2. Employee motivation is the enthusiasm, energy level,
commitment, and amount of creativity that an employee
brings to the organization on a daily basis.
3.
4. Motivation
• Job Design
• The way the elements in a job are organized
• Job design suggests that the way it influence employee effort, and the job
characteristics model, discussed next, can serve as a framework to identify
opportunities for changes to those elements
• Job Characteristics model
• A model that proposes that any job can be described in terms of five core job
dimensions: skill variety, task identity, task significance, autonomy, and feedback.
5. JOB CHARACTERSTICS MODEL
• Job Characteristics model
• A model that proposes that any job can be described in terms of five core job
dimensions: skill variety, task identity, task significance, autonomy, and feedback.
• Skill Variety
• Task Identity
• Task Significance
• Autonomy
• Feedback
• It effects three psychological states of employee
• Knowledge of results
• Meaningfulness of work
• Personal feelings of responsibility for results
6.
7.
8. Job Redesign
The process of rearranging tasks and responsibilities to better align roles
with the changing environment inside and outside the organization
• Job Rotation
• The periodic shifting of an employee from one task to another
• Relation Job design
• Constructing jobs so employees see the positive difference they can make in the
lives of others directly through their work
9.
10. Alternate Work Arrangements
• Flexible Time
• Flexible working arrangement.
• Job Sharing
• An arrangement that allows two or more individuals to split a
traditional 40-hour-a-week job
• Telecommuting
• Working from home at least 2 days a week on a computer that is linked
to the employer’s office
11.
12. Employee Involvement and Participation
• EIP
• A participative process that uses the input of employees to increase
employee commitment to organizational success
- Participative Management
• A process in which subordinates share a significant degree of decision-making
power with their immediate superiors
- Representative Participation
• A system in which workers participate in organizational decision making
• through a small group of representative employees.
13.
14. Rewards
• What to Pay – Establishing a Pay Structure
• Internal Equity
• The worth of the job to the organization
• External Equity
• The competitiveness of an organization’s pay relative to pay in its industry
• How to Pay- Rewarding individual employees through Variable-
pay programs
• Variable Pay Program
• A pay plan that bases a portion of an employee’s pay on some individual and/or
organizational measure of performance
15. Rewards
• Piece-Rate pay
• A pay plan in which workers are paid a fixed sum for each unit of production completed
• Merit Based Pay
• A pay plan based on performance appraisal ratings
• Bonuses
• A pay plan that rewards employees for recent performance rather than historical performance.
• Profit-sharing Plan
• An organization wide program that distributes compensation based on some established formula
designed around a company’s profitability
• Employee Stock Ownership Plan (ESOP)
• A company-established benefits plan in which employees acquire stock, often at below-market
prices, as part of their benefits
16.
17. Benefits
• Flexible benefits
• Developing a benefits package
• A benefits plan that allows each employee to put together a benefits package
individually tailored to his or her own needs and situation.
• Allows staff to benefit from the perks that suit them and their family best.
18.
19. Intrinsic Reward System
• Employee Recognition Program
• A plan to encourage specific employee behaviors by formally
appreciating specific employee contributions
