This beautiful presentation is all about MBO and linking it with other motivation theories and most material is taken from book of organizational behavior (OB) 15 edition by Stephen P. Robbins.
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
Stream analysis - comprehensive OD interventions - Organizational Change an...manumelwin
Developed by Jerry Porras is a valuable model for thinking about change and for managing change.
It is a system for graphically displaying the problems of an organization, examining the interconnections between the problems, identifying core problems and graphically tracking the corrective actions taken to solve the problems.
Los conflictos interpersonales son inevitables. Nuestra opción es saber afrontarlos, de manera que saquemos de ellos el mayor provecho personal y relacional.
Organizational Behavior (Emotions and moods)Mamoona Zaeem
4-1 Differentiate between emotions and moods.
4-2 Identify the sources of emotions and moods.
4-3 Show the impact emotional labor has on employees.
4-4 Describe affective events theory.
4-5 Describe emotional intelligence.
4-6 Identify strategies for emotional regulation.
4-7 Apply concepts about emotions and moods to specific OB issues.
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
Stream analysis - comprehensive OD interventions - Organizational Change an...manumelwin
Developed by Jerry Porras is a valuable model for thinking about change and for managing change.
It is a system for graphically displaying the problems of an organization, examining the interconnections between the problems, identifying core problems and graphically tracking the corrective actions taken to solve the problems.
Los conflictos interpersonales son inevitables. Nuestra opción es saber afrontarlos, de manera que saquemos de ellos el mayor provecho personal y relacional.
Organizational Behavior (Emotions and moods)Mamoona Zaeem
4-1 Differentiate between emotions and moods.
4-2 Identify the sources of emotions and moods.
4-3 Show the impact emotional labor has on employees.
4-4 Describe affective events theory.
4-5 Describe emotional intelligence.
4-6 Identify strategies for emotional regulation.
4-7 Apply concepts about emotions and moods to specific OB issues.
Motivation is a restricted weapon- inspiration leads to limitless power. Motivation is like pushing a car from behind –using a non-ignited the battery, though the fuel is filled full tank still the car doesn’t work – same with motivation. Inspire people by actions
Motivation is done through words but to inspire we need to put things in action that compiles others to act along to reach the goal.
Third party peace making team work group OD interventions - Organizational ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Systems theory - Organizational Change and Development - Manu Melwin Joymanumelwin
Systems Theory was first introduced by Van Bertalanffy (1950) and was introduced into the organisational setting by Kataz and Khan (1966).
Systems theory is an approach to organizations which likens the enterprise to an organism with interdependent parts, each with its own specific function and interrelated responsibilities.
the slide describes the various approaches of human resource development such as human capital appraisal approach, integrated system approach, integrated framework approach, etc.
Motivation is a restricted weapon- inspiration leads to limitless power. Motivation is like pushing a car from behind –using a non-ignited the battery, though the fuel is filled full tank still the car doesn’t work – same with motivation. Inspire people by actions
Motivation is done through words but to inspire we need to put things in action that compiles others to act along to reach the goal.
Third party peace making team work group OD interventions - Organizational ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Systems theory - Organizational Change and Development - Manu Melwin Joymanumelwin
Systems Theory was first introduced by Van Bertalanffy (1950) and was introduced into the organisational setting by Kataz and Khan (1966).
Systems theory is an approach to organizations which likens the enterprise to an organism with interdependent parts, each with its own specific function and interrelated responsibilities.
the slide describes the various approaches of human resource development such as human capital appraisal approach, integrated system approach, integrated framework approach, etc.
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15BizLibrary
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
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price and product quality), as well as assessing competitive and market conditions
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Business Valuation Principles for EntrepreneursBen Wann
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
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1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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3. .
.
.
.
.
Content of chapter No #07
• Explain What is MBO?
• Linkage MBO to goal setting theory.
• Employee recognition.
• Employee involvement program.
• And Linking with motivation theories.
• What is job redesign and scheduling program.
• Linking job redesign and scheduling to
motivation theories.
• What are Variable pay program.
• Linking variable pay program and expectancy
theory.
• Skilled based pay program.
• Flexible benefits.
4. Objectives of our presentation
• Explain what is MBO
• Four ingredients common to MBO
• Linking MBO to goal setting theory
• Explain important guidelines of goal setting theory
• What is Employee Recognition and its important.
• Keys to giving employee recognition
• Employee involvement program
• Linking employee recognition and reinforcement theory
• Quality circle
• Linking employee involvement program and motivation theories
• What is job redesign and scheduling program
• Representative participation
• participative management
6. Take a glance on these
Look at the questions given below and try answering them.
• What is MBO and why company use it when ever defining gaols and
objectives?
• What is background about MBO? Who is the father of this point of
view?
• How this approach motivate employee toward achievement
• What do you know about goal setting theory
• Who is founder of this theory?
• What are the importance of this theory
7. What is MBO?
Stands for Management by objective;- MBO
literally means management on the basis of
objectives. Peter F.Drucker is the father of this
point of view of management. He explained his
view in 1954 in his book “the practice of
management”.
He said to managers that “Business performance
requires that each job be directed toward the
objectives of the whole business”. Said that
determination of objectives should be collectively
done by all the official concerned including sub
ordinates.
8. Introduction
The concept of collectively determination of
objectives believes that it lead to involvement and
involvement leads to commitment. It means when
all person sit together and lay down the objectives
than it will not be difficult to achieve them.
When all person will try to achieve these objectives
they will have a fallings that they are doing there
own work instead of some one else’s. It means
involvement with objectives leads to attachments
of feeling in this situation there is no need of
external control.
9. Definition
MBO(by Peter F.Drucker)
is a management model
that aims to improve
performance of an
organization by clearly
defining objectives that
are agreed to by both
management and
employees.
10. Four common ingredients
Lets take a glance.
Let us look at each in detail.
Goal specificity1
2 Participative Decision Making
Explicit Period
4 Feedback
3
11. Cont’
Let us look at each in detail.
1
2
3
4
1
A goal must be specific
and It should answer
the who, what, when,
where, why, and how of
the expectations of the
goal
Goal specificity
Participative Decision Making
Explicit Period
Feedback
12. Cont’
Let us look at each in detail.
1 Goal specificity
2
3 Explicit Period
4 Feedback
2 Participative Decision Making The manager and employee
jointly choose the goals and
agree on how they will be
achieved.
13. Cont’
Let us look at each in detail.
1 Goal specificity
2 Participative Decision Making
3
4 Feedback
3 Explicit Period
A Time period must be set
so as to ensure everything
works out within the
specified time frame
14. Cont’
1 Goal specificity
2 Participative Decision Making
3 Explicit Period
44 Feedback
The final ingredients in an
MBO program is
continuous feedback on
performance and goals
that allows individuals to
monitor and correct their
own actions.
16. Goal setting theory
In 1960’s, Edwin Locke put forward the Goal-setting theory of motivation.
This theory states that goal setting is essentially linked to task
performance. It states that specific and challenging goals along with
appropriate feedback contribute to higher and better task performance.
In simple words, goals indicate and give direction to an employee about
what needs to be done and how much efforts are required to be put in.
specific and difficult goals, with
feedback, lead to higher
performance.
17. Goal-Setting Guidelines
The following are some of the important guidelines
Difficult goals leads to higher performance than are less difficult ones.
Goals are most likely to motivate people toward higher performance
when they are accepted and there is commitment to them.
Specific goals are more likely to lead to higher performance than vague
or very general ones.
Task feedback leads to motivate people toward higher performance.
Goals are most likely to lead to higher performance when people have the
abilities and the feelings of self-efficacy required to accomplish them.
18. • Explain what is MBO
• Explain important guidelines of goal setting theory
• Linking MBO to goal setting theory
• Four ingredients common to MBO
Objectives achieved
• What is Employee Recognition and its important.
• Keys to giving employee recognition
• Employee involvement program
• Linking employee recognition and reinforcement theory
• Quality circle
• Linking employee involvement program and motivation theories
• What is job redesign and scheduling program
• Representative participation
• participative management
22. Why Employee Recognition is Important
•Helps to attract and retain key employees.
•Motivates employees to perform at higher levels.
•Increases employee productivity.
•Can increase employee competitiveness.
•Can increase company revenues and profitability.
•Improves business quality and service.
•Improves safety.
•May lower stress.
•Reduces absenteeism and turnover costs.
•Encourages employees to continue education and training.
•improves productivity.
23. There are many methods
and channels for giving
recognition. Although
commonly given by
managers or supervisors.It
can be given by anyone.
For example:
•Peers
•Managers
•Senior Leaders
•Customers
Who Gives Recognition?
24. Keys for giving positive feedback to employees:
As Soon - Timing is important; don't delay praise
4
3
2
1
As Sincere - Do it because you're truly appreciative
As Specific - Give details of the achievement
As Proactive - Don't wait for perfect performance
27. • Explain important guidelines of goal setting theory
• What is Employee Recognition and its important.
• Linking MBO to goal setting theory
• Four ingredients common to MBO
• Explain what is MBO
Objectives achieved
• Keys to giving employee recognition
• Employee involvement program
• Linking employee recognition and reinforcement theory
• Quality circle
• Linking employee involvement program and motivation theories
• What is job redesign and scheduling program
• Representative participation
• participative management
29. Employee involvement
•A participative process that uses the
input of employees to increase their
commitment to the organization’s
success.
•The direct participation of staff to help
an organization fulfil its mission and
meet its objectives by applying their
own ideas, expertise, and efforts
towards solving problems and making
decisions.
•Regular participation of employee in
deciding how work is done, making
suggestion for improvement, goal
setting, planning and monitoring of
their performance.
30. Functions Of Employee Involvement
Employee motivation
Employee empowerment
Teams and team work
Performance appraisal
34. Quality Circle
• QUALITY CIRCLE IS A SMALL
GROUP
OF PEOPLE.
• WHO VOLUNTARILY
PERFORM QUALITY
IMPROVEMENT ACTIVITIES
AT THE WORK PLACE.
• They agree to meet on a
regular basis to discuss &
solve problems related to
work.
• Employee Participation to
decision making & Problem
solving improve the quality
of work.
35. Major Attribution of Quality Circle
Quality
Circle is a
problem
solving
technique
Quality Circle is
a human
resource
development
technique.
Quality
Circle is a
form of
participation
management
36. Composition of Quality Circle
Members
Circle leaders
Coordinators
Steering committee
Executive committee
Facilitator
37. • Explain important guidelines of goal setting theory
• Linking MBO to goal setting theory
• Four ingredients common to MBO
• Explain what is MBO
Objectives achieved
• What is Employee Recognition and its important.
• Keys to giving employee recognition
• Employee involvement program
• Linking employee recognition and reinforcement theory
• Quality circle
• Linking employee involvement program and motivation theories
• What is job redesign and scheduling program
• Representative participation
• participative management
39. Linking Employee Involvement Programs and Motivation Theories
•Theory Y is consistent with
participative management.
•In terms of two-factor theory,
employee involvement programs
could provide intrinsic motivation
by increasing opportunities for
growth, responsibility,
and involvement in the work itself
40. Cont’
•And extensive employee
involvement programs clearly have
the potential to increase employee
intrinsic motivation in work tasks.
•For responsibility, achievement,
recognition, growth, and enhanced
self-esteem.
41. Assumption 1: Employees can perceive their job as
relaxing and normal.
Assumption 2: Employees may not require only threat,
external control and coercion to work, but they can use self-
direction
Assumption 3: If the job is rewarding and satisfying, then it
will result in employees’ loyalty and commitment to
organization.
Theory Y is Called Positive theory . According to McGregor,
the perception of managers on the nature of individuals is
based on various assumptions
Assumption 4: An average employee can learn to admit
and recognize the responsibility. In fact, he can even learn
to obtain responsibility.
Theory Y (Participative Management )
42. ERG Theory of Motivation
Clayton Alderfer redefined it in his
own terms. His rework is called as ERG
theory of motivation. He re
categorized Maslow’s hierarchy of
needs into three simpler and broader
classes of needs:
•it includes an individual’s physiological
and physical safety needs.
43.
44. Herzberg’s Two-Factor Theory of Motivation
In 1959, Frederick Herzberg
Created two-factor theory
there are some job factors
that result in satisfaction
while there are other job
factors that prevent
dissatisfaction
45. Hygiene factors- . The hygiene factors symbolized the physiological
needs which the individuals wanted and expected to be fulfilled.
Hygiene factors include:
Pay
Company Policies and administrative policies
Fringe benefits –
Physical Working conditions -
Status
Interpersonal relations -
Job Security -
46. Motivational factors-According to Herzberg, the hygiene factors
cannot be regarded as motivators. The motivational factors yield
positive satisfaction. Motivational factors include:
•Recognition
•Sense of achievement
•promotional opportunities
•Meaningfulness of the work
•Responsibility
47. Implications of Two-Factor Theory
hygiene factors to avoid employee dissatisfaction. Motivation
Factors to employees are motivated to work and perform harder
and better. Focusing on the motivational factors can improve
work-quality.
48. • Quality circle
• Employee involvement program
• participative management
• Explain important guidelines of goal setting theory
• Linking MBO to goal setting theory
• Four ingredients common to MBO
• Explain what is MBO
Objectives achieved
• What is Employee Recognition and its important.
• Keys to giving employee recognition
• Linking employee recognition and reinforcement theory
• Linking employee involvement program and motivation theories
• What is job redesign and scheduling program
• Representative participation
49.
50. Job redesign is an effort where job responsibilities
and tasks are reviewed, and possibly re-allocated
among staff, to improve output. Redesigning jobs can
lead to improvements in both productivity and in job
satisfaction.
The main objective of conducting job redesigning is to
place the right person at the right job and get the
maximum output while increasing their level
satisfaction.
Job redesign
51. Job Redesign
• To Increase Productivity
• To Increase Job Satisfaction
52. Steps in the Process
First
• clarify exactly what is being done today versus the job description, and
identify any difficulties in completing work.
Second
• determine skills of the employees and their level of fit with their current
positions. Next, re-allocate tasks so that employees have a better fit
between their skills, interests, and position requirements.
Third
• Then provide training as needed to get employees ready for their new
responsibilities.
• . Next, implement the program by providing a new job description to each
employee and having them focus on the tasks in their revised position.
53. Job Rotation
• If employees suffer from
over reutilization 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 rotation The periodic
shifting of an employee from
one task to another.
Job Rotation
54. Job Enlargement
•Increasing the number of tasks
performed by a worker
For example
An accountant
task is General Accounting but
he do work of Payroll Also
Job Enlargement
55. Job Enrichment
• Job enrichment Allows
employees to assume more
responsibility, accountability
and independence when
learning new tasks or to
allow for greater
participation and new
opportunities.
•It is an Attempt to Motivate
the Employees
This is Further described as
Vertical Loading of the job
Job Enrichment
56. Flex time
• Non-traditional work
scheduling practice which
allows full-time employees
to choose their individual
starting and quitting times
within certain limits (such as
'not earlier than 5 a.m.' and
'not later than 9 p.m.').
Flextime periods usually
precede or follow a core
time during which all
employees must be present.
Flex time
57. job sharing
• An arrangement that 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.
job sharing
58. Telecommuting It might be close to the
ideal job for many people. No
commuting, flexible hours, freedom to
dress as you please, and few or no
interruptions from colleagues. It’s
called telecommuting , and it refers to
working at home at least 2 days a
week on a computer linked to the
employer’s office.
(A closely related term—the virtual
office —describes working from home
on a
relatively permanent basis.)
Telecommuting
Telecommuting
59. Achieved
• Explain what is MBO
• Four ingredients common to MBO
• Linking MBO to goal setting theory
• Explain important guidelines of goal setting theory
• What is Employee Recognition and its important.
• Keys to giving employee recognition
• Employee involvement program
• Linking employee recognition and reinforcement theory
• Quality circle
• Linking employee involvement program and motivation theories
• What is job redesign and scheduling program
• Representative participation
• participative management
Editor's Notes
specific performance goal are jointly determined by employees and their managers, progress toward accomplishing those goals is periodically reviewed and rewards are allocated on the basis of this progress.
1. Goal Specificity:Â Firstly specific goals are set which when achieved should bring forward the results that support organizational, operational, tactical, strategic objectives and plan.
2. Participative Decision Making:Â Goals when set by the participation of subordinates allows them to achieve goals that are difficult. However the goals set must be accepted by the subordinates as it impacts positively from motivation to performance of the employee.
3. Explicit Performance Period:Â Time period must be set so as to ensure everything works out within the specified time frame. Explicit time period also allows employees to carry out actions in a proper planned manner so as to meet the deadline.
4. Performance Feedback:Â Periodic performance feedback helps employees evaluate whether they are on target or off target so that they can retain or adjust their behaviour. Their performance is greatly affected in accordance to the quality of feedback provided.
If we merge all MBO is a program that encompasses:
§ specific goals
§ participatively set
§ for an explicit time period
§ with feedback on goal progress
Assumption 5:Employees may not require only threat, external control and coercion to work, but they can use self-direction
From the analysis of my position in part one of the study on the job design of my brokers position at my organization it became clear that what was lacking at my company to hinder job satisfaction and productivity was assistance from employees. I identified that my having the entire responsibilities at the company was preventing me from achieving full autonomy of being able to do the tasks that I want to do that could be more productive. To be more productive I need to have less low end responsibilities and more time for more important responsibilities. To accomplish this will require designing a position for a new hire and a plan on how to do so. To design the position properly I will review the job design methods.
For Example :
At Singapore Airlines, a ticket agent may take on the duties of a baggage handler.
Advantages of job rotation
Many organizations use job rotation for new managers to help them get a picture of the whole business as well.
The strengths of job rotation are that it reduces boredom, increases motivation, and helps employees better understand how their work contributes to the organization.
An indirect benefit is that employees with a wider range of skills give management more flexibility in scheduling work, adapting to changes, and filling vacancies.
Disadvantages of job rotation
Training costs increase, and moving a worker into a new position reduces productivity just when efficiency at the prior job is creating organizational economies.
Job rotation also creates disruptions when members of the work group have to adjust to the new employee.
supervisors may also have to spend more time answering questions and monitoring the work of recently rotated employees.
Advantages of Job enrichment
Employees typically work with managers to set job enrichment goals, identify desired competencies, and find appropriate placement.
allowing employees to cover for one another and prepare for possible
future promotions.
job enrichment shows it reduces absenteeism and turnover costs and increases satisfaction, but not all programs are equally effective.
For Example :
At Singapore Airlines, a ticket agent may take on the duties of a baggage handler.
Advantages of job rotation
Many organizations use job rotation for new managers to help them get a picture of the whole business as well.
The strengths of job rotation are that it reduces boredom, increases motivation, and helps employees better understand how their work contributes to the organization.
An indirect benefit is that employees with a wider range of skills give management more flexibility in scheduling work, adapting to changes, and filling vacancies.
Disadvantages of job rotation
Training costs increase, and moving a worker into a new position reduces productivity just when efficiency at the prior job is creating organizational economies.
Job rotation also creates disruptions when members of the work group have to adjust to the new employee.
supervisors may also have to spend more time answering questions and monitoring the work of recently rotated employees.
For example One recent survey of more than 5,000 HR professionals found that 35 percent of organizations allowed employees to telecommute at least part of the time,
and 21 percent allowed employees to telecommute full-time.