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Motivation 2 (Organisation Motivational Programme 'FEVER'…
Motivation 2
Organisation Motivational Programme
'FEVER'
Variable Pay Programmes
Gain Sharing
Group incentive plan
Based on group's performance
motivates team mates to reduce cost & improve efficiency for org
Can be rewarded even when company is not doing well
Employee Stock Ownership Plan (ESOP)
Company's benefits plan
Based on company's stability & performance
Employees buy stocks @ below market price to earn dividends
Motivates employees to be fully informed on business status & exercise influence over org performance
Profit sharing Plan
Based on company's profitability
Profitability measured in terms of cash outlays/ stocks option
Ment-based Pay Plan
Based on employee's performance
link rewards to performance
Rewards like pay raise
Motivates employees by increasing the pay gap bw top & low performancer
Piece-rate Plan
Fixed sum of money paid for every unit of production completed
Employee Involvement Prog
Quality circle/ work improvement teams
Employees meet tg regularly to discuss work problems, recommend solutions & implement it (corrective action)
Involves employees, high motivation, JS
Job Enrichment
Core Job Charateristics
Task Identity
The degree to which the employee perform a total job reasonably from its beginning to ending.
Eg. see the development of a handphone
Task Significance
How important do u regard ur task as? & how it will affect org & customers/ consumers
Degree to which employees perceived the task to be v important & will affect org & consumers
Autonomy
Degree to which employees have the freedom & discretion to plan & carry out the tasks
Skill Variety
No. of diverse activities compose of the job & nos of skills used to perform it
Increases thro job rotation & job enlargement
Feedback
Degree to which the tasks provides feedback on the performance of the employee
Using
VISAF
Critical Psychological States
Skills Variety, Task identity & Significance
Employees experienced meaningfulness of job
Autonomy
Employee experienced responsibility for outcomes
Feedback
Employee is aware of his performance & room for improvement
Personal & work outcomes
Low absenteeism
High productivity
Low turnover
High internal work motivation
High JS
Using JCM
:fire:
Preconditions for effectiveness of JCM
Employee must be reasonably satisfied with the working environment (salary, leave, job security)
Need for growth, mean needs for relatedness & existence needs are satisfied
Employees must have the skills & knowledge to complete challenging task, if not add stress & low productivity
Employee Recognition Prog.
Link rewards to performance
Recognition in terms of praise, long service awards, employee outing
for employees who need social needs, publicly praise them
Recognition for grps/ individuals
Flexible Benefits
Employees can pick & choose from a list of benefits that best suit their needs
4 Reinforcement Theories :!!:
Extinction
Weakens undesirable behaviour by the withdrawal/ putting a stop to the pleasant consequences that is maintaining the undesirable behaviour
Punishment
Undesirable behaviour is stopped by the unpleasant outcome through the use of punishments
Negative Reinforcement (Avoidance learning)
Stage 1
Employee experiences unpleasant outcomes after the presentation of undesirable behaviour
Stage 2
Unpleasant outcome stops when desirable behaviour is displayed
Employees learn how to avoid undesirable consequences by doing it right
Positive Reinforcement
Pleasant outcome encourages the recurrence of desirable behaviour of the employee
Pleasant events like pay rise, praise, recognition & awards, thro the use of rewards
The Law of effect states that
Pleasant outcome is likely to repeat itself by displaying desirable behaviour
Unpleasant outcome is not likely to repeat