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Motivating behavior with work and rewards - Coggle Diagram
Motivating behavior with work and rewards
Enhancing performance in organisations
Job design
Job characteristics theory
core job dimensions
task identity
skill variety
task significance
autonomy
feedback
critical psychological states
experienced responsibility for outcomes
experienced meaningfulness
knowledge of the actual results
personal, work outcomes
high internal work motivation
high quality work performance
high work satisfaction
low absenteeism and turnover
Alternatives to job specialization
Job enlargement
Job enrichment
vertical job loading (control)
horizontal loading (tasks)
Job rotation
short-lived renewed interest
decrease efficiency
increase flexibility through training
Job specialization
monotony
efficient
Employee participation and involvement
Areas of employee participation
Approaches to participation and empowerment
question and answer meetings
work teams (quality circles)
individual differences
suggestion boxes
Flexible work arrangements
Extended work schedules
Flexible work schedules
Variable work schedules
compressed workweek
job sharing
Alternative workplaces
Goal setting theory
Goal acceptance
Goal commitment
Goal specificity
Broader perspective:
Management by Objectives (MBO)
Goal difficulty
Challenges
Performance management
Purposes
Elements
Appraiser
Frequency
Measuring performance
Balanced scorecard
Finance-goal, measure
Customer goal, measure
Innovation and learning goal, measure
Internal business processes goal, measure
Individual rewards
Roles, purposes, meanings
Indirect compensation
incentive systems
Perquisites
Base pay
Awards
Issues in rewarding performance
Ability to pay
Flexible system
Economic and labor market forces
Employee particiption
Impact on organisational performance
Pay secrecy
Expatriate compensation