Law of Effect
Behaviour that results in a pleasant outcome is likely to be repeated
Behaviour that results in an unpleasant outcome is not likely to be repeated
Human behaviour is shaped by learning