CHAPTER6

Applied Performance Practices

Financial Reward Practices

Financial rewards -- fundamental part of employment
relationship
Pay has multiple meanings
symbol of success
reinforcer and motivator
reflection of performance
can reduce anxiety
Men value money more than women As a symbol of power
& status
Cultural values influence the meaning and value of money
Types of Financial Rewards in the Workplace
1. Membership & Seniority 2. Job Status

3. Competencies 4. Performance Based

 Improving

Reward Effectiveness
Link rewards to
performance
Ensure rewards are relevant
Team rewards for interdependent jobs
Ensure rewards are valued
Watch out for unintended consequences

6.3 Job Design Practices

Job design is the process of assigning tasks to a job,
including the interdependency of those tasks with other
jobs
The challenge, at least from the organizations
perspective, is to find the right combination so that work is
performed efficiently but employees are motivated and
engaged.

6.3.1 Job Design and Work Efficiency

Job specialization is the result of division of labor in
which work is subdivided into separate jobs assigned to
different people.
Scientific Management : Toolkit of activities
(Training, goal setting, incentives) to achieve maximum
efficiency
Why would companies divide work into such tiny bits?
Spend less time changing activities
Less time and fewer resources are needed for training
Jobs are mastered quickly
Skills can be match more precisely
Problems with job specialization
 Undermine the motivational potential of joba. (Become
easier)
Reduce work quality employee only see a small part of process

6.3.2 Job Design and Work Motivation

Motivator-hygiene theory: Herzbergs theory
stating that employees are primarily motivated by
growth and esteem needs, not by lower-level needs and
also poor working conditions.
Herzberg argued tht only characteristics of the job itself motivate
employees.

Core job
characteristics:
Skill variety

Task identity

Task significance

Autonomy

Job feedback

Critical psychological states

Experienced meaningfulness
Experienced responsibility
Knowledge of results
Employees who experience these psychological states
tend to have higher levels of internal work motivation
(motivation from the work itself), job satisfaction
(particularly satisfaction with the work itself), and work
effectiveness

6.3.3 Job Design Practices That Motivate

Job rotation is the practice of moving employees from
one job to another
 Job enlargement adds tasks to an existing job
Job enrichment occurs when employees are given
more responsibility for scheduling, coordinating, and
planning their own work
6.4 Empowerment Practices
Empowerment is a psychological concept represented
by four dimensions: self-determination, meaning,
competence, and impact of the individuals role in the
organization
Dimension of employees empowerment:
Self-determination
Meaning
Competence
impact
6.5 Self-Leadership Practices
Self-leadership refers to the process of influencing
oneself to establish the self-direction and self-
motivation needed to perform a task.
Elements of self-leadership