Professional Documents
Culture Documents
Motivation
Practices
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6ewarding Employees at IKEA
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O e Meaning of Money
`oney and employee needs
ï affects several needs, not just
existence needs
`oney and attitudes
ï `oney ethic -- not evil, represents
success, should be budgeted
carefully
`oney and self-identity
ï Influences our self-perceptions
ï Evidence that men more than
women identify with money
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Oypes of 6ewards in t e Workplace
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Members ip/Seniority Based 6ewards
Advantages
ï guaranteed wages may attract job applicants
ï seniority-based rewards reduce turnover
Disadvantages
ï doesn¶t motivate job performance
ï discourages poor performers from leaving
ï may act as golden handcuffs
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wob Status-
Status-Based 6ewards
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|ompetency--Based 6ewards
|ompetency
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Performance--Based 6ewards
Performance
Stock ownership
0rganizational Stock options
rewards Profit sharing
Team Gainsharing
rewards Bonuses
Piece rate
Individual Commissions
rewards Royalties
`erit pay
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6ewards at Steel Dynamics
(gainsharing).
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Oeam and Organizational 6ewards
Gainsharing plans
ï based on cost reductions and
increased labor efficiency
ES0Ps
ï employees own company stock
Stock options
ï right to purchase company
shares at a future date at a
predetermined price
Profit sharing | $ %!(
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Problems wit Performance 6ewards
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Improving 6eward Effectiveness
ÿink rewards to
performance
Ensure rewards are
relevant
Team rewards for
interdependent jobs
Ensure rewards are valued
Beware of unintended
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consequences
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wob Design
Technology influences,
but does not determine,
job design
) *
Advantages Disadvantages
ÿess time changing Job boredom
tasks Discontentment pay
ÿower training costs ÿower quality
Job mastered quickly ÿower motivation
Better person-job
matching
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wob | aracteristics Model
|ore wob |ritical
| aracteristics Psyc ological Outcomes
States
Individual
differences
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wob 6otation vs. wob Enlargement
wob 6otation
wob 1 wob 2 wob 3
0perate Camera 0perate Sound Report Story
wob Enlargement
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wob Enric ment Strategies
Empowering employees
ï giving employees more autonomy
ï feeling of control and self-efficacy
clients
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Obstacles to wob Design
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Self--Leaders ip
Self
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Elements of Self-
Self-Leaders ip
Constr ti e esigning Self-
Self-
Personal Self-
Self-
T o g t Nat ral Reinfor e-
e-
Goal Setting Patterns Re ards Monitoring ment
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Elements of Self-
Self-Leaders ip
|onstr tive esigning Self-
Self-
Personal Self-
Self-
O o g t Nat ral Reinfor e-
e-
Goal Setting Patterns Re ards Monitoring ment
Positive self-talk
ï Talking to ourselves about thoughts/actions
ï Potentially increases self-efficacy
`ental imagery
ï `entally practicing a task
ï Visualizing successful task completion
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Elements of Self-
Self-Leaders ip
Constru ti e Designing Self-
Self-
Personal Self-
Self-
T oug t atural 6einfor e-
e-
Goal Setting atterns 6ewards Monitoring ment
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Elements of Self-
Self-Leaders ip
Constr ti e esi nin Self-
Self-
ersonal Self-
Self-
T o t Nat ral Reinfor e-
e-
Goal Settin Monitorin
atterns Re ards ment
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Elements of Self-
Self-Leaders ip
Constr cti e esi nin Self-
Self-
Personal Self-
Self-
T o t Nat ral 6einforce--
6einforce
Goal Setting atterns 6e ards Monitorin ment
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