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Chapter 5 Motivation in action (reward systems (how to pay: variable -pay…
Chapter 5
Motivation in action
motivating by job redesign
the job characteristic model
task identity
task significance
skill variety
autonomy
feedback
job redesigned
job enrichment
job rotation
relational job design
more pro-socially motivating
better connect
alternative work arrangements
job sharing
telecommuting
flextime
social and phy sical context of work
putting it all together
bond
comprehend
drive to acquire
defend
employee involvement
paricipative management
representative participation
The role of money
most commonly used
emphasize relationships
reward systems
what to pay:pay structure
internal equity
external equity
how to pay: variable -pay programs
group-based
gainsharing
organizational-based
profit sharing
stock options
individual-based
shill-based pay
increse workfore flexibility
lead to problems
bonuses
merit-based
piece-rate pay
flexible benefits: benefits package
core-plus plans
flexible spending accounts
modular pnans
intrinsic rewards
linve performance and reward
pssitive lead to repetition
can eliminate rewards
creating motivatiing environments
beware the signals that are sent by rewards
don't look at big picture
focus on short-term result
old way of thinking
MPS=(skill+task+task)/3
autonomy
feedback
expectancy theory
reinforcement theory
rewards
culture
job design
performance