CH07 Motivation from Concepts to Applications.ppt

1、Motivation: From Concepts to Applications,8,8-0,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Chapter Learning Objectives,After studying this chapter, you should be able to: Describe the job characteristics model and evaluate the way it motivates by changing the work environment

2、. Compare and contrast the main ways jobs can be redesigned. Identify three alternative work arrangements and show how they might motivate employees. Give examples of employee involvement measures and show how they can motivate employees. Demonstrate how the different types of variable-pay programs

3、can increase employee motivation. Show how flexible benefits turn benefits into motivators. Identify the motivational benefits of intrinsic rewards.,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,8-1,The Job Characteristics Model,Copyright 2011 Pearson Education, Inc. publishing

4、as Prentice Hall,8-2,Five Core Job Dimensions Skill Variety: degree to which the job incorporates a number of different skills and talents Task Identity: degree to which the job requires the completion of a whole and identifiable piece of work Task Significance: how the job impacts the lives of othe

5、rs Autonomy: identifies how much freedom and independence the worker has over the job Feedback: how much the job generates direct and clear information about the workers performance,How Can Jobs be Redesigned?,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,8-3,Strengths of Job Ro

6、tation,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,8-4,Job Enrichment Possible Actions,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,8-5,E X H I B I T 8-2,Alternative Work Arrangements,Flextime Flextime allows employees to choose the hours they work within

7、 a defined period of time. Job Sharing Job Sharing allows two or more individuals to split a traditional 40-hour-a-week job. Telecommuting Telecommuting allows workers to work from home at least 2 days a week on a computer linked to the employers office.,Copyright 2011 Pearson Education, Inc. publis

8、hing as Prentice Hall,8-6,Social and Physical Context of Work,Social Context Some social characteristics that improve job performance include: Interdependence Social support Interactions with other people outside of work Physical Context The work context will also affect employee satisfaction Work t

9、hat is hot, loud, and dangerous is less satisfying Work that is controlled, relatively quiet, and safe will be more satisfying,. Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,8-7,Employee Involvement,Definition: A participative process that uses employees input to increase their

10、 commitment to the organizations success.,8-8,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Using Rewards to Motivate Employees,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,8-9,Although pay is not the primary factor driving job satisfaction, it is a motivat

11、or. Establish a pay structure Variable-pay programs,Establishing a Pay Structure,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,8-10,How to Pay,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,8-11,Variable-Pay Programs Piece-Rate Pay Merit-Based Pay Bonuses Ski

12、ll-Based Pay Profit-Sharing Plans Gainsharing Employee Stock Ownership Plans,Types of Variable-Pay Programs,Piece-Rate Pay Pays a fixed sum of money for each unit of production completed. For example: Ballpark workers selling peanuts and soda get $1 for each bag of peanuts and soda sold. Merit-Based

13、 Pay Pays for individual performance based on performance appraisal results. If appraisals are designed correctly, workers performing at a high level will get more pay. Bonuses Pay a lump sum at the end of a designated period of time based on individual and/or organizational performance.,Copyright 2

14、011 Pearson Education, Inc. publishing as Prentice Hall,8-12,More Types of Variable-Pay Programs,Skill-Based Pay Pays based on the number of skills employees have or the number of jobs they can do. Profit-Sharing Plans Pays out a portion of the organizations profitability. It is an organization-wide

15、 program and is based on a predetermined formula. Gainsharing Pays for improvements in group productivity from one period to another. It is a group incentive plan. Employee Stock Ownership Plans (ESOP) Provides each employee with the opportunity to acquire stock as part of their benefit package.,Cop

16、yright 2011 Pearson Education, Inc. publishing as Prentice Hall .,8-13,Flexible Benefits,Flexible benefits give individual rewards by allowing each employee to choose the compensation package that best satisfies his or her current needs and situations.,Copyright 2011 Pearson Education, Inc. publishi

17、ng as Prentice Hall .,8-14,Employee Recognition Programs,Employee rewards need to be intrinsic and extrinsic. Employee recognition programs are a good method of intrinsic rewards. The rewards can range from a simple thank-you to more widely publicized formal programs. Advantages of recognition progr

18、ams are that they are inexpensive and effective. Some critics say they can be politically motivated and if they are perceived to be applied unfairly, they can cause more harm than good.,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall .,8-15,Global Implications,Job Characteristics

19、and Job Enrichment Studies do not yield consistent results about applicability to other cultures Telecommuting Most common in the United States Variable Pay Most believe variable pay systems work best in individualistic cultures such as the United States. Fairness is an important factor Flexible Benefits Popular in all cultures Employee Involvement Differ among countries,8-16,Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall,Summary and Managerial Implications,8-17,Copyright 2011 Pearson Ed