2003 mcgraw-hill australia pty ltd ppts t/a organisational behaviour on the pacific rim by mcshane...
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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E RC H A P T E R 66Applied Applied motivation motivation practicespractices
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22
Chapter learning objectivesChapter learning objectives
1. Explain how money and other financial rewards affect our needs and emotions.
2. Discuss the advantages and disadvantages of the four types of rewards.
3. Identify four commonly applied team or organisational-level performance-based rewards.
4. Describe five ways to improve reward effectiveness.5. Discuss the advantages and disadvantages of job
specialisation.6. Diagram the job characteristics model of job design.7. Identify three strategies to enrich jobs.8. Describe the five elements of self-leadership.9. Explain how mental imagery improves employee
motivation.
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 33
Rewarding employees at IKEARewarding employees at IKEA
IKEA held a special bonus in
which the Scandinavian home
furnishings company pledged
an entire day’s sales revenue
to employees. The day
doubled previous sales records
and awarded each employee
$2400.© Steve Lunam/Sun-Herald (Sydney)
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 44
Money and employee needs affects several needs, not just
existence needs
Money and attitudes money ethic not evil,
represents success, should be budgeted carefully
Money and self-identity influences our self-perceptions evidence that men identify with
money more than women
The meaning of moneyThe meaning of money
© Corel Corp
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 55
Membership and seniority
Job status
Competencies
Performance
Types of workplace rewardsTypes of workplace rewards
© Corel Corp
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 66
Membership/seniority-based rewardsMembership/seniority-based rewards
Fixed wages, seniority increases Advantages
guaranteed wages may attract job applicants seniority-based rewards reduce turnover
Disadvantagesdon’t motivate job performancediscourage poor performers from leavingmay act as golden handcuffs
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 77
Job status-based rewardsJob status-based rewards
Include job evaluation and status perks
Advantages job evaluation tries to maintain pay equitymotivate competition for promotions
Disadvantagesemployees exaggerate duties, hoard resources create psychological distance across hierarchy inconsistent with flatter organisations
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 88
Competency-based rewardsCompetency-based rewards
Pay increases with competencies acquired or demonstrated
Skill-based paypay increases with skill modules learned
Advantages more flexible work force, better quality, consistent with employability
Disadvantagespotentially subjective, higher training costs
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 99
Organisationalrewards
• Share ownership • Share options• Profit sharing
Teamrewards
• Gainsharing• Bonuses
Performance-based rewardsPerformance-based rewards
IndividualIndividualrewardsrewards
• Piece ratePiece rate• CommissionsCommissions• Royalties Royalties • Merit payMerit pay
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1010
Team and organisational rewardsTeam and organisational rewards
Gainsharing plans based on cost reductions and increased labour
efficiency
ESOPs employees own company shares
Share options right to purchase company shares at a future
date at a predetermined price
Profit sharing employees receive share of profits
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1111
Performance reward problemsPerformance reward problems
Shift attention away from motivation of job itself to extrinsic rewards
Create a psychological distance with reward giver
Discourage risk taking
Used as quick fixes
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1212
Improving reward effectivenessImproving reward effectiveness
Link rewards to performance
Ensure rewards are relevant
Use team rewards for interdependent jobs
Ensure rewards are valued
Beware of unintended consequences
© Corel Corp
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1313
Job designJob design
Assigning tasks to a job, including the interdependency of those tasks with other jobs
Technology influences, but does not determine, job design
Employability affects job design
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1414
AdvantagesAdvantages DisadvantagesDisadvantages
Evaluating job specialisationEvaluating job specialisation
Less time changing tasks
Lower training costs
Job mastered quickly
Better person-job matching
Job boredom
Discontentment pay
Lower quality
Lower motivation
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1515
WorkWorkmotivationmotivation
GrowthGrowthsatisfactionsatisfaction
GeneralGeneralsatisfactionsatisfaction
WorkWorkeffectivenesseffectiveness
Job characteristics modelJob characteristics model
FeedbackFeedbackfrom jobfrom job
KnowledgeKnowledgeof resultsof results
Skill varietySkill variety
Task identityTask identity
Task significanceTask significanceMeaningfulnessMeaningfulness
AutonomyAutonomy ResponsibilityResponsibility
IndividualIndividualdifferencesdifferences
CriticalCriticalpsychologicalpsychological
statesstatesCore jobCore job
characteristicscharacteristics OutcomesOutcomes
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1616
Job enlargementJob enlargement
Job rotationJob rotation
Job 1Job 1Operate cameraOperate camera
Job 2Job 2Operate soundOperate sound
Job 3Job 3Report storyReport story
Job 1Job 1
Operate cameraOperate cameraOperate soundOperate sound
Report storyReport story
Job 2Job 2
Operate cameraOperate cameraOperate soundOperate sound
Report storyReport story
Job 3Job 3
Operate cameraOperate cameraOperate soundOperate sound
Report storyReport story
Job rotation vs job enlargementJob rotation vs job enlargement
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1717
Job enrichment in wine makingJob enrichment in wine making
Mike Just has an enriched job as wine maker at Lawson’s Dry Hills Winery near Blenheim, NZ. ‘[W]e plant vines here, we pick them, we make the wine on site and bottle it, then sell it to customers who come in’, explains Just, who also enjoys jousting.
© Marlborough Express (NZ)
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1818
Job enrichment strategiesJob enrichment strategies
Empowering employees giving employees more
autonomy feeling of control and self-efficacy
Forming natural work units completing an entire task assigning employees to specific
clients
Establishing client relationships employees put in direct contact
with clients
© Marlborough Express (NZ)
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1919
Obstacles to job designObstacles to job design
Difficult to accurately measure job characteristics
Resistance to change skilled workers labour union leaders supervisors
Problem finding optimal level of enrichment and specialisation
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2020
Self-leadershipSelf-leadership
The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task
Includes concepts/practices fromgoal setting social learning theory sports psychology
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2121
Elements of self-leadershipElements of self-leadership
PersonalPersonalgoal settinggoal setting
ConstructiveConstructivethoughtthoughtpatternspatterns
DesigningDesigningnaturalnaturalrewardsrewards
Self-Self-monitoringmonitoring
Self-Self-reinforce-reinforce-
mentment
Personal goal settingemployees set their own goalsapply effective goal setting practices
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2222
PersonalPersonalgoal settinggoal setting
Elements of self-leadershipElements of self-leadership
DesigningDesigningnaturalnaturalrewardsrewards
Self-Self-monitoringmonitoring
Self-Self-reinforce-reinforce-
mentment
ConstructiveConstructivethoughtthoughtpatternspatterns
Positive self-talk talking to ourselves about thoughts/actionspotentially increases self-efficacy
Mental imagerymentally practising a taskvisualising successful task completion
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2323
DesigningDesigningnaturalnaturalrewardsrewards
Elements of self-leadershipElements of self-leadership
ConstructiveConstructivethoughtthoughtpatternspatterns
Self-Self-monitoringmonitoring
Self-Self-reinforce-reinforce-
mentment
Finding ways to make the job more motivatingeg altering the way the task is accomplished
PersonalPersonalgoal settinggoal setting
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2424
Elements of self-leadershipElements of self-leadership
ConstructiveConstructivethoughtthoughtpatternspatterns
DesigningDesigningnaturalnaturalrewardsrewards
Self-Self-reinforce-reinforce-
mentment
PersonalPersonalgoal settinggoal setting
Self-Self-monitoringmonitoring
Keeping track of your progress towards the self-set goal looking for naturally-occurring feedbackdesigning artificial feedback
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2525
Self-Self-reinforce-reinforce-
mentment
Elements of self-leadershipElements of self-leadership
ConstructiveConstructivethoughtthoughtpatternspatterns
DesigningDesigningnaturalnaturalrewardsrewards
Self-Self-monitoringmonitoring
‘Taking’ a reinforcer only after completing a self-set goaleg watching a movie after writing two more sections of a report
eg starting a fun task after completing a task that you don’t like
PersonalPersonalgoal settinggoal setting
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2626
Overview of the next chapterOverview of the next chapter
Description of the stress experience
Types of stressors in the workplace
Individual differences in the stress process
Physiological, psychological and behavioural effects of stress
Five ways to manage workplace stress
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E RC H A P T E R 66Applied Applied motivation motivation practicespractices