This document discusses group members and an outline for a presentation on motivation. It will cover the nature and models of motivation, motivational drives, need-based and process-based perspectives, job design theory, and motivating employees through involvement and rewards. The presentation outline includes sections on historical perspectives on motivation, McClelland's theory of needs, need-based theories like Maslow and Herzberg, goal setting theory, expectancy theory, equity theory, behavior modification, the job characteristics model, and alternative work arrangements like flextime.
This document provides information about compensation and benefits management in 3 paragraphs:
1) It begins with a quote emphasizing the importance of retaining talented employees. It then provides a brief history of compensation, explaining salary, wages, and the meaning of compensation.
2) The next section defines total compensation and lists its main components such as basic pay, allowances, benefits, rewards, and incentives. It also discusses the purposes of compensation including attracting talent and motivating employees.
3) The final section provides details on the pay scale structure of the Indian Army, including ranks, pay bands, grade pay, military service pay, and various applicable allowances for roles like field area, high altitude, flying, and
This document discusses various theories and models of work motivation. It begins by defining work motivation and outlining three elements: direction and focus of behavior, level of effort, and persistence of behavior. It then presents Maslow's hierarchy of needs and Herzberg's two-factor theory, distinguishing between motivational and maintenance factors. The document also introduces expectancy theory, focusing on valence, expectancy, and instrumentality. Additional models covered include the equity model, goal setting theory, reinforcement approaches in behavior modification, and Alderfer's ERG theory.
Motivating employee performance through rewardskristin cepeda
This document discusses motivating employee performance through rewards. It covers goal setting theory, which proposes that difficult and specific goals motivate greater effort. Management by objectives involves collaboratively setting goals that cascade down an organization. Performance management evaluates employees against previously set standards to provide feedback. Reward systems are meant to attract, retain and motivate employees through various forms of compensation like pay, incentives and benefits. Managing rewards effectively considers factors like pay secrecy, participation, flexibility, ability to pay and impact on performance.
This document discusses various theories of motivation. It describes Maslow's hierarchy of needs, Alderfer's ERG theory, McClelland's learned needs theory, Herzberg's two-factor theory, equity theory, Vroom's expectancy theory, and Porter and Lawler's model. Several motivational theories are compared that identify internal factors influencing motivation or the process by which internal factors influence motivation. Key aspects of motivation theories include needs, goals, expectations of performance leading to rewards, and perceptions of fair treatment.
Source: Introduction to Work and Organizational Psychology: A European Perspective; Nik Chmiel (Editor)
This presentation focuses on "the two main theories of work motivation: content theories and process theories".
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
Unlock the secrets to how increasing employee motivation can be your organization’s secret weapon to better performance and decreased HR issues.
Try Greatify: www.greatify.co/signup
This document provides information about compensation and benefits management in 3 paragraphs:
1) It begins with a quote emphasizing the importance of retaining talented employees. It then provides a brief history of compensation, explaining salary, wages, and the meaning of compensation.
2) The next section defines total compensation and lists its main components such as basic pay, allowances, benefits, rewards, and incentives. It also discusses the purposes of compensation including attracting talent and motivating employees.
3) The final section provides details on the pay scale structure of the Indian Army, including ranks, pay bands, grade pay, military service pay, and various applicable allowances for roles like field area, high altitude, flying, and
This document discusses various theories and models of work motivation. It begins by defining work motivation and outlining three elements: direction and focus of behavior, level of effort, and persistence of behavior. It then presents Maslow's hierarchy of needs and Herzberg's two-factor theory, distinguishing between motivational and maintenance factors. The document also introduces expectancy theory, focusing on valence, expectancy, and instrumentality. Additional models covered include the equity model, goal setting theory, reinforcement approaches in behavior modification, and Alderfer's ERG theory.
Motivating employee performance through rewardskristin cepeda
This document discusses motivating employee performance through rewards. It covers goal setting theory, which proposes that difficult and specific goals motivate greater effort. Management by objectives involves collaboratively setting goals that cascade down an organization. Performance management evaluates employees against previously set standards to provide feedback. Reward systems are meant to attract, retain and motivate employees through various forms of compensation like pay, incentives and benefits. Managing rewards effectively considers factors like pay secrecy, participation, flexibility, ability to pay and impact on performance.
This document discusses various theories of motivation. It describes Maslow's hierarchy of needs, Alderfer's ERG theory, McClelland's learned needs theory, Herzberg's two-factor theory, equity theory, Vroom's expectancy theory, and Porter and Lawler's model. Several motivational theories are compared that identify internal factors influencing motivation or the process by which internal factors influence motivation. Key aspects of motivation theories include needs, goals, expectations of performance leading to rewards, and perceptions of fair treatment.
Source: Introduction to Work and Organizational Psychology: A European Perspective; Nik Chmiel (Editor)
This presentation focuses on "the two main theories of work motivation: content theories and process theories".
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
Unlock the secrets to how increasing employee motivation can be your organization’s secret weapon to better performance and decreased HR issues.
Try Greatify: www.greatify.co/signup
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
Concept that people derive job satisfaction and motivation by comparing their efforts (inputs) and income (outcomes) with those of the other people in the same or other firms.
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.
The Porter and Lawler Model is a theory of work motivation that expanded on Victor Vroom's expectancy theory. It proposes that an individual's motivation to complete a task depends on the reward they expect to receive and that satisfaction is determined by the perceived fairness of intrinsic and extrinsic rewards for high performance. The model incorporates personal and environmental factors, individual differences, and choice among alternative behaviors to explain motivation in work organizations.
Performance management is defined as a strategic and integrated approach to delivering successful organizational results by improving employee performance and developing capabilities. It involves setting expectations, reviewing results, and rewarding performance. The goal is to establish a shared understanding of what needs to be achieved and develop an approach to managing employees so goals can be met. Performance is influenced by ability, motivation, and opportunity. It is measured using indicators like productivity, efficiency, innovation, and control of external factors. Performance appraisals assess accomplishments and develop plans for improvement. They are used for evaluation decisions, training needs assessments, and human resource functions like compensation, promotion, and succession planning.
Expectancy theory is a mental process regarding the selection of choices. It’s a motivation theory first proposed by Victor Vroom of the Yale school of management. It;s pros and con.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
The document discusses the strategic perspective of human resource development (HRD) and its link to business strategy and organizational performance. It covers the roots and models of HRM/HRD, including hard, soft, and strategic variants. HRD can provide competitive advantage by developing firm-specific competencies. The document also discusses linking HRD to business strategy through reactive, proactive, and matching models. Finally, it discusses how effective HRD that is properly configured can directly contribute to and improve organizational performance.
The document discusses different types of pay-for-performance plans including shop-floor incentives, sales force incentives, executive pay, and team-based pay. It outlines the importance of designing pay plans that support corporate objectives, are fair and equitable, and comply with laws. Different types of team-based pay plans like profit-sharing, gain-sharing, and employee stock ownership plans are described as ways to incentivize and reward employee performance.
The document discusses goal setting theory and its application in the workplace. It covers the key components of goal setting theory including goal difficulty, specificity, acceptance, and commitment. It also outlines principles for effective goal setting such as ensuring goals are clear, challenging, committed to, and have feedback. The document provides examples of how managers can use goal setting theory to improve employee performance by setting individual goals that align with company objectives and providing ongoing feedback.
Strategic workforce planning is a process that involves analyzing current and future workforce needs and skills and developing a plan to ensure the right employees are in the right jobs. It is important for organizations as many baby boomers are retiring, leaving gaps that must be filled. A typical workforce planning model involves analyzing current workforce supply and future demands, identifying gaps, and developing solutions like recruiting and retention activities. Upper management buy-in and involvement of key stakeholders is important for a successful workforce plan. Staffing providers can also be partners in executing workforce planning strategies.
Attitude, Jobs satisfaction and organizational commitmentAmira Nadia
The document discusses three main topics: attitudes, job satisfaction, and organizational commitment.
For attitudes, it defines attitudes as positive or negative feelings towards people, objects or situations. Attitudes have three components - cognitive, affective, and behavioral.
For job satisfaction, it defines it as positive feelings about one's job. Major causes of dissatisfaction are low pay, lack of promotion opportunities, unfair rewards, poor supervision, and bad work conditions. Consequences include low performance, increased turnover and absenteeism.
For organizational commitment, it defines it as acceptance of an organization's goals and desire to remain a member. There are three types of commitment - affective, continuance, and normative. Low
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
This document discusses motivation theories and definitions. It provides definitions of motivation referring to actions or behaviors toward goals. Popular motivation definitions focus on willingness to perform and being affected by leadership. Motivation theories are divided into content theories, which focus on internal factors like needs, and process theories, which describe external factors like rewards. Several content theories are described including Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include goal-setting theory, equity theory, and expectancy theory.
This document discusses job design. It defines job design as organizing activities to create optimal performance. The key elements of job design are task analysis, worker analysis, and environmental analysis. The five core job characteristics are skill variety, task identity, task significance, autonomy, and job feedback. Approaches to job design include scientific management, behavioral approaches like job enlargement and enrichment, and social technical systems. Tools for job design include process flowcharts, motion study, and work measurement techniques. Current trends incorporate flexitime, compressed workweeks, job sharing, and telecommuting. Effective job design can improve efficiency, employee satisfaction, and business profitability.
The document discusses employee engagement in the workplace. It defines engagement as employees approaching their work with enthusiasm, energy and commitment. While satisfaction is being happy with one's job, engagement means being productive and creating high quality results. Engaged employees feel energized by their work and help each other, while disengaged employees are unproductive. High engagement improves retention, financial performance and profits. Getting employees engaged involves both personal and organizational factors such as leadership, talent management, opportunities to contribute, and an inclusive work environment. Lack of engagement costs companies through reduced productivity.
Job involvement refers to a state of psychological identification with work—or the degree to which a job is central to a person’s identity. From an organizational perspective, it has been regarded as the key to unlocking employee motivation and increasing productivity.
Succession planning is a strategic process that ensures an organization can fill key roles by developing internal talent. It identifies high potential employees, provides training and development opportunities, and establishes a pool of candidates ready to assume new roles. Effective succession planning is customized to the organization, driven by line managers, develops candidates in advance of openings, and is aligned with the company's strategic direction. However, succession planning can fail if candidates are chosen arbitrarily without a clear strategic vision or if promotions are not transparent.
This document outlines six findings for creating the best workplace: 1) Let people be themselves by accommodating individual differences, 2) Unleash the flow of information through transparency and radical honesty, 3) Magnify people's strengths through training and development, 4) Stand for shareholder value by connecting work to meaningful values, 5) Show how daily work makes sense by helping employees find purpose, and 6) Have rules that people can believe in rather than unrealistic rules. The goal is to discover the ideal organization where individual differences are nurtured, information flows freely, employees' strengths are developed, work is intrinsically rewarding, and rules are sensible.
The document discusses theories and approaches for motivating employees. It describes content theories that are based on employee needs, such as Maslow's hierarchy of needs and ERG theory. It also outlines process theories that explain how employees are motivated, including goal-setting theory, equity theory, and expectancy theory. The document also discusses job design, employee empowerment, and ways managers can create meaning and engagement in the workplace to improve motivation.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
Concept that people derive job satisfaction and motivation by comparing their efforts (inputs) and income (outcomes) with those of the other people in the same or other firms.
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.
The Porter and Lawler Model is a theory of work motivation that expanded on Victor Vroom's expectancy theory. It proposes that an individual's motivation to complete a task depends on the reward they expect to receive and that satisfaction is determined by the perceived fairness of intrinsic and extrinsic rewards for high performance. The model incorporates personal and environmental factors, individual differences, and choice among alternative behaviors to explain motivation in work organizations.
Performance management is defined as a strategic and integrated approach to delivering successful organizational results by improving employee performance and developing capabilities. It involves setting expectations, reviewing results, and rewarding performance. The goal is to establish a shared understanding of what needs to be achieved and develop an approach to managing employees so goals can be met. Performance is influenced by ability, motivation, and opportunity. It is measured using indicators like productivity, efficiency, innovation, and control of external factors. Performance appraisals assess accomplishments and develop plans for improvement. They are used for evaluation decisions, training needs assessments, and human resource functions like compensation, promotion, and succession planning.
Expectancy theory is a mental process regarding the selection of choices. It’s a motivation theory first proposed by Victor Vroom of the Yale school of management. It;s pros and con.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
The document discusses the strategic perspective of human resource development (HRD) and its link to business strategy and organizational performance. It covers the roots and models of HRM/HRD, including hard, soft, and strategic variants. HRD can provide competitive advantage by developing firm-specific competencies. The document also discusses linking HRD to business strategy through reactive, proactive, and matching models. Finally, it discusses how effective HRD that is properly configured can directly contribute to and improve organizational performance.
The document discusses different types of pay-for-performance plans including shop-floor incentives, sales force incentives, executive pay, and team-based pay. It outlines the importance of designing pay plans that support corporate objectives, are fair and equitable, and comply with laws. Different types of team-based pay plans like profit-sharing, gain-sharing, and employee stock ownership plans are described as ways to incentivize and reward employee performance.
The document discusses goal setting theory and its application in the workplace. It covers the key components of goal setting theory including goal difficulty, specificity, acceptance, and commitment. It also outlines principles for effective goal setting such as ensuring goals are clear, challenging, committed to, and have feedback. The document provides examples of how managers can use goal setting theory to improve employee performance by setting individual goals that align with company objectives and providing ongoing feedback.
Strategic workforce planning is a process that involves analyzing current and future workforce needs and skills and developing a plan to ensure the right employees are in the right jobs. It is important for organizations as many baby boomers are retiring, leaving gaps that must be filled. A typical workforce planning model involves analyzing current workforce supply and future demands, identifying gaps, and developing solutions like recruiting and retention activities. Upper management buy-in and involvement of key stakeholders is important for a successful workforce plan. Staffing providers can also be partners in executing workforce planning strategies.
Attitude, Jobs satisfaction and organizational commitmentAmira Nadia
The document discusses three main topics: attitudes, job satisfaction, and organizational commitment.
For attitudes, it defines attitudes as positive or negative feelings towards people, objects or situations. Attitudes have three components - cognitive, affective, and behavioral.
For job satisfaction, it defines it as positive feelings about one's job. Major causes of dissatisfaction are low pay, lack of promotion opportunities, unfair rewards, poor supervision, and bad work conditions. Consequences include low performance, increased turnover and absenteeism.
For organizational commitment, it defines it as acceptance of an organization's goals and desire to remain a member. There are three types of commitment - affective, continuance, and normative. Low
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
This document discusses motivation theories and definitions. It provides definitions of motivation referring to actions or behaviors toward goals. Popular motivation definitions focus on willingness to perform and being affected by leadership. Motivation theories are divided into content theories, which focus on internal factors like needs, and process theories, which describe external factors like rewards. Several content theories are described including Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include goal-setting theory, equity theory, and expectancy theory.
This document discusses job design. It defines job design as organizing activities to create optimal performance. The key elements of job design are task analysis, worker analysis, and environmental analysis. The five core job characteristics are skill variety, task identity, task significance, autonomy, and job feedback. Approaches to job design include scientific management, behavioral approaches like job enlargement and enrichment, and social technical systems. Tools for job design include process flowcharts, motion study, and work measurement techniques. Current trends incorporate flexitime, compressed workweeks, job sharing, and telecommuting. Effective job design can improve efficiency, employee satisfaction, and business profitability.
The document discusses employee engagement in the workplace. It defines engagement as employees approaching their work with enthusiasm, energy and commitment. While satisfaction is being happy with one's job, engagement means being productive and creating high quality results. Engaged employees feel energized by their work and help each other, while disengaged employees are unproductive. High engagement improves retention, financial performance and profits. Getting employees engaged involves both personal and organizational factors such as leadership, talent management, opportunities to contribute, and an inclusive work environment. Lack of engagement costs companies through reduced productivity.
Job involvement refers to a state of psychological identification with work—or the degree to which a job is central to a person’s identity. From an organizational perspective, it has been regarded as the key to unlocking employee motivation and increasing productivity.
Succession planning is a strategic process that ensures an organization can fill key roles by developing internal talent. It identifies high potential employees, provides training and development opportunities, and establishes a pool of candidates ready to assume new roles. Effective succession planning is customized to the organization, driven by line managers, develops candidates in advance of openings, and is aligned with the company's strategic direction. However, succession planning can fail if candidates are chosen arbitrarily without a clear strategic vision or if promotions are not transparent.
This document outlines six findings for creating the best workplace: 1) Let people be themselves by accommodating individual differences, 2) Unleash the flow of information through transparency and radical honesty, 3) Magnify people's strengths through training and development, 4) Stand for shareholder value by connecting work to meaningful values, 5) Show how daily work makes sense by helping employees find purpose, and 6) Have rules that people can believe in rather than unrealistic rules. The goal is to discover the ideal organization where individual differences are nurtured, information flows freely, employees' strengths are developed, work is intrinsically rewarding, and rules are sensible.
The document discusses theories and approaches for motivating employees. It describes content theories that are based on employee needs, such as Maslow's hierarchy of needs and ERG theory. It also outlines process theories that explain how employees are motivated, including goal-setting theory, equity theory, and expectancy theory. The document also discusses job design, employee empowerment, and ways managers can create meaning and engagement in the workplace to improve motivation.
The document discusses employee empowerment in organizations. It describes three levels of empowerment: enabling bigger decisions, improving processes, and playing a more effective role. Benefits include improved satisfaction, organizational growth as power is shared, better performance, and increased trust. However, some managers fear losing control or power over subordinates. Effective empowerment requires communication, training, selecting the right employees, sharing information, and establishing work teams. Key steps include valuing people, sharing vision and goals, trusting employees, providing decision-making information, delegating authority, providing feedback, and listening to employees. Potential issues can arise from disconnects, insufficient training, reluctant managers, and breakdowns in structure.
The document discusses various theories and approaches to motivation in the workplace. It covers traditional approaches like human relations and human resources theories, as well as more contemporary content theories like Maslow's hierarchy of needs and ERG theory. Process theories of motivation like expectancy theory and equity theory are also examined. Reinforcement theory and its use of rewards to motivate behavior is described. The impact of job design, empowerment, and giving work meaning on employee motivation are also discussed.
Reinforcement theory of motivation proposes that an individual's behavior is determined by the consequences of their actions. According to the theory, behaviors that are positively reinforced through rewards tend to be repeated, while behaviors that result in negative consequences tend not to be repeated. The theory focuses on external factors and consequences rather than internal drives or feelings. Managers can use positive and negative reinforcement, as well as punishment and extinction, to control and motivate employee behavior. The implications are that reinforcement theory explains how learning occurs through consequences, and managers must provide feedback to employees on correct and incorrect behaviors in order to achieve positive reinforcement.
This document discusses the importance of employee motivation. It defines motivation as the drive that impels individuals to work and notes that motivated employees want to work and perform effectively. The document outlines several benefits of motivation including: putting human resources to action by building willingness to work; improving employee efficiency and productivity; leading to achievement of organizational goals; building friendly relationships between employees and management; and leading to stability in the workforce. Overall, the key point is that employee motivation is important for organizations to maximize performance and achieve their goals.
This document discusses various concepts related to management and leadership. It covers management functions like planning, organizing, leading, and controlling. It also discusses managerial roles, activities, skills, and different types of managers. The document then covers various leadership concepts like Likert's job-centered and employee-centered leadership styles, Lewin's leadership styles, the structure and consideration leadership model, and several other leadership theories. It also discusses empowerment, impression management, decision making processes, and creativity tools.
This document discusses various theories and approaches to motivating employees. It begins by defining motivation and distinguishing between intrinsic and extrinsic motivation. It then covers several content theories of motivation based on employee needs, such as Maslow's hierarchy of needs and ERG theory. Process theories like goal setting theory, equity theory, and expectancy theory are also examined. The document also discusses reinforcement perspectives on motivation including behavior modification techniques. Additional topics covered include job design, empowerment, and engagement as ways to motivate employees.
The document provides an overview of various theories related to employee motivation. It discusses Maslow's hierarchy of needs theory and its limitations. It also covers learned needs theory, four drive theory, expectancy theory, goal setting theory, feedback, organizational justice including distributive and procedural justice, and equity theory. Key aspects of each theory are defined and implications for motivating employees are explored.
This document summarizes several theories and models of motivation. It discusses early views including Frederick Taylor's scientific management theory and Elton Mayo's human relations model. It also covers need-based theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process-based models covered include expectancy theory, equity theory, goal setting, and reinforcement theory. The key aspects of each approach are defined and examples are provided.
This slideshow was used to present the topic during our online class in the graduate school. The presenter does not claim any ownership of the contents of the slide show.
This document summarizes a university lecture on motivation theories. It defines motivation and discusses both content and process theories of motivation. It outlines several key content theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs theory. Process theories covered include equity theory and expectancy theory. The document provides examples and explanations of each theory. It also discusses challenges in motivating diverse groups and offers practical suggestions for motivating employees.
This document discusses motivation and reward systems. It begins by defining motivation and explaining that people are motivated to achieve goals that they believe will lead to valued rewards. It then covers several motivation theories including Maslow's hierarchy of needs, ERG theory, expectancy theory, and equity theory. The key messages are that motivation comes from both intrinsic rewards like interesting work and extrinsic rewards like pay. Motivation is higher when employee needs, goals, and the link between performance and rewards are clear. Companies can motivate employees through job design, rewards, incentives, and focusing on engagement and commitment.
The document discusses various theories of motivation, including: early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory; contemporary theories like self-determination theory, goal-setting theory, reinforcement theory, equity theory, and expectancy theory; and how motivation theories apply across cultures. The key elements of motivation are intensity, direction, and persistence of effort. Contemporary motivation theories tend to be better predictors of behavior than early theories, with goal-setting theory and expectancy theory showing the strongest predictive power according to the document.
MotivationThe reason for peoples actions, willingness and.docxgriffinruthie22
Motivation
The reason for people's actions, willingness and goals
2
Motivation
3
Motivation
The theories of motivation can be divided into three broad categories.
1. Reinforcement theories (Vs. Punishment)
2. Content theories
3. Process theories
4
Motivation - Reinforcement Theory
1. Intermittent vs. continues reinforcement: (some time vs. all the time)
2. Positive reinforcement: following the response with something positive
(good job = raise)
3. Negative: withdrawing and holding the – part (move good employee to
shift desired)
4. Punishment: negative action
5. Extinction: is a means to stop someone from performing a learned
behavior
5
Motivation-Maslow
1. Physiological: Getting $ to buy the needs
2. Safety: No harm, security, compensation program
3. Social: Friends at work
4. Recognition: Name on door, parking
5. Self Actualization (Top): using the max. ability on the job
6
Motivation- McClelland
The three needs:
1. Achievement: Entrepreneurship (not related to ordinary mgt)
2. Power: strong and positive performance (power to do well)
3. Affiliation: High affiliation = Low performance
7
Motivation- Herzberg
1. Motivator: Related to the job directly (challenges and responsibility)
2. Hygiene: Related to the things outside the job (pay, working
conditions, supervisor)
His Theory: pay does not motivate us well
(contradicts with MASLOW)
8
Motivation- Herzberg
9
Motivation- Equity
10
Equity theory: based on the phenomenon of social comparison
Motivation- Equity
11
Vroom’s expectancy theory argues that work motivation is determined by
individual beliefs regarding effort/performance relationships and work
outcomes.
M = (E) × (I) × (V).
Learning
1. Classical Conditions: connection we make between things (pairing
one thing with another. Ex: Pet food and bill)
2. Operant Condition: Reward after doing something based on the
consequences of the behavior (opposite #1)
12
Learning
3. Social Learning Theory:
Learning from each other by watching, it is more powerful in effect:
• Model: parents, friend, managers
• Observation: watching
• Consequences: Monitor results
• Self Reinforcement: Self reward
13
Integrating The Motivation
Theories
• Link satisfaction and performance:
• Job satisfaction is the degree to which individuals feel positively or
negatively about their jobs.
o JOB SATISFACTION, RETENTION AND PERFORMANCE
o INTEGRATED MODEL OF MOTIVATION
14
Conflict
Whenever a person negatively impact something we care about
Sources of Conflict:
1. Different goals
2. Different values & believes
3. Task interdependence (what you do impacts all)
4. Scarce resources (limited)
5. Ambiguous roles
6. Communication problems
15
Organizational Change
Why do people resist change:
1. Sunk Cost: People have invested time & efforts
2. Inadequate info: no info in advance and/or its benefits
3. Personality: type and reaction
.
The document outlines a coaching and development model for performance management. It discusses how current performance management systems are outdated and don't fit 21st century employees. The model focuses on identifying high performers by their quality performance and engagement. It emphasizes setting clear expectations, providing feedback, and managers creating an engaging work environment to promote peak performance. The implementation involves continual coaching, clarifying expectations, and having outcome-focused conversations throughout the year rather than annual evaluations.
This document discusses theories of motivation and how supervisors can motivate employees. It covers content theories proposed by Maslow, McClelland, and Herzberg that focus on different human needs and motivators. Process theories discussed include Vroom's expectancy theory and Skinner's reinforcement theory. The document also examines using financial incentives for motivation and different pay plans, as well as intrinsic and extrinsic rewards. It provides tips for supervisors such as making work interesting, having high expectations, providing valued rewards, and treating employees as individuals.
The document discusses various theories and models of motivation. It begins by defining motivation and examining the relationship between motivation and performance. It then outlines several need-based models of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Process models of motivation such as the expectancy model, equity theory, and goal setting are also summarized. The document concludes by examining contemporary approaches to motivation and prescriptions for improving motivation.
This document discusses theories of motivation and leadership. It explains that motivation depends on factors like understanding followers' needs, creating goals, expectations of rewards, and perceptions of fairness. Effective leaders consider situational factors, individual differences, and organizational systems that can impact employee motivation, performance, and satisfaction. The document compares various motivational theories and their implications for leadership.
The document discusses various theories of motivation and ways to motivate employees. It covers classical theories focusing on money, behavioral theories that any attention increases productivity, and contemporary theories emphasizing good human relations. Specific theories covered include Maslow's hierarchy of needs, equity theory, and goal setting theory. The document also provides examples of programs companies use to enhance job satisfaction, such as reinforcement, participative management, and modified work schedules. Finally, it lists factors that are great motivators like meaningful work and good relationships, and tips for appreciating employees.
This document provides an overview of managing conflict and change in the workplace. It discusses types of conflict including intrapersonal, interpersonal, structural, and strategic conflict. Strategies for managing conflict include compromise, avoiding, forcing, and conflict resolution. The document also examines sources of resistance to change and strategies for implementing change, including unfreezing, changing, and refreezing. Finally, it covers organizational politics and power, including sources of power and common political strategies.
The document discusses various theories and concepts related to motivation. It describes motivation as a dynamic force that sets people into action to achieve goals based on their needs and desires. It then covers several key theories and concepts around motivation:
- Content theories examine the types of needs that motivate people, such as physiological and psychological needs. Process theories look at how motivation works through variables like effort, persistence and direction.
- Vroom's expectancy theory states that motivation depends on expectations of rewards for performance. Adam's equity theory focuses on perceptions of fair treatment compared to others. Goal setting theory ties motivation to specific, challenging goals.
- Management by objectives involves managers and subordinates collaborating on goals. Herzberg's two-
The document discusses career development and management. It provides:
1) An overview of how companies are shifting responsibility for career management to employees while still providing resources like training and mentoring. Managing both current and new employee career growth is a challenge.
2) Research on factors that drive employee retention, including exciting work, career growth opportunities, good relationships, pay, and management support.
3) The importance of career management for both companies to retain and motivate employees, and for employees to avoid frustration and feel valued.
4) Elements of effective career development systems including taking an active role in planning, access to information, and linking to other HR practices like performance reviews.
Chapter 10 motivating and satisfying employees and teams (1)victoriachang90
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3. Outline of Presentation
The Nature of Motivation, Model and Historical Perspectives
Motivational Drives
Need-based Perspectives on Motivation
Process-based Perspectives on Motivation
Learning-based Perspectives on Motivation
Motivating by Job Design Theory
Employee Involvement and Rewards to Motivate Employees
3/16/2015 3
4. Motivation
• The set of forces that causes people to engage in
one behavior rather than some alternative behavior.
• Motivation may differ among individuals
of the same group, based on their goals.
• From the organizational viewpoint, the
objective is to motivate people to behave in
ways that are in the best interest of the
organization.
3/16/2015 4
5. Importance of Motivation
• Managers strive to motivate people to perform at high levels.
• Job performance depends on ability and environment as well as
motivation.
To reach high levels of performance, an employee must want to do
the job well (motivation); must be able to do the job effectively
(ability); and must have the materials, resources, equipment, and
information required to do the job (environment).
P M A EPerformance
Motivation
Environment
Ability
• A manager should thus strive to ensure that all three conditions are
met.
3/16/2015 5
6. The Model of Motivation
Needs & Drives Performance
Environment
EffortTension
Opportunity
Goals & Incentives Ability
Rewards
Need satisfaction
The role of motivation in performance is summarized in the following figure:
P M A E
3/16/2015 6
7. Historical perspectives on motivation
• The Traditional Approach
– Frederick Taylor’s job structuring called “scientific management”
– Basic premise : employees are economically motivated
and work to earn as much money as they can
– Advocate for incentive pay systems
– Too narrow a view of the role of monetary compensation
and failure to consider other motivational factors.
3/16/2015 7
8. Historical perspectives on motivation
(contd.)
• The Human Relations Approach
– Replaced scientific management in the 1930s
– Key assumptions:
• employees want to feel useful and important,
• employees have strong social needs, and
• these needs are more important than money in motivating employees
– Managers advised to make workers feel important
– Participation was expected to enhance motivation
3/16/2015 8
9. Historical perspectives on motivation (contd.)
• The Human Resource Approach
– Most contemporary thinking about employee motivation that
began to emerge in the 1950s
– Basic assumptions:
• people want to contribute and are able to make genuine contributions and
• the contributions themselves are valuable to both individuals and
organizations.
– Management should encourage participation and
create a work environment that makes
full use of the human resources available.
3/16/2015 9
10. Motivational Drives
• McClelland's Theory
Need for
Achievement
Need for
Affiliation
Need for
Power
Personal
Power
Institutional
Power
3/16/2015 10
11. Need for Achievement
• A drive to accomplish objectives and get ahead
Achievers work hard when:
They will receive personal credit for their effort
The risk of failure is only moderate
They receive feedback for past performance
3/16/2015 11
12. Continued……..
Characteristics of achievers :
High drive for achievement
Control their destiny
Seek responsibility
Desire for feedback
Enjoy winning
3/16/2015 12
13. Need for Affiliation
• A drive to relate to people effectively
People with affiliation motives:
Like compliment
Feel loved and accepted by others
Surrounded themselves with likable people
Enjoy working together
Favors collaboration over competition
Dislike high risk and uncertainty
3/16/2015 13
14. Need for Power
• A drive to influence people, take control and change
situation
Personal Power
Institutional Power
People with power motives:
Control and influence others
Lead others
Willing to take risk
Enjoy competition and winning
Like status and recognition
Determine and loyal to the organization
3/16/2015 14
15. Need-based Perspectives On
Motivation
• * The Hierarchy of Needs/ Maslow’s
Hierarchy of Needs
• *Herzberg’s Two-Factor Model/ The Dual-
Structure Theory
• *Alderfer’s ERG Model/ ERG Theory
3/16/2015 15
16. Goal Setting Theory
Goal provide a directional nature to people behavior &
guide their thoughts, believe and actions to one outcome
rather than another.
Goals are target and objectives for future performance.
Employee performance could be improve through goal
setting.
A major factor in the success of goal is Self efficacy.
Self efficacy can be judged either on a specific task or
variety of performance duties. If employee have higher
self efficacies they will tend to set higher personal goals
under the belief that they are attainable.
The first key to successful goal setting is to build and
reinforce employee Self efficacy.
3/16/2015 16
17. Elements of Goal Setting Theory
Goal Acceptance: Goals need to understood as well as
accepted
Specificity: Goals need to be as specific, clear and
measurable
Challenge: Difficult goals present a challenge to the
employees
Performance monitoring and Feedback:
Performance monitoring
Performance feedback
3/16/2015 17
18. Expectancy Model
Expectancy model is the widely accepted approach of
motivation, developed by Victor H. Vroom.
He suggests that motivation will be high when workers
feel:
High level of effort lead to high performance.
High performance will lead to the attainment of desire
outcomes.
3/16/2015 18
20. Elements of Expectancy Theory
• The employee’s perception of the probability
that effort will lead to high level of performance.
Effort-to-Performance Expectancy
• The employees perception of probability that
performance will lead to a specific outcome –the
consequence or reward for behaviors in an
organizational setting.
Performance-to-Outcome
Expectancy
3/16/2015 20
22. Advantages and Drawbacks of Expectancy
Model
Advantages of Expectancy
Model
Employees do not act simply
because of strong internal drives,
unmet needs or the application of
rewards and punishment.
Instead they are thinking
individuals whose beliefs,
perception and probability
influence their behavior.
The model reflects Theory Y
assumptions
Drawbacks of Expectancy
Model
Perceptions about effort, performance
and the value of rewards are difficult to
quantify so comparisons between
different choices or people using the
expectancy theory framework may not
be accurate.
Rewards may not necessarily be directly
connected to effort and performance: in
some companies rewards such as
raises might be built into a contract or
depend upon factors like education or
specific job skills.
3/16/2015 22
23. Equity Theory
• People are motivated to seek social equity in the
rewards they receive for performance.
• Equity is an individual’s belief that the treatment he or
she receives is fair relative to the treatment received
by others.
• Individuals view the value of rewards (outcomes) and
inputs of effort as ratios and make subjective
comparisons of themselves to other people.
Equity Theory
•
𝑶𝒏𝒆′ 𝒔 𝒐𝒘𝒏 𝑶𝒖𝒕𝒄𝒐𝒎𝒆𝒔
𝑶𝒏𝒆′𝒔 𝒐𝒘𝒏 𝒊𝒏𝒑𝒖𝒕
=
𝑶𝒕𝒉𝒆𝒓𝒔′ 𝑶𝒖𝒕𝒄𝒐𝒎𝒆𝒔
𝑶𝒕𝒉𝒆𝒓𝒔 𝒊𝒏𝒑𝒖𝒕
Equity theory states below formula:
3/16/2015 23
24. Conditions of and reactions to equity
comparisons
Feeling equitably rewarded
• Maintain performance and accept comparison as fair estimate
Feeling under-rewarded—try to reduce inequity
• Change inputs by trying harder or slacking off
• Change outcomes by demanding a raise
• Distort the ratios by altering perceptions of self or of others
• Leave situation by quitting the job
• Change comparisons by choosing another object person
Feeling over-rewarded
• Increase or decrease inputs
• Distort ratios by rationalizing
• Help the object person gain more outcomes
3/16/2015 24
25. BEHAVIOR MODIFICATION
The Models of Motivation that have been discussed up to
this point are known as Content Theories Of Motivation,
since they focus on the Content (Nature) of items that may
motivate a person.
Organizational Behavior Modification, (OB) Mod, is
the application in organizations of the principles of
behavior modification.
OB Mod and several other Models are “Process Theories of
Motivation” Since they provide perspectives on the dynamics
by which employees canBe motivated.
3/16/2015 25
27. BEHAVIOR MODIFICATION
Law of effect
– Theoretical basis for manipulating
consequences of behavior.
– Behavior that results in a pleasant outcome is
likely to be repeated while behavior that
results in an unpleasant outcome is not likely
to be repeated.
3/16/2015 27
29. Reinforcement Theory
Positive Reinforcement
The administration of positive consequences
to increase the likelihood of repeating the
desired behavior in similar settings.
Rewards are not necessarily positive
reinforces.
A reward is a positive reinforce only if the
behavior improves.
Negative Reinforcement
Also known as avoidance
The withdrawal of negative
consequences to increase the
likelihood of repeating the
desired behavior in a similar
setting
3/16/2015 29
30. Reinforcement Theory
Punishment
The administration of negative
consequences or the withdrawal
of positive consequences to
reduce the likelihood of repeating
the behavior in similar settings.
Implications of using
Punishment
Punishing poor performance
enhances performance without
affecting satisfaction.
Arbitrary punishment leads
to poor performance and
low satisfaction.
Punishment may be offset by
positive reinforcement from
another source.
3/16/2015 30
31. Reinforcement Theory
• The withdrawal of the reinforcing
consequences for a given behavior
• The behavior is not unlearned; it
simply is not exhibited
• The behavior will reappear if it is
reinforced again
Extinction
3/16/2015 31
32. Schedules of Reinforcement
• Continuous Reinforcement
– A schedule of reinforcement
in which every correct
response is reinforced.
• Partial Reinforcement – One
of several reinforcement
schedules in which not every
correct response is reinforced.
3/16/2015 32
34. Fixed-Interval Schedule
A schedule in which a fixed
amount of time must elapse
between the previous and
subsequent times that
reinforcement will occur.
No response during the
interval is reinforced.
The first response
following the interval is
reinforced.
Produces an overall low
rate of responding
Ex. I get one pellet of food every
5 minutes when I press the lever
3/16/2015 34
35. Variable-Interval Schedule
A schedule in which a variable
amount of time must elapse between
the previous and subsequent times
that reinforcement is available.
Produces an overall low
consistent rate of responding.
Ex. – I get a pellet of food on
average every 5 minutes when I
press the bar.
3/16/2015 35
36. Fixed-Ratio Schedule
A schedule in which
reinforcement is provided after a
fixed number of correct
responses.
These schedules usually
produce rapid rates of
responding with short post-
reinforcement pauses
The length of the pause is
directly proportional to the
number of responses
required
Ex. – For every 5 bar presses, I
get one pellet of food
3/16/2015 36
37. Variable-Ratio Schedule
A schedule in which
reinforcement is provided
after a variable number of
correct responses.
Produce an overall high
consistent rate of
responding.
Ex. – On average, I press the
bar 5 times for one pellet of
food.
3/16/2015 37
38. TYPE MEANING OUTCOME
Fixed
Ratio
Reinforcement depends on
a definite number of
responses
Activity slows after
reinforcement and
then picks up
Variable
Ratio
Number of responses
needed for reinforcement
varies
Greatest activity of
all schedules
Fixed
Interval
Reinforcement depends on
a fixed time
Activity increases as
deadline nears
Variable
Interval
Time between
reinforcement varies
Steady activity
results
3/16/2015 38
39. The Job Characteristics Model
1.Skill
variety
• Skill variety is the degree to which a job requires a variety of different activities so the
worker can use a number of different skills and talent
2.Task
identity
• Task identity is the degree to which a job requires completion of a whole and
identifiable piece of work.
3.Task
significance
• Task significance is the degree to which a job affects the lives or work of other people.
4. Autonomy
• Autonomy is the degree to which a job provides the worker freedom, independence,
and discretion in scheduling work and determining the procedures in carrying it out.
5. Feedback
• Feedback is the degree to which carrying out work activities generates direct and
clear information about your own performance.
3/16/2015 39
40. How Can Jobs Be Redesigned?
Job Rotation
Job Rotation is If employees
suffer from overroutinization
of their work, one alternative
is job rotation , or the periodic
shifting of an employee from
one task to another with
similar skill requirements at
the same organizational level
(also called cross-training ).
Job Enrichment
Job enrichment expands jobs
by increasing the degree to
which the worker controls the
planning, execution, and
evaluation of the work.
An enriched job organizes
tasks to allow the worker to
do a complete activity,
increases the employee’s
freedom and independence,
increases responsibility, and
provides feedback so
individuals can assess and
correct their own
performance.
3/16/2015 40
41. Alternative Work
Arrangements
• Employees must work a specific number of hours per week but are free to vary their
hours of work within certain limits.
• All employees are required to be at their jobs during the common core period, but they
may accumulate their other 2 hours before, after, or before and after that.
• Some flextime programs allow employees to accumulate extra hours and turn them
into a free day off each month.
Flextime
• Job sharing allows two or more individuals to split a traditional 40-hour-a-week job.
• One might perform the job from 8:00 a.m. to noon and the other from 1:00 p.m. to 5:00
p.m., or the two could work full but alternate days.
Job Sharing
• No commuting, flexible hours, freedom to dress as you please, and few or no
interruptions from colleagues its called telecommuting , and it refers to working at
home at least 2 days a week on a computer linked to the employer’s office.
Telecommuting
3/16/2015 41
42. Benefits and Drawbacks of
Flextime
Benefits
Flextime tends to reduce absenteeism and
frequently improves worker productivity,
probably for several reasons.
Employees can schedule their work hours to
align with personal demands, reducing
tardiness and absences, and they can work
when they are most productive.
Flextime can also help employees balance
work and family lives; it is a popular criterion
for judging how “family friendly” a workplace
is.
Drawbacks
Major drawback is that it’s not applicable to every job or
every worker.
It works well with clerical tasks for which an employee’s
interaction with people outside his or her department is
limited.
It is not a viable option for receptionists, sales personnel
in retail stores, or people whose service jobs require
them to be at their workstations at predetermined times.
It also appears that people who have a stronger desire to
separate their work and family lives are less prone to
take advantage of opportunities for flextime.
Employers need to consider the appropriateness of both
the work and the workers before implementing flextime
schedules.
3/16/2015 42
43. Benefits and Drawbacks of Job
Sharing
Benefits
• Job sharing increases flexibility
and can increase motivation and
satisfaction when a 40-hour-a-
week job is just not practical.
From the employee’s
perspective
• It opens the opportunity to
acquire skilled workers—for
instance, women with young
children and retirees—who might
not be available on a full-time
basis.
Management point of View
Drawbacks
• The major
drawback is finding
compatible pairs of
employees who
can successfully
coordinate the
intricacies of one
job.
Employee Point
of View
3/16/2015 43
44. Benefits and Drawbacks of
Telecommuting
Benefits
The potential pluses of
telecommuting include a
larger labor pool from which
to select, higher productivity,
less turnover, improved
morale, and reduced office-
space costs.
A positive relationship exists
between telecommuting and
supervisor performance
ratings.
Drawbacks
• The major downside for management is
less direct supervision of employees.
Management point of View
• Telecommuting can offer a considerable
increase in flexibility and job
satisfaction—but not without costs.
• Employees with a high social need,
telecommuting can increase feelings of
isolation and reduce job satisfaction.
• All telecommuters are vulnerable to the
“out of sight, out of mind” effect.
• Employees who aren’t at their desks, who
miss meetings, and who don’t share in
day-to-day informal workplace
interactions may be at a disadvantage
when it comes to raises and promotions.
Employee Point of View
3/16/2015 44
45. The Social and Physical Context
of Work
Social aspects
Socialcharacteristicsthat
improvejobperformance
include
• Interdependence
• Social support
• Interactions with
other people
outside work.
Benefits
Social interactions are strongly
related to positive moods and give
employees more opportunities to
clarify their work role and how well
they are performing.
Social support gives employees
greater opportunities to obtain
assistance with their work.
Constructive social relationships
can bring about a positive
feedback loop as employees assist
one another in a “virtuous circle.”
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46. The Social and Physical Context
of Work (cont.)
Work Context
Physical demands make
people physically
uncomfortable, which is
likely to show up in lower
levels of job satisfaction.
Hot, loud, and dangerous
work is less satisfying
than work conducted in
climate-controlled,
relatively quiet, and safe
environments
To assess why an employee is
not performing to his or her
best level,
see whether the work environment is
supportive.
Does the employee have adequate
tools, equipment, materials, and
supplies?
Does the employee have favorable
working conditions, helpful co-
workers, supportive work rules and
procedures, sufficient information to
make job-related decisions, and
adequate time to do a good job?
If not, performance will suffer
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47. Employee Involvement
Employee involvement is a participative process that
uses employees’ input to increase their commitment to
the organization’s success.
Employee involvement is creating an environment in
which people have an impact on decisions and actions
that affect their jobs.
Employee involvement is not the goal nor is it a tool, as
practiced in many organizations. Rather, it is a
management and leadership philosophy about how
people are most enabled to contribute to continuous
improvement and the ongoing success of their work
organization.
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48. Examples of Employee Involvement
Programs
• A process in which subordinates share a
significant degree of decision-making power
with their immediate superiors.
Participative Management:
• A system in which workers participate in
organizational decision making through a
small group of representative employees
Representative Participation:
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49. Using Rewards to Motivate
Employees
• decided by establishing a pay
structure
What to pay
employees
• (decided through variable pay
plans and skill-based pay plans)
How to pay
individual
employees
• (such as flexible benefits)
What benefits and
choices to offer
• Employee recognition programs
range from a spontaneous and
private thank-you to widely publicized
formal programs
How to construct
employee
recognition
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50. What to Pay:
Establishing a Pay Structure
Ways to
pay
employees
Internal equity—the worth of the job to
the organization (usually established
through a technical process called job
evaluation)
External equity—the external
competitiveness of an organization’s
pay relative to pay elsewhere in its
industry (usually established through
pay surveys).
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51. How to Pay:
Rewarding Individual Employees
Through Variable-Pay Programs
• A pay plan that bases a portion of an
employee’s pay on some individual and/or
organizational measure of performance.
Variable-pay program:
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52. Variable-pay program
• A pay plan in which workers are paid a fixed sum for each
unit of production completed.
Piece-rate pay
plan:
• A pay plan based on performance appraisal ratings
Merit-based pay
plan
• A pay plan that rewards employees for recent performance
rather than historical performance
Bonus
• A pay plan that sets pay levels on the basis of how many
skills employees have or how many jobs they can do.
Skill-based pay
• An organization wide program that distributes
compensation based on some established formula
designed around a company’s profitability.
profit-sharing
plan
• A formula-based group incentive plan.Gain sharing
• A company-established benefits plan in which employees
acquire stock, often at below-market prices, as part of their
benefits.
Employee stock
ownership plan
(ESOP)
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53. Flexible Benefits:
Developing a Benefits Package
Modular plans
• Modular plans are
predesigned packages
or modules of benefits,
each of which meets
the needs of a specific
group of employees.
• A module designed for
single employees with
no dependents might
include only essential
benefits.
Core-plus options
• Coreplus plans
consist of a core of
essential benefits and a
menu like selection of
others from which
employees can select.
• Typically, each
employee is given
“benefit credits,” which
allow the purchase of
additional benefits that
uniquely meet his or
her needs.
Flexible spending
accounts
• Flexible spending
plans allow employees
to set aside pretax
dollars up to the dollar
amount offered in the
plan to pay for
particular benefits,
such as health care
and dental premiums.
• Flexible spending
accounts can increase
take-home pay
because employees
don’t pay taxes on the
dollars they spend from
these accounts
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54. Intrinsic Rewards:
Employee Recognition Programs
Employee recognition programs range
from a spontaneous and private thank-
you to widely publicized formal programs
in which specific types of behavior are
encouraged and the procedures for
attaining recognition are clearly identified.
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55. Conclusion
The motivation theories in this chapter differ in their predictive strength. Here, we (1) review the most
established to determine their relevance in explaining turnover, productivity, and other outcomes and(2)
assess the predictive power of each.
• Need theories. Maslow’s hierarchy, McClelland’s needs, and the two- factor theory focus on needs.
None has found widespread support, although McClelland’s is the strongest, particularly regarding the
relationship between achievement and productivity. In general, need theories are not very valid
explanations of motivation.
• Goal-setting theory. Clear and difficult goals lead to higher levels of employee productivity, supporting
goal-setting theory’s explanation of this dependent variable
• Reinforcement theory. This theory has an impressive record for predicting quality and quantity of work,
persistence of effort, absenteeism, tardiness, and accident rates
• Equity theory/organizational justice. Equity theory deals with productivity, satisfaction, absence, and
turnover variables. However, its strongest legacy is that it provided the spark for research on
organizational justice, which has more support in the literature.
• Expectancy theory. Expectancy theory offers a powerful explanation of performance variables such as
employee productivity, absenteeism, and turnover.
• Recognize individual differences. Managers should be sensitive to individual differences.
• Allow employees to participate in decisions that affect them. Employees can contribute to setting work
goals, choosing their own benefits packages, and solving productivity and quality problems.
• Link rewards to performance. Rewards should be contingent on performance, and employees must
perceive the link between the two.
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56. References
Keith Davis, John W Newstrom, “Organizational Behaviour,
Human Behaviour at Work”, 12nd Edition
Ricky W. Griffin, Gregory Moorhead “Organizational Behavior,
Managing People and Organizations” 11th Edition
Robert E. Stevens, David L. Loudon, “Organizational
Behaviour”, 2nd Edition
Stephen P. Robbins, Timothy A. Judge “Organizational
Behaviour”, 15th Edition
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