Job application of motivation
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The document discusses job design and ways to redesign jobs to motivate employees. It describes key elements of job design like skill variety, task identity, and autonomy. Methods for redesigning jobs include job rotation, job enrichment, flexitime, job sharing, and telecommuting. The document also discusses using various reward programs like variable pay, piece-rate pay, merit-based pay, and profit sharing to motivate employees.
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Motivation
The document describes Job Characteristics Model which proposes that jobs can be described using five core dimensions: skill variety, task identity, task significance, autonomy, and feedback. It discusses ways to redesign jobs using these dimensions, such as job rotation and enrichment, as well as alternative work arrangements like flexitime and telecommuting. The document also covers using rewards to motivate employees through establishing pay structures, variable pay programs, and flexible benefits packages. It concludes with discussing employee involvement programs and intrinsic rewards like recognition programs.
Core Job Dimensions
This document discusses ways to improve core job dimensions for workers. It suggests varying tasks from shift to shift to increase skill variety. Repeatedly reviewing contracts and scripts can help workers feel a sense of task identity. Tying challenges to personal or professional goals can demonstrate task significance. Autonomy is improved by trusting workers to take risks and grow in their positions. Feedback should be constructive, neutral, or positive, and show workers how to use strengths to meet challenges through goal setting, assessment, and coaching.
Job characteristic model
The document discusses several job design models and strategies:
1. The Job Characteristic Model proposes five core dimensions - skill variety, task identity, task significance, autonomy, and feedback - that influence critical psychological states and personal/work outcomes.
2. Job rotation periodically shifts employees between similar tasks to prevent boredom. Job enlargement increases the variety of tasks an employee performs.
3. Job enrichment vertically expands jobs to give workers more control over planning, execution, and evaluation of their work. It aims to make jobs more meaningful and satisfying.
Chapter 12
The document discusses various ways to motivate employees through job design based on the Job Characteristics Model. It describes how jobs can be redesigned through methods like job rotation, enlargement, and enrichment. It also discusses alternative work arrangements like flextime and job sharing as well as telecommuting. The goal of these job design and arrangement approaches is to enhance motivation, satisfaction, and performance by varying skills, tasks, responsibilities, schedules, and work locations.
Job analysis
A job is a regular activity performed in exchange for payment that constitutes one's occupation or profession. Job analysis is the process of determining the duties, skills, and requirements of a job in order to understand what kind of person should be hired for the role. It results in a job description that outlines the key aspects of a job such as duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities. Job design is the process of organizing work into tasks required to perform a specific job and can take various forms such as work simplification, job enlargement, job rotation, job enrichment, and team-based job design.
Job characteristics model
Definition of Job & work, Job design, Job Characteristics Model, Job design approaches, Outcomes of Various Job Design Approaches
Job redesign
Job redesign involves reshaping jobs to make them more motivating for employees by incorporating elements like job rotation, enlargement, enrichment, flexible hours, job sharing, and telecommuting. When implemented effectively through strategies such as rotating employees through different departments, expanding employees' responsibilities, and allowing flexible or remote work arrangements, job redesign can benefit both organizations and workers by increasing employee motivation, satisfaction, and productivity while reducing costs associated with absenteeism and turnover. However, a company's structure and management style as well as individual employee needs must be considered to determine if job redesign is suitable.
Job redesign
The document discusses job redesign techniques like job rotation, job enlargement, and job enrichment. It describes the five core job dimensions that make work more motivational: skill variety, task identity, task significance, autonomy, and feedback. Job enrichment principles can help create the core job dimensions. The motivating potential score measures the presence of these dimensions. Current challenges in job design include new workplace designs, teleworkers, contract workers, and retaining employees.
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Motivation
The document describes Job Characteristics Model which proposes that jobs can be described using five core dimensions: skill variety, task identity, task significance, autonomy, and feedback. It discusses ways to redesign jobs using these dimensions, such as job rotation and enrichment, as well as alternative work arrangements like flexitime and telecommuting. The document also covers using rewards to motivate employees through establishing pay structures, variable pay programs, and flexible benefits packages. It concludes with discussing employee involvement programs and intrinsic rewards like recognition programs.
Core Job Dimensions
This document discusses ways to improve core job dimensions for workers. It suggests varying tasks from shift to shift to increase skill variety. Repeatedly reviewing contracts and scripts can help workers feel a sense of task identity. Tying challenges to personal or professional goals can demonstrate task significance. Autonomy is improved by trusting workers to take risks and grow in their positions. Feedback should be constructive, neutral, or positive, and show workers how to use strengths to meet challenges through goal setting, assessment, and coaching.
Job characteristic model
The document discusses several job design models and strategies:
1. The Job Characteristic Model proposes five core dimensions - skill variety, task identity, task significance, autonomy, and feedback - that influence critical psychological states and personal/work outcomes.
2. Job rotation periodically shifts employees between similar tasks to prevent boredom. Job enlargement increases the variety of tasks an employee performs.
3. Job enrichment vertically expands jobs to give workers more control over planning, execution, and evaluation of their work. It aims to make jobs more meaningful and satisfying.
Chapter 12
The document discusses various ways to motivate employees through job design based on the Job Characteristics Model. It describes how jobs can be redesigned through methods like job rotation, enlargement, and enrichment. It also discusses alternative work arrangements like flextime and job sharing as well as telecommuting. The goal of these job design and arrangement approaches is to enhance motivation, satisfaction, and performance by varying skills, tasks, responsibilities, schedules, and work locations.
Job analysis
A job is a regular activity performed in exchange for payment that constitutes one's occupation or profession. Job analysis is the process of determining the duties, skills, and requirements of a job in order to understand what kind of person should be hired for the role. It results in a job description that outlines the key aspects of a job such as duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities. Job design is the process of organizing work into tasks required to perform a specific job and can take various forms such as work simplification, job enlargement, job rotation, job enrichment, and team-based job design.
Job characteristics model
Definition of Job & work, Job design, Job Characteristics Model, Job design approaches, Outcomes of Various Job Design Approaches
Job redesign
Job redesign involves reshaping jobs to make them more motivating for employees by incorporating elements like job rotation, enlargement, enrichment, flexible hours, job sharing, and telecommuting. When implemented effectively through strategies such as rotating employees through different departments, expanding employees' responsibilities, and allowing flexible or remote work arrangements, job redesign can benefit both organizations and workers by increasing employee motivation, satisfaction, and productivity while reducing costs associated with absenteeism and turnover. However, a company's structure and management style as well as individual employee needs must be considered to determine if job redesign is suitable.
Job redesign
The document discusses job redesign techniques like job rotation, job enlargement, and job enrichment. It describes the five core job dimensions that make work more motivational: skill variety, task identity, task significance, autonomy, and feedback. Job enrichment principles can help create the core job dimensions. The motivating potential score measures the presence of these dimensions. Current challenges in job design include new workplace designs, teleworkers, contract workers, and retaining employees.
Job simplification - Techniques for designing jobs - Manu Melwin Joy
Job simplification is a technique for designing jobs where tasks are broken down into their smallest units and those units are assigned as whole jobs to workers. It involves dividing jobs into smaller components and assigning them to workers. Fast food restaurants often use this approach as employees can easily learn simplified tasks. However, it can result in workers experiencing boredom and lack of motivation.
Job enlargement - Techniques for designing jobs - Manu Melwin Joy
Job enlargement involves expanding jobs horizontally by increasing the number and variety of tasks an employee performs within their existing role. This can include adding tasks like physically delivering mail to departments or running outgoing letters through a postage meter to a mail sorter's existing duties of sorting incoming mail by department. However, studies have shown job enlargement does not necessarily provide more challenge or meaningfulness to employees and may instead result in workers feeling they have multiple uninteresting tasks rather than one.
Job redesign
Job redesign refers to changes made to jobs to improve quality or productivity and can include job rotation, enlargement, or enrichment. Effective job redesign focuses on increasing skill variety, task identity, task significance, autonomy, and feedback for workers by forming work units, establishing relationships, combining tasks, loading work vertically, and opening feedback channels.
Job characteristics model (JCM)
The Job Characteristics Model (JCM) theorizes that core job characteristics like skill variety, task identity, task significance, autonomy, and feedback lead to critical psychological states that influence work-related outcomes. Moderators like knowledge and skills, growth need strength, and context satisfactions can impact the relationship between job characteristics, psychological states, and outcomes.
Job evaluation, job enrichment, job decription
Importance, Meaning, Purpose, Features, Advantages, disadvanages, Limitations, uses, Process of Job evaluation, job enrichment, job decription
Job rotation - techniques for designing jobs - Manu Melwin Joy
Job rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed, only the employees are rotated among various jobs.
Job design
Job design involves organizing work activities to maximize performance by integrating work content, rewards, and qualifications for each job to meet employee and organizational needs. Job simplification breaks jobs into small, repetitive tasks to increase productivity but can lead to boredom and lower quality. Job rotation periodically moves employees between different jobs to develop a variety of skills but can be stressful and wasteful. Job enrichment provides more responsibility, decision-making, and challenges to employees to reduce turnover and motivate performance, though it increases workload and needs additional skills. Job enlargement expands tasks to utilize abilities better but increases work burden and requires training.
Work redesign and work schedule
This document discusses job redesign and work schedule options. It defines job redesign as restructuring job elements like tasks and duties to make jobs more motivating for employees. The presentation covers job redesign techniques including job specialization, rotation, enlargement and enrichment. Work schedule options are types of schedules like fixed or flexible that determine employees' hours. The benefits of these options include increased productivity and time savings, while disadvantages can include added costs and administrative problems.
Job enrichment and skill data bank
This document discusses job enrichment strategies to increase employee satisfaction and motivation. It defines job enrichment as enhancing job responsibilities to make work more rewarding and challenging. The key aspects of job enrichment are identified as skill variety, task identity, task significance, autonomy, and feedback. Specific strategies are proposed, such as job rotation, combining tasks, participative management, and redistributing power and authority. A four-step process is outlined for implementing a job enrichment program that involves assessing satisfaction levels, identifying enrichment opportunities, designing the program, and communicating changes. Benefits include a more engaged and motivated workforce, while potential downsides include difficulty providing opportunities to all employees equally.
Job enrichment
The document discusses job enrichment, which involves providing employees with more challenging responsibilities and decision-making authority to motivate them. It was developed by Fredrick Herzberg in the 1950s. Job enrichment vertically expands jobs and gives workers achievement, recognition, and a sense of belonging. It can reduce absenteeism and turnover when applied to skilled workers. However, it may not always achieve expected results and some workers may oppose changes. The document provides strategies for enriching jobs, such as rotating tasks and forming autonomous work teams.
Job enrichment - Techniques for designing jobs - Manu Melwin Joy
Job enrichment, as currently practiced in industry, is a direct outgrowth of Herzberg's Two Factor Theory of motivation.
Impact of job rotation
Job rotation involves periodically moving employees between different jobs or roles within an organization. It can help stimulate employees, give them new skills and insights into other areas of the company. For job rotation to be effective, employees should be willing to take on new roles and have the skills required. While it provides benefits like variety, some disadvantages are potential interruptions in work and reduced uniformity in quality as employees adjust to new roles.
Job design
Job design refers to organizing tasks within a job to define what needs to be done, how tasks are completed, the number of tasks, and their sequence. Job design is important as it aims to raise productivity while improving employee satisfaction and retention by addressing issues like work overload and underload. The main types of job design are job simplification, job rotation, job enlargement, and job enrichment, with each approach modifying tasks in different ways to motivate employees. Proper job design considers organizational, environmental, and behavioral factors to find the most efficient approach.
Job design - compensation management - Manu Melwin Joy
Job analysis provides job-related data as well as the skills and knowledge required for the incumbent to perform the job. A better job performance also requires deciding on sequence of job contents. This is called 'job design'.
Yeahhhfff
Job rotation involves systematically moving employees between different jobs within an organization. It has several benefits, including reducing monotony, helping employees and managers find the best fit, exposing workers to all aspects of the company, and developing a wide range of skills. When implemented properly through examples like Goodyear Tire's squadron program, job rotation can increase problem-solving abilities and motivation while decreasing attrition. Both the employee and organization need to benefit from the rotations.
Job enrichment
Job enrichment involves adding more motivators like decision making, planning and controlling powers to make jobs more rewarding. It was first defined by Herzberg and has characteristics like direct feedback, client relationships, and new learning. However, cautions about job enrichment include that it is not a substitute for management, enrichment is relative, and change can be difficult to implement. Socio-technical systems view organizations as people using tools and techniques to create value for customers and stakeholders according to external demands.
Job redesign
The document discusses redesigning broker positions to increase productivity and job satisfaction. It examines four approaches to job design and their advantages and shortfalls. The motivational approach focuses on needs, achievement, positive emotions, feedback, job satisfaction, and increased productivity. It recommends assessing needs, setting specific and achievable goals regularly, and designing jobs to encourage motivation and greater productivity.
Job design
Job design is the process of organizing tasks, duties, and responsibilities within a job to meet organizational needs like productivity and efficiency as well as individual needs like interests and challenges. The major goal of job design is to integrate organizational requirements with individual needs. Approaches to job design include engineering, human relations, job characteristics, and social technical systems. Specific job design methods include job simplification, job enlargement, job rotation, and job enrichment.
Promotion & Transfer PPT
This document discusses promotion, transfer, demotion, and separation policies and principles in organizations. It defines promotion as advancement within an organization, and notes purposes like incentives and reducing discontent. Principles of promotion policies include job analysis, using seniority or merit for evaluations. Transfer is defined as a lateral change with equal pay and status. Purposes include meeting organizational or employee needs. Types of transfers include production, replacement, and inter-plant. Demotion is a decrease in rank and responsibilities. Causes can be changes in technology or performance issues. Separations include resignation, dismissal, death, suspension, retrenchment and lay off.
Job design - definition - compensation management - Manu Melwin Joy
The document defines job design according to several experts. Michael Armstrong defines job design as the process of deciding the contents, duties, responsibilities, methods, systems, and relationships for a job. Mathis and Jackson define job analysis as integrating work content, rewards, and qualifications for each job to meet employee and organizational needs. Popplewell and Wildsmith define job design as consciously organizing tasks, duties, and responsibilities into a unit of work to achieve objectives. The document was prepared by Manu Melwin Joy from Ilahia School of Management Studies in Kerala, India.
Job characteristics model
The document provides a summary of the Job Characteristics Model, which identifies 5 key job characteristics (skill variety, task identity, task significance, autonomy, and feedback) that influence important work outcomes. The 5 job characteristics are defined, including skill variety referring to the variety of skills used on the job, task identity being the degree to which a person completes an identifiable piece of work, task significance relating to how much the job impacts others, autonomy as the freedom in how tasks are performed, and feedback on effectiveness. The model proposes these characteristics influence 3 psychological states (experienced meaningfulness, responsibility, knowledge of results) which then impact outcomes like job satisfaction, motivation, and performance. The theory was developed in the 1960s to address
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- The document discusses studies on attachment parenting in non-human subjects like monkeys and geese and what they reveal about the importance of early parental relationships.
- Experiments by Harlow on monkeys found that they preferred and gained more emotional comfort from a cloth surrogate mother rather than a wire one that just provided food, showing the importance of emotional relationships over just basic care.
- Studies on geese found they would imprint on and form strong early bonds with their mothers or even researchers, increasing chances of survival, relating to the importance of early bonding for humans.
- Overall, the non-human studies demonstrate that positive, nurturing early parental relationships are vital for healthy emotional and social development across species, while lack of care or
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Job simplification - Techniques for designing jobs - Manu Melwin Joy
Job simplification is a technique for designing jobs where tasks are broken down into their smallest units and those units are assigned as whole jobs to workers. It involves dividing jobs into smaller components and assigning them to workers. Fast food restaurants often use this approach as employees can easily learn simplified tasks. However, it can result in workers experiencing boredom and lack of motivation.
Job enlargement - Techniques for designing jobs - Manu Melwin Joy
Job enlargement involves expanding jobs horizontally by increasing the number and variety of tasks an employee performs within their existing role. This can include adding tasks like physically delivering mail to departments or running outgoing letters through a postage meter to a mail sorter's existing duties of sorting incoming mail by department. However, studies have shown job enlargement does not necessarily provide more challenge or meaningfulness to employees and may instead result in workers feeling they have multiple uninteresting tasks rather than one.
Job redesign
Job redesign refers to changes made to jobs to improve quality or productivity and can include job rotation, enlargement, or enrichment. Effective job redesign focuses on increasing skill variety, task identity, task significance, autonomy, and feedback for workers by forming work units, establishing relationships, combining tasks, loading work vertically, and opening feedback channels.
Job characteristics model (JCM)
The Job Characteristics Model (JCM) theorizes that core job characteristics like skill variety, task identity, task significance, autonomy, and feedback lead to critical psychological states that influence work-related outcomes. Moderators like knowledge and skills, growth need strength, and context satisfactions can impact the relationship between job characteristics, psychological states, and outcomes.
Job evaluation, job enrichment, job decription
Importance, Meaning, Purpose, Features, Advantages, disadvanages, Limitations, uses, Process of Job evaluation, job enrichment, job decription
Job rotation - techniques for designing jobs - Manu Melwin Joy
Job rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed, only the employees are rotated among various jobs.
Job design
Job design involves organizing work activities to maximize performance by integrating work content, rewards, and qualifications for each job to meet employee and organizational needs. Job simplification breaks jobs into small, repetitive tasks to increase productivity but can lead to boredom and lower quality. Job rotation periodically moves employees between different jobs to develop a variety of skills but can be stressful and wasteful. Job enrichment provides more responsibility, decision-making, and challenges to employees to reduce turnover and motivate performance, though it increases workload and needs additional skills. Job enlargement expands tasks to utilize abilities better but increases work burden and requires training.
Work redesign and work schedule
This document discusses job redesign and work schedule options. It defines job redesign as restructuring job elements like tasks and duties to make jobs more motivating for employees. The presentation covers job redesign techniques including job specialization, rotation, enlargement and enrichment. Work schedule options are types of schedules like fixed or flexible that determine employees' hours. The benefits of these options include increased productivity and time savings, while disadvantages can include added costs and administrative problems.
Job enrichment and skill data bank
This document discusses job enrichment strategies to increase employee satisfaction and motivation. It defines job enrichment as enhancing job responsibilities to make work more rewarding and challenging. The key aspects of job enrichment are identified as skill variety, task identity, task significance, autonomy, and feedback. Specific strategies are proposed, such as job rotation, combining tasks, participative management, and redistributing power and authority. A four-step process is outlined for implementing a job enrichment program that involves assessing satisfaction levels, identifying enrichment opportunities, designing the program, and communicating changes. Benefits include a more engaged and motivated workforce, while potential downsides include difficulty providing opportunities to all employees equally.
Job enrichment
The document discusses job enrichment, which involves providing employees with more challenging responsibilities and decision-making authority to motivate them. It was developed by Fredrick Herzberg in the 1950s. Job enrichment vertically expands jobs and gives workers achievement, recognition, and a sense of belonging. It can reduce absenteeism and turnover when applied to skilled workers. However, it may not always achieve expected results and some workers may oppose changes. The document provides strategies for enriching jobs, such as rotating tasks and forming autonomous work teams.
Job enrichment - Techniques for designing jobs - Manu Melwin Joy
Job enrichment, as currently practiced in industry, is a direct outgrowth of Herzberg's Two Factor Theory of motivation.
Impact of job rotation
Job rotation involves periodically moving employees between different jobs or roles within an organization. It can help stimulate employees, give them new skills and insights into other areas of the company. For job rotation to be effective, employees should be willing to take on new roles and have the skills required. While it provides benefits like variety, some disadvantages are potential interruptions in work and reduced uniformity in quality as employees adjust to new roles.
Job design
Job design refers to organizing tasks within a job to define what needs to be done, how tasks are completed, the number of tasks, and their sequence. Job design is important as it aims to raise productivity while improving employee satisfaction and retention by addressing issues like work overload and underload. The main types of job design are job simplification, job rotation, job enlargement, and job enrichment, with each approach modifying tasks in different ways to motivate employees. Proper job design considers organizational, environmental, and behavioral factors to find the most efficient approach.
Job design - compensation management - Manu Melwin Joy
Job analysis provides job-related data as well as the skills and knowledge required for the incumbent to perform the job. A better job performance also requires deciding on sequence of job contents. This is called 'job design'.
Yeahhhfff
Job rotation involves systematically moving employees between different jobs within an organization. It has several benefits, including reducing monotony, helping employees and managers find the best fit, exposing workers to all aspects of the company, and developing a wide range of skills. When implemented properly through examples like Goodyear Tire's squadron program, job rotation can increase problem-solving abilities and motivation while decreasing attrition. Both the employee and organization need to benefit from the rotations.
Job enrichment
Job enrichment involves adding more motivators like decision making, planning and controlling powers to make jobs more rewarding. It was first defined by Herzberg and has characteristics like direct feedback, client relationships, and new learning. However, cautions about job enrichment include that it is not a substitute for management, enrichment is relative, and change can be difficult to implement. Socio-technical systems view organizations as people using tools and techniques to create value for customers and stakeholders according to external demands.
Job redesign
The document discusses redesigning broker positions to increase productivity and job satisfaction. It examines four approaches to job design and their advantages and shortfalls. The motivational approach focuses on needs, achievement, positive emotions, feedback, job satisfaction, and increased productivity. It recommends assessing needs, setting specific and achievable goals regularly, and designing jobs to encourage motivation and greater productivity.
Job design
Job design is the process of organizing tasks, duties, and responsibilities within a job to meet organizational needs like productivity and efficiency as well as individual needs like interests and challenges. The major goal of job design is to integrate organizational requirements with individual needs. Approaches to job design include engineering, human relations, job characteristics, and social technical systems. Specific job design methods include job simplification, job enlargement, job rotation, and job enrichment.
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This document discusses promotion, transfer, demotion, and separation policies and principles in organizations. It defines promotion as advancement within an organization, and notes purposes like incentives and reducing discontent. Principles of promotion policies include job analysis, using seniority or merit for evaluations. Transfer is defined as a lateral change with equal pay and status. Purposes include meeting organizational or employee needs. Types of transfers include production, replacement, and inter-plant. Demotion is a decrease in rank and responsibilities. Causes can be changes in technology or performance issues. Separations include resignation, dismissal, death, suspension, retrenchment and lay off.
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The document defines job design according to several experts. Michael Armstrong defines job design as the process of deciding the contents, duties, responsibilities, methods, systems, and relationships for a job. Mathis and Jackson define job analysis as integrating work content, rewards, and qualifications for each job to meet employee and organizational needs. Popplewell and Wildsmith define job design as consciously organizing tasks, duties, and responsibilities into a unit of work to achieve objectives. The document was prepared by Manu Melwin Joy from Ilahia School of Management Studies in Kerala, India.
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- Experiments by Harlow on monkeys found that they preferred and gained more emotional comfort from a cloth surrogate mother rather than a wire one that just provided food, showing the importance of emotional relationships over just basic care.
- Studies on geese found they would imprint on and form strong early bonds with their mothers or even researchers, increasing chances of survival, relating to the importance of early bonding for humans.
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The document discusses various methods for motivating employees, including the job characteristics model, alternative work arrangements, employee involvement programs, and rewarding employees. The job characteristics model involves 5 key elements: skill variety, task identity, task significance, autonomy, and feedback. Alternative work arrangements discussed include flextime, job sharing, and telecommuting. Employee involvement programs engage workers in decisions affecting them to increase commitment, motivation, and productivity. Rewarding employees can include variable pay plans, piece-rate pay, merit-based pay, bonuses, profit-sharing, and employee stock ownership plans.
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This document discusses various ways to motivate employees in the workplace. It describes models like the Job Characteristics Model that assess how job design can impact motivation. It also outlines employee involvement programs, different types of variable pay programs linked to performance, skill-based pay plans, and the importance of employee recognition. The goal is to explain how changing aspects of the work environment and linking rewards to performance can increase employee motivation.
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The document discusses ways to maximize employee performance through meaningful work, scheduling flexibility, involving employees in decision-making, and providing recognition. It defines job enrichment and job enlargement as ways to provide meaningful work. Scheduling flexibility includes telecommuting, family leave, and flextime. Involving employees in decision-making gives them purpose and allows their ideas to be implemented, such as through management-by-objective and work teams. Providing recognition shows appreciation and can motivate employees through compensation, praise, awards, and promotions. Performance evaluations measure strengths, weaknesses, and progress to improve performance and determine compensation.
Compensation practices
Compensation is the process of providing adequate, equitable and fair remuneration to the employees. It is what employees receive in exchange for their contribution to the organization. It is a comprehensive term which includes pay, incentives and benefits offered to the employees.
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The document discusses job design theory and the job characteristics model. It identifies five key job characteristics (skill variety, task identity, task significance, autonomy, feedback) that are related to employee motivation, performance and satisfaction when jobs have high levels of these characteristics. It also provides examples of jobs with high and low levels of each characteristic and discusses how job design can be used to enrich jobs.
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The document discusses job design theory and the job characteristics model. It identifies five key job characteristics (skill variety, task identity, task significance, autonomy, feedback) that are positively related to employee motivation, performance, and satisfaction when jobs include high levels of these characteristics. Examples of jobs with high and low levels of each characteristic are provided. The job characteristics model and how it influences psychological states and work outcomes is also summarized.
Job rotation
Job rotation is a technique where employees are shifted between two or more jobs at regular intervals to expose them to different areas of an organization. It is designed to promote flexibility, keep employees interested, test employee skills, and help discover talents. Job rotation provides benefits like exploring hidden talents, identifying knowledge and skills, motivating employees, increasing satisfaction, and aligning competencies with requirements. It reduces boredom, gives employees wider experience, allows employers to learn about employee strengths, and creates a more versatile and knowledgeable workforce.
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The document discusses job design and goal setting techniques to motivate employee performance. It describes various job design approaches like job engineering, enrichment, enlargement and rotation. It also explains goal setting theory and guidelines from research, including making goals specific, difficult and owned by employees. Feedback is important for tracking progress towards goals. The application of goal setting to overall systems performance is outlined.
Compensation practices
COMPENSATION PRACTICES
Compensation is the process of providing adequate, equitable and fair remuneration to the employees. It is what employees receive in exchange for their contribution to the organization. It is a comprehensive term which includes pay, incentives and benefits offered to the employees.
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CLASSIFICATION OF REWARDS
COMPONETS OF FINANCIAL COMPENSATION
BASE PAY
VARIABLE PAY/PAY FOR PERFORMANCE : INCENTIVES
TYPES OF INCENTIVES
Motivation and Workplace
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.
Motivation In Job Design | How can jobs be redesigned | Employee Engagement
Motivation In Job Design | How can jobs be redesigned | Employee Engagement
Job rotation
The periodic shifting of an employee from one task to another -
Job enrichment The vertical expansion of jobs which increases the degree to which the worker controls the planning, execution, and evaluations of the work
Training & Development of employ presentation
This document discusses employee training and development. It begins by introducing the topic and defining training as learning experiences that result in improved job performance. It then discusses the importance of training by outlining issues that can result from untrained employees like low productivity, inefficiency, and lost customers. The document also covers various training methods like on-the-job training, distance learning, and management development programs. It emphasizes that training existing employees is easier than hiring new ones. Finally, it briefly discusses job evaluation and the selection process.
3...job design
The document discusses job design, which involves organizing tasks, duties, and responsibilities into work units to achieve organizational objectives like profit maximization, job satisfaction, and performance improvement. Job designers focus on what will be done, who will do it, how it will be done, and where. Common job design techniques include job rotation, enlargement, and enrichment at the individual level as well as work teams and autonomous work groups at the group level. The goal is to motivate employees through varied, meaningful, and rewarding work.
Four Major strategic reward decision
This document discusses four major strategic reward decisions for organizations: (1) pay structure, (2) variable pay plans, (3) benefits offerings, and (4) recognition programs. It provides details on each: pay structure considers internal and external equity; variable pay includes piece rates, merit-based plans, and bonuses. Skill-based pay sets wages based on the number of skills and jobs employees can perform. Flexible benefits allow employees to choose from a menu of options. Recognition programs provide intrinsic rewards to motivate employees and encourage desired behaviors. The document emphasizes linking rewards to performance, using goals and feedback, and allowing employee participation.
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Motivation In Job Design | How can jobs be redesigned | Employee Engagement
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Tyre industry
Tires are ring-shaped components that surround wheels and transfer a vehicle's load to the ground while providing traction. Over 1 billion tires are manufactured annually by 455 factories worldwide. Tires come in different types suited for various conditions like summer, winter, all-season, wet weather, and off-road. The document discusses leading tire companies globally and in India and performs a SWOT analysis of the Indian tire industry, noting strengths in workforce and customers, and opportunities in globalization and growth, while threats include competition and cheaper Chinese tires.
Ifc - International Finance Corporation
The International Finance Corporation (IFC) is an international financial institution owned by 184 member countries that aims to reduce poverty and promote private sector development in developing nations through investment, advisory, and asset management services with its headquarters in Washington D.C.
Accenture
Accenture is a leading global professional services company with over 394,000 employees serving clients in more than 200 cities across 120 countries. It offers a total rewards package for employees including insurance, financial, and time off benefits like dental, medical, and vision coverage, 401(k) matching, paid family leave, and unemployment insurance. Accenture's compensation philosophy aims to provide competitive rewards for all employees and above market rewards for top performers.
Management quiz 2017
The document is a general quiz containing multiple choice questions about logos, companies, people, and other topics. It asks the user to identify logos for companies like Apple, Ubuntu, and Digital India. It also asks questions about concepts like blue ocean strategy, advertisements featuring celebrities, the introduction of Six Sigma, currencies, CEOs, and how one drink got its name after rejecting initial name suggestions. The quiz contains a variety of identification and matching questions to test general knowledge.
Management quiz
The document appears to be a management quiz containing brief descriptions of various companies and brands including Yatra.com for travel, Bank of Baroda as an international bank, Renault and its drive the change slogan, CNN as the worldwide leader in news, Mazda and its more you look the more you like tagline, PlayStation, Starbucks coffee, Wimco as the world's largest manufacturer of safety matches, Canon originating from the Japanese name for the Chinese goddess of fortune, Adidas helping introduce basketball to Europe, and Puma having a cat in its logo.
Facility location
The document discusses facility location and the process of selecting the best geographic location. It outlines key objectives like reducing costs and coordinating with government policies. The main steps discussed are selecting between domestic or international locations, then choosing a region, locality, and exact site based on factors like resources, market access, transportation and climate. Location analysis techniques covered include location factor rating, center of gravity, load distance, break even analysis, and weighted factor rating. The overall goal is to identify the optimal location for operating facilities.
Manufacturing systems
This document discusses different types of manufacturing systems. It describes continuous production systems which include mass production, process production, and assembly production where products are manufactured continuously in large quantities. Intermittent production systems include job production, where non-standardized products are made in small volumes, and batch production, where a variety of products are manufactured in batches using general and special purpose machines arranged by sequence of operations. Continuous production is used when demand is constant and high, while intermittent production is used for smaller batch sizes and non-standardized products.
Production planning
This document discusses production planning and control (PPC) functions including planning, action, and control phases. It describes key PPC functions like estimating, routing, scheduling, loading, dispatching, expediting, inspection, and corrective actions. It also discusses benefits and limitations of PPC, how PPC is implemented in different production systems like job, batch, continuous, and process industries. PPC aims to efficiently utilize resources, reduce costs and cycle times, ensure quality production and timely deliveries through planning and monitoring production activities.
Organizational culture
Organizational culture is defined as the shared meanings, values, and beliefs held by members of an organization. It distinguishes one organization from others and guides employee attitudes and behaviors. Cultures are created by founders and sustained through practices like selection, training, rewards, and punishments. Employees learn the culture through actions of top management, socialization processes, and symbols like stories, rituals, and language. Maintaining the existing culture is important for an organization's stability and identity.
Group behaviour.
The document discusses various topics related to groups and group dynamics. It defines formal and informal groups, and describes stages of group development according to the five-stage model. It also discusses social identity theory and important characteristics that determine social identity. Additionally, it covers key group properties such as roles, norms, status, size, cohesiveness and diversity. Strengths and weaknesses of group decision making are highlighted. Different techniques for group decision making like interacting groups, brainstorming and nominal group technique are also summarized.
Leadership
Leadership can be defined in several ways but generally refers to influencing and guiding others towards achieving group goals. An effective leader develops responsibility in subordinates, motivates employees, makes and implements decisions, uses authority for good of the organization, and handles groups well. There are different leadership styles such as autocratic, where the leader centralizes decision-making; participative, where the leader consults subordinates; and laissez-faire, where the leader delegates all authority. The most appropriate leadership style depends on forces within the manager, subordinates, and the situation.
controlling - management
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
Foundation of organizational behavior
The document outlines the key elements that form the foundation of organizational behavior. These include individual differences, treating the whole person, understanding the causes of behavior, viewing the organization as a social system, mutual interests between parties, human dignity, and a holistic concept. The foundation establishes organizations as consciously coordinated groups of two or more people working toward common goals, and considers the uniqueness each individual brings as well as background factors. Proper understanding and respect among members are emphasized.
Decision making
This document outlines the key aspects of decision making, including:
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- Managers are frequently decision makers. Their decisions can be rational, bounded rational, or based on intuition depending on the situation.
- Problems can be structured or unstructured, and decisions are programmed or non-programmed accordingly. Crisis management also requires unique decision making.
- Decision making depends on the environment being certain, risky, or uncertain. Decision making styles also vary in thinking and tolerance for ambiguity.
Human resource information system HIRS
An HRIS is a system that uses technology to manage human resource information and functions. It automates processes like payroll and timekeeping and allows users like HR professionals and employees of all levels to access HR data and tools. Key HRIS modules help with tasks such as online recruiting, training administration, benefits tracking, and HR management. Successful implementation of an HRIS provides benefits like faster information processing, greater accuracy, and improved communication, while challenges can include lack of commitment, improper needs analysis, and failure to communicate effectively during the project.
Digital india initiative
The document discusses India's Digital India initiative which aims to transform India into a digitally empowered society. It launched 12 key projects: 1) Digi Locker, 2) MyGov.in, 3) eSign Framework, 4) Swach Bharat Mission mobile app, 5) National Scholarship Portal, 6) eHospital, 7) Digitize India Platform, 8) Bharat Net, 9) Wi-Fi Hotspots, 10) Next Generation Network, 11) Electronics Development Fund, and 12) Centre of Excellence on Internet of Things. These projects focus on areas like digital identity, citizen engagement, online documents and services, rural broadband connectivity, and developing India's electronics and IoT sectors to
Haptik application ppt
Haptik is a personal assistant mobile app that allows users in India to outsource their daily tasks and activities 24/7 through an expert on the other side of the chat. The app was developed by Haptik to make customer service more accessible. Users can download the app, register with their phone number, and ask questions on any topic, with experts aiming to answer directly or escalating issues to companies if needed. The app can be used to outsource tasks like booking flights and trains, ordering food, booking cabs, making reservations, paying bills, and more.
ZutA Robotic printer
The Zuta robotic printer is a small, wireless printer that uses omni wheels to move across sheets of paper of any size for printing. It connects via Bluetooth, is lightweight and portable at 350g, and can print up to 60 pages on a single charge through its micro USB charging port. The printer aims to allow printing anywhere and anytime without needing a fixed printer.
Google glass
Google Glass is an augmented reality smart glasses device that provides Google search results, turn-by-turn directions, voice translations, and virtual reminders directly in the user's field of vision using gesture and voice control. While praised for its sleek design, hands-free photography, and innovative head tracking, Google Glass has faced criticism for its high price, poor battery life, and limited app selection.
Hyperloop
Elon Musk proposed the Hyperloop, a transportation system consisting of passenger capsules that travel at airline speeds through a low pressure tube. The capsules are elevated above the tube surface by air bearings to reduce friction and are propelled using a compressor powered by solar energy. The Hyperloop aims to provide fast, safe travel between cities by eliminating grade crossings and having a top speed of 1200 km/hr. Currently, Hyperloop Transportation Technologies is building a test track in California to demonstrate the technology.
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Job application of motivation
- 1. Job design is the way that elements in a job are organized Job Design
- 2. Job characteristic model Skill variety The degree to which the job requires a variety of different activities so the worker can use a number of different skills and talent.. Task identity The degree to which the job requires completion of a whole and identification piece of work. Task significance The degree to which the job has an impact on the life and work of others.
- 3. Autonomy The degree to which a job provides the worker freedom and independence in scheduling the work Feedback The degree to which an individual obtaining direct and clear information about the effectiveness of his or her performance
- 4. How can jobs be Redesigned? Job Rotation Periodically moving workers from one specialized job to another. Job Enrichment Adding more tasks and authority to an employee’s job. Flexitime Introducing flexible working hours. It allows employees some discretion over when they arrive at work and when they leave.
- 5. Job sharing It’s an arrangement that allows two or more individuals to split a traditional 40-hours-a week job. Telecommuting It refers to employees who do their work at home at least two days a week on a computer that is linked to their office.
- 6. Using Rewards To Motivate Employees Variable pay programme It is a pay plan that bases a portion of an employee’s pay on some individuals or organisational measure of performance. Piece-Rate pay plan A pay in which workers are paid a fixed sum for each unit of production completed. Merit based pay plan A pay plan based on performance appraisal ratings. Skill based pay plan Set the pay levels of employees based on how many skills employees have or how many job they can do. Profit sharing plan
- 7. Profit sharing plan It is an organization wide programs that distribute compensation based on some established formula designed around a company’s profitability. Gain sharing It is a formula based group incentive plan. The division of productivity savings can be split between the company and employees in any number of ways. Employee stock Ownership plan It is a company- established benefit plans in which employees acquire stock, often at below market prices, as part of their benefits.
- 8. THANK YOU