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Ch. 5 Motivation in Action, Motivating by Job Redesign - Coggle Diagram
Ch. 5 Motivation in Action
From Theory to Practice: The Role of Money
money is powerful motivator
money not the only motivator
There are many motivation theories
Creating Effective Reward Systems
What to Pay: Establishing a Pay Structure
balance internal equity and external equity
pay more = more qualified and more motivated who stay longer
ex: Walmart keeps wages low which has not worked in their favor, their competitor Costco does the opposite and is growing more
How to Pay: Rewarding Individuals through Variable-Pay Programs
LO1: Demonstrate how the different types of variable-pay programs can increase employee motivation:
Piece-Rate Wages
employees are payed based on their productivity
ex: for every 40 bags of peanuts you sell, you get $1
Merit-Based Pay
payed based on performance
can create strong relationship between performance and rewards
high performers get bigger raises
Bonuses
rewards recent performance
makes employees work harder
variable-pay program:
pay plan that bases portion of pay on individual/organizational measure of performance
more effective if effort and performance are rewarded
Individual-Based Incentives
Piece-Rate Wages
: payed fixed sum for each unit of production
could decrease quality to make production faster
increases workplace injuries
doesn't work for all jobs like ER doctors/nurses
Merit-Based Pay
: individual-based plan based on performance ratings
susceptible to discrimination
Bonuses
: rewards employees for recent performance and not historical performance
can result in the participation of negative behaviour
people start to believe bonus is part of their standard income so when they dont get them its a problem
Organizational-Based Incentives
Profit-Sharing Plans
higher profitability
higher employee commitment
positive impacts on employee attitude
improve performance
Employee Stock Ownership Plans
increase job satisfaction
keep employees informed about status so that they feel motivated to improve performance
results in less unethical behaviour for top management
Flexible Benefits: Developing a Benefits Package
LO2: Show how flexible benefits can be used to motivate
motivate to go to work
choose one organization over another
can improve employee retention, job satisfaction, and productivity
Flexible benefits
: allows employees to tailor benefits plan to their needs
Intrinsic Rewards: Employee Recognition Programs
Beware the Signals That Are Sent By Rewards
managers hope employees engage in one type of behaviour but reward another type
3 major obstacles to ending this:
individuals are unable to break out of old ways of thinking about reward and recognition practices
orgs. dont look at the big picture of their performance system
both management and shareholders often focus on short-term results
ex: tell commissioned employees that they are responsible for replacing stock but they only focus on sales
LO3: Identify the motivational benefits of intrinsic rewards
improves team engagement, loyalty and happiness
according to expectancy theory, key component of motivation is link between performance and reward
according to reinforcement theory, recognition followed by positive behavior leads to repetition
can be manipulated which could demoralize employees so must ensure fairness
Employee Involvement and Participation
Examples of Employee Involvement Programs (EIP): parcticipative process that takes employee input, increasing org. commitment
Participative Management:
subordinates share degree of decision making power with immediate superiors
not a sure means for improving performance
Representative Participation
: employees participate in decision making through group of representative employees
morale and performance increase
LO7: Describe how employee involvement programs can motivate employees
participative management can improve morale as long as employees trust leaders
representative participation can increase intrinsic motivation by making employee feel interests are represented
Linking Employee Involvement Programs and Motivation Theories
theory y: participative management
theory x: traditional management style
Herzberg's two factor theory: employee involvement program
Equity theory: EIP
McClelland's theory of needs: EIP
Motivation: Putting it All Together
Variable Pay
Flexible Benefits
Job Characteristics and Job Enrichment
Telecommuting
Employee Involvement
LO8: describe how knowledge of what motivates people can be used to make organizations more motivating
drive to acquire=org. rewards
drive to bond=culture
drive to comprehend: job design
drive to defend: performance management and resource allocation processes
Motivating by Job Redesign
The Job Characteristics Model (JCM):
any job can be described in 5 dimensions
Motivating Potential Score:
index that calculates motivation potential of a job
5
. Skill variety:
degree to which job requires variety of activities
Task identity:
degree to which job requires completion of piece of work
task significance:
degree to which job has impact on lives or work of others
autonomy:
degree to which job provides freedom, independence, and discretion in scheduling work day
feedback:
degree to which doing job generates direct and clear info about performance
LO4: Describe the job characteristics model and the way it motivates
high internal motivation
high quality performance
high satfisfaction
low absenteeism and turnover
Job Redesigns in the Canadian Context: The Role of Unions
unions hesitant with job redesign because it often results in job loss
need acceptance of employees to redesign
How Can Jobs Be Redesigned?
Job Rotation:
shifting employee from one task to another
associated with higher levels of org. performance, reduces boredom, increases motivation, and helps employees understand their impact on org.
prevent strain injuries
Relational Job Design:
creating jobs in a way that allows employees to see the impact their work has on the lives of their customers
also increases job performance
connections with customers promotes more org. commitment
redesigning leads to reduced turnover an increased job satisfaction
LO5: Compare the main ways jobs can be redesigned
I THINK I EXPLAIN ALREADY IN THE OTHER BUBBLES
Alternative Work Arrangements
Flextime:
employees work during core hours but can form their workday with the flexible hours
can lead to increase job satisfaction
Job Sharing:
two or more people share a full time job
hard to find compatible partners
can help acquire skilled employees
increase motivation and job satisfaction
Telecommuting:
working from home at least 2 days a week
may undermine corporate culture
no traffic, flexible hours, freedom to dress however you want, few interruptions
LO6: Explain how specific alternative work arrangements can motivate employees
answered in the terms
Job design:
way elements in job organized