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OB - CH5 - Motivation in Action, Harvard latest research - Coggle Diagram

- - - - Variable pay program
        
        Individual based incentives
        
        Bonuses
        
        reward based on recent performance rather than historic performance like merit based pay
        
        can lead to negative behaviours to ensure bonuses
        
        promotes short term individualistic thinking rather on long term benefit for the company
        
        Merit based pay
        
        individuals need to perceive a strong link between their performance and the rewards they receive for this to work
        
        It might be biased depending on the managers perception
        
        It might lead to discrimination
        
        Skill based pay (or competency-based or knowledge based)
        
        get paid depending on how many jobs you can do
        
        positive: increases workforce flexibility, membership behaviours and productivity are positivetly affected
        
        negative: members can top-out, and they are not being rewarded by merit or performance, rather, just that they know that they have the skill
        
        Group based incentives
        
        Gainsharing
        
        formula-based group incentive based on productivty improvements of a specific group tied to a measurable productivity goal such as hours
        
        if the savings thanks to productivity are achieved, productivity savings are normally shared between the employer and the employee
        
        Organizational-based incentives
        
        stock options
        
        employee stock ownership plans and stock options
        
        ESOP
        
        benefit plan in which employees acquire stock as part of their benefits, they have the right to buy stocks in the company at a later date for a guaranteed price.
        
        for this plan to be successful, employees need to feel ownership
        
        employees also need to be informed and give them tools to influence the direction in which the company is headed for this plan to work too.
        
        profit sharing plans
        
        compensation based on some established formula designed around a company's profitability
        
        it can produce stock options or cash
        
        Flexible benefits
        
        an individualized and customized organizational benefit plan that allows each employee to choose the compensation package that best satisfies its current needs.
        
        core-plus plans
        
        defines an essential core, then different alternatives for customization chosen by the employee
        
        flexible spending accounts
        
        allows employees to set aside pretax dollars up to a dollar amount offered in the plan to pay for particular benefits, such as eye care and dental premiums.
        
        modular plans
        
        pre-packaged benefits tailored for a specific demographic of employee
  - - - Abolish incentive pay
        
        pay generously and fairly so they don't feel exploited
      - re-evaluate Evaluation
        
        The discussion of performance should not be tied to compensation
      - Create conditions for authentic motivation
        
        "Changing the way workers are treated may boost productivity more than changing the way they are paid"
        
        Conditions for authentic motivation
        
        helping employees rather than putting them under surveillance
        
        listening to employees concerns and thinking about problems from their viewpoint
        
        providing plenty of feedback so they know what they have done right and what they need to improve
      - Encourage collaboration
        
        people are more likely to perform better in well-functioning groups where they can get feedback and learn from one another.
      - Enhance content
        
        people are most motivated when they are learning new skills, provide variety in the tasks that are performed, and enable them to demonstrate competence
        
        if a job is really not fun, give the employee control over the way it can be achieved, together with a meaningful rationale of why it needs to be done
      - Provide Choice
        
        Provide Choice “We are most likely to become enthusiastic about what we are doing— and do it well—when we are free to make decisions about the way we carry out a task.”
        
        Research suggests that burnout, dissatisfaction, absenteeism, stress, and coronary heart disease are related to situations where individuals did not have enough control over their work situations
        
        By choice we do not mean lack of management, but rather, involving people in the decisions that are to be made. A number of studies indicate that participative management, when it includes full participation by everyone, is successful
  - - - JCM model (job characteristics model)
        
        task identity
        
        degree to which the job requires completion of a whole and identifiable piece of work
        
        task significance
        
        degree to which the job has an impact on the lives or work of other people
        
        autonomy
        
        degree which the job provides freedom, independence, and discretion in scheduling work each day and determining the procedures for carrying it our
        
        feedback
        
        degree to which carrying out work activities generates direct and clear information about the employees performance
        
        Skill variety
        
        degree to which the job requires a variety of different activities so the employee can use specialized skills and talents
        
        Motivating Potential Score (MPS)
        
        (skillsVariety + taskIdentity + taskSignificance)/3 X autonomy X feedback
    - - Job Rotation, use it when there is overroutinization
      - Job Enrichment, expands jobs by increasing the degree to which the employee controls the planning, execution, and evaluation of the work., works best when it compensates with poor feedback and reward systems
      - Literally redesigning the job
      - Alternative work arrangements
        
        Flextime, employees working a specific number of hours a week but are free to vary the hours of work within certain limits
        
        job sharing, allowing two or more people split a 40 hour week job
        
        telecommuting, working from home
    - - Participative Management programs, is joint decision making, in which subordinates share a significant degree of decision- making power with their immediate superiors.
        
        While obviously positive, research has shown that it’s not a sure means for improving performance.
      - Representative Participation, employees being represented by a small group of employees who actually participate
        
        councils
        
        board representatives