This document discusses motivation and performance in the workplace. It examines the link between motivation, rewards and performance, as well as how job design influences motivation. It explores different types of rewards including intrinsic and extrinsic rewards as well as various pay for performance plans like merit pay, gain sharing and profit sharing. The document also discusses performance management, including performance measurement, appraisal and reducing errors. Finally, it analyzes how alternative work arrangements like compressed work weeks, flexible hours and telecommuting can impact motivation.
The document discusses various theories of motivation and how firms can enhance employee job satisfaction and motivation. It covers the Hawthorne Studies which found that changes in working conditions increased productivity regardless of the change. Maslow's hierarchy of needs and Herzberg's job satisfaction theory propose that satisfying certain needs leads to motivation. McGregor's Theory X and Theory Y suggest managers' views of employees impact job satisfaction. Other motivation theories discussed include expectancy theory, equity theory, and reinforcement theory. The document also provides strategies firms can use to enhance job satisfaction, such as compensation plans, flexible schedules, and employee involvement programs.
Core Promise: A Simple Driver of Healthy, Resilient, High-Performancemarsha shenk
With increasing competition for relevance to key audiences, and increasing pressure from relentless change as well as diminishing resources, the ability to design superior value with minimal investment – quickly – has become mission-critical for reliable performance.
These pages invite you to a new approach to organizational achievement: applying the power of new design thinking to Strategic Planning and Organizational Design.
This document provides an introduction to the study of careers. It discusses how careers have become less predictable due to changes in the workplace such as increased globalization, cost cutting, outsourcing, and technological advances. It also discusses how the psychological contract between employers and employees has shifted from long-term loyalty to short-term flexibility. The document aims to help readers understand effective career management and develop skills to manage their careers throughout various workplace changes and stages of life.
This document discusses performance-driven compensation as a talent insurance policy for companies. It argues that tightly linking employee and business performance to compensation helps mitigate the risk of losing top talent. Specifically:
- Pay for performance aims to reward employees based on their impact, but cultural and implementation barriers have made it difficult for many companies. Lack of integration between performance and compensation systems also hinders pay for performance.
- Top performers and high-potential employees are most critical to retain, yet only 19% of UK companies base bonuses directly on individual performance targets tied to business goals.
- Differentiated compensation that disproportionately rewards top performers can motivate them and lower turnover risks, but requires clear goals, performance assessments, and compensation
The KCI technology works by facilitating "life changing" events for teams that lead to new, more effective ways of thinking and interacting that last over the long term. It does this through principles based on change research showing that over 90% of traditional change efforts do not result in applied, lasting behavioral changes. The technology aims to accelerate the acquisition of implicit knowledge and remove "bugs" from teams' operating systems in order to improve performance outcomes.
Corporate Sustainability At The Top 20090312Victoria Zelin
How can you position your executive background to lead the sustainability function in a corporation? See highlights of Hudson Gain's Study of the Role of the Chief Sustainability Officer in Corporations. What are the skills and capabilities of a CSO?
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
HRM involves evaluating an organization's human resource needs, recruiting and selecting employees to fill those needs, and motivating employees to help achieve organizational goals. The key functions of HRM include staffing through recruitment and selection, training and developing employees, motivating employees through benefits and rewards, and maintaining employees through performance appraisal and compensation. HRM is important because people are the most important organizational resource, and effective HRM can increase productivity, reduce turnover, and provide a competitive advantage.
The document discusses various theories of motivation and how firms can enhance employee job satisfaction and motivation. It covers the Hawthorne Studies which found that changes in working conditions increased productivity regardless of the change. Maslow's hierarchy of needs and Herzberg's job satisfaction theory propose that satisfying certain needs leads to motivation. McGregor's Theory X and Theory Y suggest managers' views of employees impact job satisfaction. Other motivation theories discussed include expectancy theory, equity theory, and reinforcement theory. The document also provides strategies firms can use to enhance job satisfaction, such as compensation plans, flexible schedules, and employee involvement programs.
Core Promise: A Simple Driver of Healthy, Resilient, High-Performancemarsha shenk
With increasing competition for relevance to key audiences, and increasing pressure from relentless change as well as diminishing resources, the ability to design superior value with minimal investment – quickly – has become mission-critical for reliable performance.
These pages invite you to a new approach to organizational achievement: applying the power of new design thinking to Strategic Planning and Organizational Design.
This document provides an introduction to the study of careers. It discusses how careers have become less predictable due to changes in the workplace such as increased globalization, cost cutting, outsourcing, and technological advances. It also discusses how the psychological contract between employers and employees has shifted from long-term loyalty to short-term flexibility. The document aims to help readers understand effective career management and develop skills to manage their careers throughout various workplace changes and stages of life.
This document discusses performance-driven compensation as a talent insurance policy for companies. It argues that tightly linking employee and business performance to compensation helps mitigate the risk of losing top talent. Specifically:
- Pay for performance aims to reward employees based on their impact, but cultural and implementation barriers have made it difficult for many companies. Lack of integration between performance and compensation systems also hinders pay for performance.
- Top performers and high-potential employees are most critical to retain, yet only 19% of UK companies base bonuses directly on individual performance targets tied to business goals.
- Differentiated compensation that disproportionately rewards top performers can motivate them and lower turnover risks, but requires clear goals, performance assessments, and compensation
The KCI technology works by facilitating "life changing" events for teams that lead to new, more effective ways of thinking and interacting that last over the long term. It does this through principles based on change research showing that over 90% of traditional change efforts do not result in applied, lasting behavioral changes. The technology aims to accelerate the acquisition of implicit knowledge and remove "bugs" from teams' operating systems in order to improve performance outcomes.
Corporate Sustainability At The Top 20090312Victoria Zelin
How can you position your executive background to lead the sustainability function in a corporation? See highlights of Hudson Gain's Study of the Role of the Chief Sustainability Officer in Corporations. What are the skills and capabilities of a CSO?
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
HRM involves evaluating an organization's human resource needs, recruiting and selecting employees to fill those needs, and motivating employees to help achieve organizational goals. The key functions of HRM include staffing through recruitment and selection, training and developing employees, motivating employees through benefits and rewards, and maintaining employees through performance appraisal and compensation. HRM is important because people are the most important organizational resource, and effective HRM can increase productivity, reduce turnover, and provide a competitive advantage.
The document discusses strategic human resource management and its components, including recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. It explains how these HR activities help organizations gain competitive advantages through attracting and developing talent as well as ensuring employees are high performers aligned with organizational goals. The legal environment of equal employment opportunities that managers must consider is also overviewed.
This PowerPoint presentation discusses pay for performance and financial incentives. It covers several theories of motivation including Maslow's hierarchy of needs, Herzberg's hygiene-motivator theory, Vroom's expectancy theory, and reinforcement theory. It also discusses different types of incentive plans such as individual incentive plans like piecework and merit pay plans, sales compensation programs, organizationwide incentives, executive compensation, and team or group-based variable pay programs.
Chapter 02 lecture on ethics and social responsibilityNur Khalida
This chapter discusses business ethics and social responsibility. It defines business ethics and identifies common ethical issues that arise. It also examines factors that influence ethical behavior in organizations and ways to encourage ethical decision making. The chapter outlines the evolution of views on social responsibility and discusses arguments for and against increased social responsibility. It also addresses issues related to consumers, the environment, and implementing social responsibility programs.
The document summarizes job design theory and the job characteristics model. It identifies five core job characteristics (skill variety, task identity, task significance, autonomy, feedback) and explains how they relate to employee motivation, performance, and satisfaction. It provides examples of jobs with high and low ratings on each characteristic and discusses how enriching jobs or varying work arrangements can improve motivation.
This document summarizes key points from a chapter about establishing strategic pay plans, including:
1. It discusses factors to consider when determining pay rates such as compensation laws, exempt vs. non-exempt classifications, and developing an aligned reward strategy to support a company's competitive strategy.
2. It covers issues to address in compensation policies like pay for performance, overtime, leaves, and addressing salary compression over time.
3. The concept of equity is introduced, including external equity comparing a job's pay across companies, internal equity comparing pay fairness within a company, and individual equity for a person's pay.
This chapter discusses several special challenges in career management including socialization and orientation of new employees, developing career paths, dealing with plateaued employees, balancing work and life demands, coping with job loss, and managing older workers. It provides advice and best practices for companies in creating supportive cultures, training programs, flexible work arrangements, counseling and outplacement services to address these issues.
In these slides we will understand the Human Resources that we use in Management and after understanding it you will be able to use the Human Resources.
Employee Engagement - Become the Employer of ChoiceCraig Juengling
Employee Engagement is critical to achieving world class business outcomes! The role of leadership is crucial for success. This presentation was done as a keynote address at the Louisiana SHRM Conference in 2012. Understand the drivers of engagement and tactics for employee well-being and employee development.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document summarizes a study conducted at an Indian international airport to improve employee retention through increased employee engagement. The study found that implementing action plans focused on non-financial engagement drivers like communication, rewards & recognition, supervisor support, teamwork, role clarity and work environment significantly increased employee engagement levels. It also found that higher engagement levels significantly improved employee retention rates at the airport. The study suggests organizations can boost retention without large financial expenditures by focusing on certain non-financial engagement factors.
The document discusses issues around employee dissatisfaction and how proactive companies can address potential problems to create a positive work environment. It provides a scenario where an employee, Larry, does not receive proper overtime pay despite documenting the hours worked. The scenario is meant to demonstrate how to determine the cause, propose solutions, and evaluate the situation from an expert perspective.
This document discusses ethics, justice, and fair treatment in human resource management. It explains the meaning of ethics and organizational culture. It describes how HR can influence ethical behavior through activities like selection, training, performance appraisal, and disciplinary systems. It discusses managing dismissals and terminations fairly to avoid wrongful discharge suits. Specific topics covered include nonpunitive discipline, employee privacy, exit interviews, and plant closing laws.
Kenexa attracting retaining and engaging technology talentOmni HR Consulting
This document provides a summary of a presentation on attracting, retaining, and engaging technology talent. The presentation uses data from an annual employee opinion survey of over 35,000 workers, including 1,210 US technology employees, to examine key drivers for this group. The top reasons US technology employees join organizations are the job itself and compensation. Engagement is highest when there are opportunities for career advancement, effective leadership, recognition, training, and work-life balance. Retention is most influenced by career advancement, compensation, work-life balance, and leadership. Differences exist based on organizational level, market type, and generation.
The document provides an overview of Lean leadership and creating adaptive, learning and engaging organizations. It discusses key dimensions such as engaging employees, promoting learning, effective leadership, and improving processes. These dimensions are measured using a diagnostic tool called Climetrics to assess an organization's work climate. The work climate is found to predict performance, profitability, and the ability to adapt. Case studies are presented showing how organizations have transformed their work climates and achieved operational excellence with greater adaptability.
1. The document discusses the process of selecting human resources, including receiving applications, interviewing, testing, background checks, and placing applicants in jobs.
2. It outlines the typical division of responsibilities in HR for selection and describes legal concerns around equal employment and ensuring selection practices are job-related.
3. The key aspects of selection covered include determining criteria and predictors of job performance, combining multiple predictors, and the overall selection process flow.
The document discusses strategies for positioning oneself as a subject matter expert in a changing business environment. It recommends developing a clear vision, understanding different perspectives, and maintaining clarity while also being agile. Additionally, it emphasizes the importance of identifying one's strengths and core competencies, continuously learning, and creating online content to establish credibility and visibility as an expert.
The document provides an overview of career management concepts and best practices for employers. It discusses traditional versus career development focuses, the roles of individuals, managers, and organizations in career development, methods for enhancing diversity through career management, and how career development can foster employee commitment. The key topics covered include career planning, mentoring, promotions, transfers, innovative corporate initiatives, and retirement.
60-minute webinar based on the book, Peer Power: Transforming Workplace Relationships by Cynthia Clay and Ray Olitt. Provides an overview of training programs for the face-to-face and virtual classrooms.
This document provides 20 retention tools for curbing employee attrition. It summarizes each tool with examples of how companies implement them. The tools include offering competitive compensation and benefits, training managers, defining clear roles and responsibilities, providing career progression opportunities, offering retention bonuses for longevity, assigning a process owner for retention strategies, conducting employee engagement surveys, emphasizing teamwork, and becoming a more paperless organization.
The chapter discusses several special challenges in career management that companies may face:
1) Designing effective socialization and orientation programs to help new employees adjust and be productive more quickly.
2) Developing dual career paths to provide opportunities for advancement for both technical/professional employees as well as managers.
3) Addressing issues like plateaued careers, skills obsolescence, and balancing work and personal life, which can affect employee motivation and retention.
4) Outlining policies and strategies to help employees through transitions like job loss or retirement.
The document provides an overview of these topics and considerations for companies in developing effective programs and policies to address these challenges.
The document discusses career management and the shared responsibility of employees, managers, HR, and companies in the career management process. It defines career management as a process where employees become aware of their interests, skills, career goals, and develop action plans. Companies that are successful emphasize employee responsibility for career management while still providing resources like training. The roles of various parties in assisting with career management are described.
The document discusses strategic human resource management and its components, including recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. It explains how these HR activities help organizations gain competitive advantages through attracting and developing talent as well as ensuring employees are high performers aligned with organizational goals. The legal environment of equal employment opportunities that managers must consider is also overviewed.
This PowerPoint presentation discusses pay for performance and financial incentives. It covers several theories of motivation including Maslow's hierarchy of needs, Herzberg's hygiene-motivator theory, Vroom's expectancy theory, and reinforcement theory. It also discusses different types of incentive plans such as individual incentive plans like piecework and merit pay plans, sales compensation programs, organizationwide incentives, executive compensation, and team or group-based variable pay programs.
Chapter 02 lecture on ethics and social responsibilityNur Khalida
This chapter discusses business ethics and social responsibility. It defines business ethics and identifies common ethical issues that arise. It also examines factors that influence ethical behavior in organizations and ways to encourage ethical decision making. The chapter outlines the evolution of views on social responsibility and discusses arguments for and against increased social responsibility. It also addresses issues related to consumers, the environment, and implementing social responsibility programs.
The document summarizes job design theory and the job characteristics model. It identifies five core job characteristics (skill variety, task identity, task significance, autonomy, feedback) and explains how they relate to employee motivation, performance, and satisfaction. It provides examples of jobs with high and low ratings on each characteristic and discusses how enriching jobs or varying work arrangements can improve motivation.
This document summarizes key points from a chapter about establishing strategic pay plans, including:
1. It discusses factors to consider when determining pay rates such as compensation laws, exempt vs. non-exempt classifications, and developing an aligned reward strategy to support a company's competitive strategy.
2. It covers issues to address in compensation policies like pay for performance, overtime, leaves, and addressing salary compression over time.
3. The concept of equity is introduced, including external equity comparing a job's pay across companies, internal equity comparing pay fairness within a company, and individual equity for a person's pay.
This chapter discusses several special challenges in career management including socialization and orientation of new employees, developing career paths, dealing with plateaued employees, balancing work and life demands, coping with job loss, and managing older workers. It provides advice and best practices for companies in creating supportive cultures, training programs, flexible work arrangements, counseling and outplacement services to address these issues.
In these slides we will understand the Human Resources that we use in Management and after understanding it you will be able to use the Human Resources.
Employee Engagement - Become the Employer of ChoiceCraig Juengling
Employee Engagement is critical to achieving world class business outcomes! The role of leadership is crucial for success. This presentation was done as a keynote address at the Louisiana SHRM Conference in 2012. Understand the drivers of engagement and tactics for employee well-being and employee development.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document summarizes a study conducted at an Indian international airport to improve employee retention through increased employee engagement. The study found that implementing action plans focused on non-financial engagement drivers like communication, rewards & recognition, supervisor support, teamwork, role clarity and work environment significantly increased employee engagement levels. It also found that higher engagement levels significantly improved employee retention rates at the airport. The study suggests organizations can boost retention without large financial expenditures by focusing on certain non-financial engagement factors.
The document discusses issues around employee dissatisfaction and how proactive companies can address potential problems to create a positive work environment. It provides a scenario where an employee, Larry, does not receive proper overtime pay despite documenting the hours worked. The scenario is meant to demonstrate how to determine the cause, propose solutions, and evaluate the situation from an expert perspective.
This document discusses ethics, justice, and fair treatment in human resource management. It explains the meaning of ethics and organizational culture. It describes how HR can influence ethical behavior through activities like selection, training, performance appraisal, and disciplinary systems. It discusses managing dismissals and terminations fairly to avoid wrongful discharge suits. Specific topics covered include nonpunitive discipline, employee privacy, exit interviews, and plant closing laws.
Kenexa attracting retaining and engaging technology talentOmni HR Consulting
This document provides a summary of a presentation on attracting, retaining, and engaging technology talent. The presentation uses data from an annual employee opinion survey of over 35,000 workers, including 1,210 US technology employees, to examine key drivers for this group. The top reasons US technology employees join organizations are the job itself and compensation. Engagement is highest when there are opportunities for career advancement, effective leadership, recognition, training, and work-life balance. Retention is most influenced by career advancement, compensation, work-life balance, and leadership. Differences exist based on organizational level, market type, and generation.
The document provides an overview of Lean leadership and creating adaptive, learning and engaging organizations. It discusses key dimensions such as engaging employees, promoting learning, effective leadership, and improving processes. These dimensions are measured using a diagnostic tool called Climetrics to assess an organization's work climate. The work climate is found to predict performance, profitability, and the ability to adapt. Case studies are presented showing how organizations have transformed their work climates and achieved operational excellence with greater adaptability.
1. The document discusses the process of selecting human resources, including receiving applications, interviewing, testing, background checks, and placing applicants in jobs.
2. It outlines the typical division of responsibilities in HR for selection and describes legal concerns around equal employment and ensuring selection practices are job-related.
3. The key aspects of selection covered include determining criteria and predictors of job performance, combining multiple predictors, and the overall selection process flow.
The document discusses strategies for positioning oneself as a subject matter expert in a changing business environment. It recommends developing a clear vision, understanding different perspectives, and maintaining clarity while also being agile. Additionally, it emphasizes the importance of identifying one's strengths and core competencies, continuously learning, and creating online content to establish credibility and visibility as an expert.
The document provides an overview of career management concepts and best practices for employers. It discusses traditional versus career development focuses, the roles of individuals, managers, and organizations in career development, methods for enhancing diversity through career management, and how career development can foster employee commitment. The key topics covered include career planning, mentoring, promotions, transfers, innovative corporate initiatives, and retirement.
60-minute webinar based on the book, Peer Power: Transforming Workplace Relationships by Cynthia Clay and Ray Olitt. Provides an overview of training programs for the face-to-face and virtual classrooms.
This document provides 20 retention tools for curbing employee attrition. It summarizes each tool with examples of how companies implement them. The tools include offering competitive compensation and benefits, training managers, defining clear roles and responsibilities, providing career progression opportunities, offering retention bonuses for longevity, assigning a process owner for retention strategies, conducting employee engagement surveys, emphasizing teamwork, and becoming a more paperless organization.
The chapter discusses several special challenges in career management that companies may face:
1) Designing effective socialization and orientation programs to help new employees adjust and be productive more quickly.
2) Developing dual career paths to provide opportunities for advancement for both technical/professional employees as well as managers.
3) Addressing issues like plateaued careers, skills obsolescence, and balancing work and personal life, which can affect employee motivation and retention.
4) Outlining policies and strategies to help employees through transitions like job loss or retirement.
The document provides an overview of these topics and considerations for companies in developing effective programs and policies to address these challenges.
The document discusses career management and the shared responsibility of employees, managers, HR, and companies in the career management process. It defines career management as a process where employees become aware of their interests, skills, career goals, and develop action plans. Companies that are successful emphasize employee responsibility for career management while still providing resources like training. The roles of various parties in assisting with career management are described.
Hr Guide To Enhance Employee Moral And ProductivenessLakesia Wright
This document outlines 11 ways to increase employee loyalty and engagement. It discusses measuring engagement through surveys, promoting a sense of being helpful through empowering employees and secret shoppers, improving competence through training programs and mentoring, building acceptance through team building, and gaining respect through transparency, good management, and recognition. Technology can help understand employee feedback to better manage engagement. Overall engaging employees leads to higher productivity, retention, and positive business outcomes.
Performance management is a method used to measure and improve employee effectiveness. It involves creating a positive work environment, setting goals and standards, monitoring performance, coaching employees, and providing performance reviews. The key aspects of performance management are building trust among employees, clarifying expectations, tracking results, giving feedback, and acknowledging achievements in order to strengthen decision-making and improve organizational outcomes.
This document summarizes key topics in motivation, attitude, and job satisfaction from Chapter 3 of an organizational behavior textbook. It defines motivation and discusses how job design, alternative work arrangements, and extrinsic/intrinsic rewards can motivate employees. It also examines the components of attitudes, different job attitudes like job satisfaction and organizational commitment, and the causes and outcomes of job satisfaction.
This document discusses different types of organizational goals including societal goals, mission statements, output goals, and systems goals. It also covers hierarchical aspects of organizations such as vertical specialization using organization charts and span of control. Finally, it examines how work is organized through departmentalization using functional, divisional, and matrix forms. Bureaucracies are discussed as mechanistic, emphasizing control, or organic, emphasizing flexibility. Common hybrid types include divisional and conglomerate firms.
This document provides an overview of compensation strategies and practices, including the objectives of an effective compensation system and the nature of compensation in terms of intrinsic and extrinsic rewards.
It describes the key components of a compensation program, including direct compensation elements like base pay, wages, salary and variable pay as well as benefits. It also discusses compensation administration processes, approaches to determining compensation levels, and laws affecting compensation like the Fair Labor Standards Act.
This document discusses various methods organizations use to recognize employee contributions through pay, including merit pay, individual incentives, profit sharing, ownership, gainsharing, group incentives, and balanced scorecards. It describes theories around how compensation influences individual performance and issues around executive pay. Effective pay strategies consider factors like the organization's goals, risk tolerance, and whether work is individual or team-based. Both financial rewards and communication are important for motivating employees.
This document discusses compensation and incentive plans. It begins by defining incentives as financial rewards paid to workers for exceeding production standards. It then examines various types of individual, team, and organization-wide incentive plans. Individual plans discussed include piece-rate plans, merit pay, and recognition awards. The document also summarizes theories related to motivation, needs, and rewards. It concludes by identifying reasons why incentive plans may fail, such as when performance pay replaces good management practices.
This document discusses various motivational tools used in the workplace, including job design, employee involvement, rewards, and goal setting. It covers topics like job characteristics model, motivating potential score, job redesigning approaches, alternative work arrangements, levels of employee involvement, using rewards like pay structures, variable pay programs, and intrinsic rewards. The key motivational tools covered are job design, employee involvement, rewards, goal setting, and management by objectives.
Prof Maria KraimerManaging Rewards SystemsSpring 2021Week DaliaCulbertson719
Prof Maria Kraimer
Managing Rewards Systems
Spring 2021
Week 11
Incentive Pay (Chapter 4)
Activities for Week 11
Watch “Chapter 4B” video
Watch Lincoln Electric video (see Discussion Forum or Homework Assignment document)
Complete the Discussion Forum “Lincoln Electric” by 6:00pm EST, Friday, April 2
Post a reply by 6:00pm, Saturday, April 3
Complete Homework Assignment (Lincoln Electric) by 11:59pm EST, Sunday, April 4
NOTE: Although both the Forum and Homework are based on the LE video, you have different questions to answer across the two assignments.
Key Objectives for Chapter 4
Understand how Incentive Pay differs from Base pay and why companies adopt Incentive Pay
Know the different types of incentive pay plans: individual, group, and company-wide
Know the advantages and disadvantages of individual, group, and company-wide incentive plans.
Know the theories that underlie effective incentive plans
Know common problems with designing incentive pay systems
3
2.Types of Incentive Plans
4
4
Individual-based
Piecework or standard hourly plans
Management incentive plans (MBO)
Group-based
Organization-wide
Profit-sharing plans
Stock plans (ESOPs and stock options)
Team- or unit-based bonuses
Bonuses (referrals, spot, signing)
Gainsharing plans
Sales commission
Behavioral encouragement plans
Which type of plan? ANSWERS
A salesperson gets paid 20% of the total dollar amount she sells to customers each month (Sales ommission)
A manager is paid a cash bonus at the end of the year because the company met their profit goals (Profit-sharing plan)
A call center worker receives a bonus of $100 each month that he has perfect attendance (Behavioral encouragement plan)
Members of a new product team will each receive a $500 bonus if the new product is launched by November 1 (team bonus)
John recommended Jane for the open position in his department; after Jane was hired, John received $100 gift card (Referral bonus)
All employees that work for Pioneer Co-op are given stock options in the company’s stock after one year of service (ESOP)
4. Theories that can explain how and why incentive pay can motivate employees
6
Goal-setting theory
Agency theory
Expectancy theory
Goal-Setting Theory: Goals improve performance through four specific motivational processes
7
SMART Goals (with feedback and employee involvement)…
7
SMART goals = Specific, Measurable, Achievable, Relevant, and Time-bound
WHAT TYPES OF INCENTIVE PLANS ARE BASED ON GOAL-SETTING? Bonuses, commissions, and piece-rates
Focus attention away from other activities toward the desired behavior.
Get people energized and excited about accomplishing something worthwhile.
Help people work on tasks longer when they have specific goals.
Encourage the discovery and use of knowledge.
Piece-rates, commission, and performance-based bonuses require SMART goals
The set of specific goals should reflect all important jo ...
The document summarizes key concepts from Chapter 7 of Robbins & Judge Organizational Behavior 13th Edition relating to motivation. It discusses job design models like the Job Characteristics Model and how jobs can be redesigned. It also covers alternative work arrangements, variable pay programs, flexible benefits, recognition programs, and implications for motivating employees globally.
If you lead a business, perhaps you’ve had to deal with questions like these: “Why is my bonus less than it was last year?” “Why didn’t I get a bigger salary increase?” “Can I have stock?” All are indicators your employees are feeling a bit entitled.
So, how does this happen? More important, what can you do about it? How can you transform a culture of entitlement into one focused on value creation and engagement?
Top HR Processes Ripe for a Social EnterpriseKangoGift
The document provides an overview of how social tools can be applied to five key HR processes: performance reviews, employee feedback, recognition and awards, training, and knowledge management. It discusses transitioning performance reviews from annual events to ongoing conversations, capturing more timely employee feedback, using social recognition to provide informal and measurable praise, leveraging employees' expertise through social training tools, and centralizing institutional knowledge. Metrics for success include engagement, enablement, and performance. Case studies and parting thoughts on creating a social HR roadmap are also presented.
This document discusses recognizing employee contributions through pay programs. It describes theories on how pay influences individual performance and lists common pay programs like merit pay, bonuses, profit sharing and their advantages and disadvantages. Effective pay strategies align pay with organizational goals using a balanced scorecard approach. Executive pay aims to incentivize outcomes through contingent pay. Communication and participation are important for process issues while the pay strategy should match the overall organizational strategy.
The document discusses Job Design Theory and the Job Characteristics Model. It describes the five core job dimensions identified by the model - skill variety, task identity, task significance, autonomy, and feedback. Jobs that score highly on these dimensions are likely to lead to increased motivation, performance, and job satisfaction for employees. The document also discusses how jobs can be redesigned through approaches like job rotation, enlargement, and enrichment in order to improve motivation.
You want your people to buy into your vision of the future. You want to attract and keep premier talent. You want your employees to adopt a stewardship mindset and “own” results. You want all stakeholders to feel they are a part of the company’s success. You also want all stakeholders equally invested in preventing mistakes that can set the company back.
You recognize that’s a tall order in the best of times. But in today’s chaotic business environment, the challenge is even greater. So, what should you do?
This broadcast was created to help you answer that question.
The document discusses employee retention strategies and provides a case study of Baytech Plastics. Baytech Plastics was experiencing high employee turnover of around 35-40% due to centralized decision making that limited employee participation. Suggestions are provided to increase decentralization and participative decision making to improve employee engagement and retention. Key lessons from the case include that non-participative decision making can undermine employee commitment despite other benefits programs, and balancing centralization with decentralization is important for long term success.
Most small business owners either hold their bonus plan in contempt or avoid creating one because they simply don’t know what works.
In either case, frustration is the outcome and help is sorely needed.
VisionLink would like to solve that problem. For over 20 years, our experts have designed incentive plans for small businesses. Hundreds of them! We have learned what works and what doesn’t–and are ready to share it all with you.
End Bonus Plan Frustration!
Click here to view a recording of the entire presentation: http://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-build-a-small-business-bonus-plan
This document discusses professional issues in multimedia development, including characteristics of a profession, copyright, and digital rights management. It defines a profession as requiring specialized training and education. Professionals have codes of ethics to guide their work. While multimedia development is becoming a profession, there is no direct code of ethics yet, though the Software Engineering Code of Ethics provides guidance. The document also summarizes US copyright law and exceptions like fair use. It describes challenges that digital media poses for copyright and how digital rights management systems aim to address these challenges.
Multimedia development requires a team with specialized roles and an iterative development plan. The plan defines tasks across three stages: definition of goals and requirements, design of media elements and interface prototypes, and production of the final product. Team roles include project manager, designer, content experts, media specialists in graphics, sound, animation and video, and programmers. The team works collaboratively at each stage to refine the product based on testing and feedback.
The document discusses authoring multimedia projects, including two approaches to integrating media (programming and authoring), common authoring metaphors (card, icon, timeline), and guidelines for selecting an authoring application. Authoring applications allow developers to assemble media, synchronize content, design interfaces, and provide interactivity without extensive programming. The authoring process involves design, importing content, integration, testing, and delivery. Projects can be delivered remotely via the web or locally as standalone applications. Choosing the right authoring tool depends on the media, delivery method, and maintenance needs of the project.
Animation basics involve displaying a rapid sequence of individual still images to create the illusion of motion, made possible by the persistence of vision. Traditional animation techniques included cel animation which was perfected by Disney and involved drawing characters on transparent celluloid sheets. Digital animation evolved these techniques using software, and allows for frame-by-frame or tween animation where frames are automatically generated. 3D animation involves animating virtual objects, cameras, lights and sounds using techniques like motion capture, forward and inverse kinematics, and physics-based animation. The rendering process applies all the specified modeling, lighting and motions to create the final animated frames.
The document provides information on digital video, including quality factors, compression strategies, file formats, and guidelines for creating and using video in multimedia projects. It discusses screen resolution and frame rate as key quality factors that can be adjusted. Compression strategies like intra-frame, inter-frame, and variable bit rate encoding are described. The document outlines the process of creating original digital video, including shooting, editing, and rendering steps. It provides considerations for choosing digital video cameras and guidelines for video shooting. Editing software features and operations are defined. Rendering decisions around codec, resolution, frame rate, and other encoding options are also summarized.
This document discusses digital sound, including sampled and synthesized sound. It provides details on:
- How sampled sound works by digitally recording analog sound waves, with quality depending on sample resolution and rate.
- How synthesized sound uses MIDI to send commands to synthesizers to generate new sounds.
- The advantages of digital sound over analog, such as noise reduction, editing capabilities, and ease of distribution.
- Guidelines for using sound in multimedia, such as identifying its purpose, using high quality sound, and avoiding excessive use.
This document discusses graphics and summarizes key elements of traditional graphics, computer graphics, and multimedia graphics. It covers bitmapped images, vector-drawn images, and 3D graphics. For bitmapped images, it describes pixels, color resolution, file formats, and sources. For vector images, it discusses device independence and file formats. It also outlines the four steps to create 3D images: modeling, surface definition, scene composition, and rendering. The document provides guidelines for using graphics in multimedia and defines several important graphics terms.
This document provides an overview of text in multimedia applications. It discusses the tradition of text in print, computer text codes like ASCII and Unicode, font technologies like bitmapped and outline fonts, and the different types of multimedia text like editable and graphics text. It also covers guidelines for using text in multimedia, such as being brief, consistent, and combining text with other media. Key terms related to text properties, computer text, font technologies, and multimedia text are defined.
The document discusses different types of computer software. It describes three main categories: operating systems, programming languages, and applications. Operating systems manage computer resources like the processor, memory, and peripherals. Common programming languages include low-level languages close to machine code as well as high-level languages that are easier for humans to read and write. Application software performs specific tasks, and multimedia applications include media-specific tools and authoring programs to integrate different media types.
This document provides an overview of computer hardware components and concepts. It describes the basic components of a computer system including the system unit, CPU, memory, storage, and peripheral devices. It discusses different types of computer systems and platforms. The document also covers hardware basics such as motherboards, buses, caches and processors. Finally, it discusses computer networks, storage technologies, input devices and output devices.
This document discusses digital data and digitization. It begins by defining key elements of digital media like binary digits (bits) and how they are used to encode digital data. Common file formats and codes like ASCII and Unicode are described. The digitization process involves sampling analog data and converting it to digital code. Compression techniques can reduce file sizes, either with or without loss of quality. While digital media has advantages like easy reproduction and distribution, it also faces challenges such as large file sizes and concerns about long-term accessibility of data. Key terms involved in representing, encoding, and storing digital information are defined.
This chapter discusses the multimedia revolution and its key visionaries. It defines multimedia as the development, integration, and delivery of any combination of text, graphics, animation, sound or video through a digital processing device. Multimedia can be non-interactive, where the user passively observes information, or interactive, where the user participates in the flow of information. The chapter profiles several pioneers in multimedia, including Vannevar Bush and his proposed Memex machines, Alan Turing's concept of the universal Turing machine, Douglas Engelbart's innovations for human-computer interactivity, and Tim Berners-Lee's invention of the World Wide Web. It concludes that ongoing technical breakthroughs and the integration of computers with
The document discusses PCI compliance for merchants. It describes the PCI DSS framework, which was developed by payment card brands to protect cardholder data. The framework includes six core principles and 12 requirements. Merchants must comply with PCI DSS to accept card payments. Compliance is validated through an annual assessment conducted by a QSA or ISA to evaluate adherence to the security standards.
Chapter 14: Regulatory Compliance for the Healthcare SectorNada G.Youssef
The document discusses regulatory compliance requirements for healthcare organizations relating to information security and the protection of electronic protected health information (ePHI) as required by HIPAA and related legislation. It explains the objectives and components of the HIPAA Security Rule, including administrative, physical, and technical safeguards. It also discusses how the HITECH Act and Omnibus Rule modified HIPAA requirements, such as expanding the definition of business associates and strengthening breach notification regulations.
Chapter 13: Regulatory Compliance for Financial InstitutionsNada G.Youssef
The document discusses regulatory compliance requirements for financial institutions related to information security and privacy. It covers the Gramm-Leach-Bliley Act (GLBA), which requires financial institutions to protect customer non-public personal information. The GLBA established regulatory oversight and interagency guidelines that require institutions to implement comprehensive information security programs, assess risks, manage risks, oversee service providers, and report to boards of directors. The guidelines aim to protect customer information and mitigate threats of identity theft.
Chapter 12: Business Continuity ManagementNada G.Youssef
This document discusses business continuity management and planning. It defines disasters and the importance of emergency preparedness. Organizations should analyze threats, risks, and business impacts to develop business continuity plans. These plans should include response, contingency, recovery, and resumption components to ensure the organization can respond to and recover from disasters. The plans should be tested, maintained, and audited.
Chapter 11: Information Security Incident ManagementNada G.Youssef
This document discusses information security incident management. It defines what constitutes an information security incident, such as unauthorized access or denial of service attacks. It also outlines the key aspects of an incident response program, including preparation, detection, response, and documentation. The document explains the roles of incident response coordinators, handlers, and teams. It also covers investigation practices, evidence handling, and federal and state data breach notification requirements.
Chapter 10: Information Systems Acquisition, Development, and MaintenanceNada G.Youssef
The document discusses the importance of incorporating security into every stage of the system development lifecycle (SDLC). It covers the phases of SDLC as well as best practices for secure coding, software releases, cryptography, and key management. Testing environments should be properly isolated to avoid exposing live data. Regular security testing and validation of inputs and outputs are also emphasized.
This document discusses access control management and security. It explains key access control concepts like default deny, least privilege, and need-to-know approaches. Authentication methods like single-factor, multi-factor and biometric identification are covered. The document also addresses authorization models, network segmentation for access control, layered border security, remote access security, user access controls, and monitoring access.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Figure 6.1
The figure outlines an integrated model of motivation, one that ties together the basic relationship of effort, performance, and rewards regarding the basic effort → performance → rewards relationship. Note that the figure shows job performance and satisfaction as separate but potentially interdependent work results.
A feeling of achievement after completing a particularly challenging task with a good person–job fit
is an example of an intrinsic reward.
Examples might include things like sincere praise for a job well done or symbolic tokens of accomplishment such as “employee-of-the-month” awards. Importantly too, anything dealing with compensation, or the pay and benefits one receives at work, are positively valued work outcomes that the individual receives directly as a result of task performance; they do not require the participation of another person or source.
Research generally concludes that pay only serves as a motivator when high levels of job performance are
viewed as the paths through which high pay can be achieved. This is the essence of performance-contingent pay or pay for performance. It basically means that you earn more when you produce more and earn less when you produce less.
A merit system should be based on realistic and accurate measures of individual work performance.
The merit system should be able to clearly discriminate between high and low performers in the amount of pay increases awarded. Finally, it is also important that any “merit” aspects of a pay increase are not confused with across-the-board “cost-of-living” adjustments.
A current challenges to the fair application of this system includes the prevalence of task interdependence in the workplace.
Gain sharing plans are supposed to create a greater sense of personal responsibility for organizational performance improvements and increase motivation to work hard. They are also supposed to encourage cooperation and teamwork to increase productivity.
Profit-sharing plans reward employees based on overall organizational profits: the more profits made, the more money that is available for distribution to the employees through profit sharing.
Poor organizational profits in a time period may, for example, reflect things such as general economic conditions, over which employees have no control.
The expectation is that employees with stock options will be highly motivated to do their best so that the firm performs well, because they gain financially as the stock price increases. However, as the recent economic downturn reminded us, the value of the options an employee holds can decline or even zero out when the stock price falls.
The incentive value of the stock awards or purchases is like the stock options. “Employee owners” should be motivated to work hard so that the organization will perform well, its stock price will rise, and as owners they will benefit from the gains.
Pay systems of this sort pays people for the mix and depth of skills they possess, not for the particular job assignment they hold.
Some advantages of skill-based pay are employee cross-training — workers learn to do one another’s jobs; fewer supervisors—workers can provide more of these functions themselves; and more individual control compensation—workers know in advance what is required to receive a pay raise.
Figure 6.2
The foundation for any performance management system is performance measurement as shown in the figure.
If performance measurement is to be done well, managers must have good answers to both the “Why?” and the
“What?” questions. Evaluation purpose answers the “Why” questions. Developmental purpose answers the “What” questions.
The foundation for any performance management system is performance measurement, which must be measured in ways that are understood and respected by those involved.
Output measure example: A software developer might be measured on the number of lines of code written a day or on the number of lines written that require no corrections upon testing.
Activity measure example: The use of number of customer visits made per day by a salesperson, instead of or in addition to counting the number of actual sales made.
There are a variety of alternative performance measurement methods. They each have strengths and weaknesses that make them more appropriate for use in some situations than others.
Comparative methods of performance measurement seek to identify one worker’s standing relative to others.
Graphic rating scales allow the manager to assign the individual scores that an individual is expected to exhibit.
Descriptions on a behaviorally anchored rating scale (BARS) include descriptions of superior and inferior performance.
Critical incident diaries are an excellent resource for employee development and feedback. Because it consists of qualitative statements rather than quantitative ratings, it is more debatable as an evaluation tool.
Figure 6.3
Example in the figure shows the primary appeal of graphic rating scales is ease of use. But, because of generality they may lack real performance links to a given job.
Figure 6.4
A sample BARS for a customer service representative is shown in the figure. Note the specificity of the behaviors and the scale values for each. Similar behaviorally anchored scales would be developed for other dimensions of the job. Even though the BARS approach is detailed and complex, and requires time to develop, it can provide specific behavioral information useful for both evaluation and development purposes.
The 360 evaluation is very common now in horizontal and team-oriented organization structures. The evaluation has also moved online with software that both collects and organizes the results of ratings from multiple sources.
Measurement errors can threaten the reliability or validity of performance appraisals.
One of the strongest influencers of motivation is a good ‘fit’ between the person, who offers individual skills and needs, and the job requirements, which match up with those skills and needs.
The “best” job design is always one that meets organizational requirements for high performance, offers a good fit with individual skills and needs, and provides valued opportunities for job satisfaction.
Figure 6.5
The figure shows three major alternative job design approaches, and also indicates how they differ in how tasks are defined and in the availability of intrinsic rewards.
Taylor’s approach was to study a job carefully, break it into its smallest components, establish exact time and motion
requirements for each task to be done, and then train workers to do these tasks in the same way over and over again.
Taylor’s principles of scientific management can be summarized as follows:
1. Develop a “science” for each job that covers rules of motion, standard work tools, and supportive work conditions.
2. Hire workers with the right abilities for the job.
3. Train and motivate workers to do their jobs according to the science.
4. Support workers by planning and assisting their work using the job science.
Example: machine-paced auto assembly line. Increases operating efficiency by reducing the number of skills required to do a job, by being able to hire low-cost labor, by keeping the needs for job training to a minimum, and by emphasizing the accomplishment of repetitive tasks.
Disadvantages: lower work quality, high rates of absenteeism and turnover, and demand for higher wages to
compensate for unappealing jobs. Technological improvements, in some industries, has caused reduction of human labor.
Sometimes called horizontal loading, this approach increases job breadth by having the worker perform more and different tasks, but all at the same level of responsibility and challenge.
Job rotation is also a form of horizontal-loading, the responsibility level of the tasks stays the same. The rotation can be arranged according to almost any time schedule, such as hourly, daily, or weekly schedules. An important benefit of job rotation is training.
This job-design strategy is the practical application of Herzberg’s motivator-hygiene (two-factors) theory of motivation.
The content changes made possible by job enrichment involve what Herzberg calls vertical loading to increase job depth. This essentially means that planning and evaluating tasks normally performed by supervisors are pulled down into the job to make it bigger.
Components of Job Characteristics Model:
Skill variety—the degree to which a job includes a variety of different activities and involves the use of a number of different skills and talents.
Task identity—the degree to which the job requires completion of a “whole” and identifiable piece of work, one that involves doing a job from beginning to end with a visible outcome.
Task significance—the degree to which the job is important and involves a meaningful contribution to the organization or society in general.
Autonomy—the degree to which the job gives the employee substantial freedom, independence, and discretion in scheduling the work and determining the procedures used in carrying it out.
Job feedback—the degree to which carrying out the work activities provides direct and clear information to the employee regarding how well the job has been done.
Figure 6.6
The shows how the Hackman and Oldham model informs the process of job design. The higher a job scores on each of these five core characteristics, the higher its motivational potential and the more it is considered to be enriched.
Psychological Empowerment is a sense of personal fulfillment and purpose that arouses one’s feeling of competency and commitment to work. It comes from three critical psychological states that have a positive impact on individual motivation,
performance, and satisfaction: (1) experienced meaningfulness of the work, (2) experienced responsibility for the outcomes of the work, and (3) knowledge of actual results of the work.
Hackman and Oldham suggest that enriched jobs will lead to positive outcomes only for those persons who are a good
match for them, the person–job fit again. Moderator variables tied to “fit” and the job characteristics theory are:
Growth-need strength - Degree to which a person desires the opportunity for self-direction, learning, and personal accomplishment at work.
Knowledge and skill - People whose capabilities fit the demands of enriched jobs are predicted to feel good about them and perform well.
Context satisfaction - The extent to which an employee is satisfied with aspects of the work setting such as salary levels, quality of supervision, relationships with co-workers, and working conditions.
Experts generally agree that the job characteristics model and its diagnostic approach are useful, although not
perfect, guides to job design. One note of caution is raised by Gerald Salancik and Jeffrey Pfeffer, who question whether jobs have stable and objective characteristics to which individuals respond predictably and consistently. Instead, they view job design from the perspective of social information processing theory. This theory argues that individual needs, task perceptions, and reactions are a result of socially constructed realities.
78 percent of American couples are dual wage earners; 63 percent believe they don’t have enough
time for spouses and partners; 74 percent believe they don’t have enough time for their children; 35 percent are spending time caring for elderly relatives. Both Baby Boomers (87%) and Gen Ys (89%) rate flexible work as important; they also
want opportunities to work remotely at least part of the time—Boomers (63%) and Gen Ys (69%).
This flexible work schedule is increasingly popular and is a valuable alternative for structuring work to accommodate contemporary family situations – from baby boomers attending to needs of elderly relative to dual-career couples who are juggling children’s schedules as well as their own.
Often, each person works half a day, but job sharing can also be done on a weekly or monthly basis.
Technology has enabled yet another alternative work arrangement that is now highly visible in many employment sectors ranging from higher education to government, and from manufacturing to services.
The use of part- timers is growing as today’s employers try to cut back labor costs.