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Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Motivation: From Concepts to Applications 8-0 Copyright ©

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Presentation on theme: "Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Motivation: From Concepts to Applications 8-0 Copyright ©"— Presentation transcript:

1 Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Motivation: From Concepts to Applications 8-0 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

2 Topics we will cover  Chapter 8  The job characteristics model  How can jobs be re-dessigned?  Examples of employee involvement program  What to pay: establishing a pay structure  How to pay: rewarding –Variable pay, piece-rate pay, merit based, bonuses, sill-based, profit sharing plans, gain sharing, employee stock ownership plans  Flexible benefits  Intrinsic rewards: employee recognition programs Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 8-1

3 The Job Characteristics Model Copyright © 2011 Pearson Education, Inc. publishing 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 others – 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 worker’s performance

4 © 2009 Prentice-Hall Inc. All rights reserved. 8-3 The Job Characteristics Model Core job dimensions Critical psychological states Personal and work outcomes Skill Variety Task identity Task significance Autonomy Feedback Experienced meaningfulness of the work Responsibility for outcomes Knowledge of actual results High work motivation High quality performance & satisfaction Low turnover EMPLOYEE GROWTH

5 How Can Jobs be Redesigned? Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 8-4 Job Rotation The shifting of an employee from one task to another with similar skill requirements. Flexibility + avoids layoffs Job Enrichment The expansion of a job by increasing the degree to which the worker controls the planning, execution, and evaluation of the work.

6 Strengths of Job Rotation Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 8-5 Reduces boredom Increases understanding of work contribution Increased skills Helps managers in scheduling

7 Job Enrichment – Possible Actions Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 8-6 E X H I B I T 8-2 Combine TasksForm Natural Work UnitsEstablish Client RelationsExpand Jobs VerticallyOpen Feedback Channels

8 Employee Involvement  Definition: A participative process that uses employees’ input to increase their commitment to the organization’s success. 8-7 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Examples of Employee Involvement Programs Participative Management Joint decision making, helps with poor morale and low productivity, mixed results Representative Participation Goal is to re-distribute power, work councils or board representatives

9 Using Rewards to Motivate Employees Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 8-8  Although pay is not the primary factor driving job satisfaction, it is a motivator. 1. Establish a pay structure 2. Variable-pay programs

10 1. Establishing a Pay Structure Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 8-9 Internal Pay Equity -Job evaluation External Pay Equity - External competitiveness

11 2. How to Pay Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 8-10  Variable-Pay Programs –Piece-Rate Pay –Merit-Based Pay –Bonuses –Skill-Based Pay –Profit-Sharing Plans –Gainsharing –Employee Stock Ownership Plans

12 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 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 © 2011 Pearson Education, Inc. publishing as Prentice Hall 8-11

13 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 organization’s profitability. It is an organization-wide 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. – Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall. 8-12

14 Flexible Benefits  A benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation –Its not a “one size fits all” –Flexible: age, marital status, number/age of dependents, etc Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall. 8-13

15 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. –Financial incentives are more motivating: in the short term –Advantages: they are inexpensive and effective. –Some critics say: they can be politically motivated and if they are perceived to be applied unfairly Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall. 8-14


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