unit 4 motivating employees

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    Unit -4

    Motivating Employees-Motivational Strategies, IncentiveSchemes, Empowerment- Job

    Satisfaction, Morale, PersonnelTurnover

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    Motivation According to Fred Luthans Motivation is a process whichbegins with a physiological or psychological need or deficiencywhich triggers behavior or a drive

    that is aimed at a goal or anincentive.

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    Employee Compensation

    Laying down a fair & equitable compensationsystem is common problem area to all theorganization.The objective of employee compensation issimple, the process is complex.In comparison to other aspects of HRM

    ( training, career management.. etc.)compensation is considered important andcrucial for all employees.

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    Motivational Strategies for Employees

    Monetary Incentives

    Non Monetary IncentivesUnder this there are two types of programmes-

    Employee Recognition ProgrammesEmployee Involvement Programmes

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    Monetary Incentives

    V ariable Pay( Piece Rate, Bonus, GainSharing)

    Flexible Benefits ( Medical, Petrol, Uniform Allowances etc.)Skill Base Pay

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    Motivational Strategies for Employees

    Monetary Incentives-V ariable Pay

    These are awards linked to some applicablecriterion rather than seniority or job title.Piece Rate ([email protected] unit produce)Bonus (Bonus on the basis of good companyperformances)Gain Sharing (increase in productivity is ameasure to distribute compensation)

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    Motivational Strategies for Employees

    Monetary Incentives-Flexible Benefits

    It is the need of current business environment tocustomize motivation plans. Under the flexiblebenefit plan, an employer allow the employees to

    pick from a basket of benefit options. (eg. Petrolallowance , Medical benefits etc.)

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    Motivational Strategies for Employees

    Monetary Incentives-Skill Based Pay

    This involves using an employees skill set todetermine his /her valued contribution to thecompany, and then they are paid accordingly.

    eg.- if a mechanic acquires the skills of anelectrician, he will be rewarded extra for hisadditional skills used by the firm.

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    N on Monetary Incentives

    There are two types of programmes-Employee Recognition Programmes

    Employee Involvement Programmes

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    N on Monetary MotivationProgrammesEmployee Recognition Programmes

    C ongratulate an employee by writing a mail /letter / complimenting him in a formal meetingInstall an award / certificate

    Group good performance recognition T- shirts, C alendar etc.

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    Work group of nearly 8 -10 people, sharedarea of work responsibility, mainly to discussquality problem and to boost productivity .

    Eg. Tata International Ltd.(Dewas)Hindustan Motors Ltd.( Pithampur)TV S Electronics ( C hennai)

    Limitations-The concept of quality circles will work only if top management is committed.

    Q uality Circles

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    Empowerment

    Empowerment means giving subordinatesenough autonomy for crucial decision makingand the freedom to redefine work priorities.

    Employers invite employees to suggest ways

    and means of improving their businesses andhelp in the organizational growth process.Empowerment = Accountability with Power Limitations-C are is to be exercised to ensure that

    employees do not super cede each otherspre defined work limits.

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    Job RedesignJob Design is a process of deciding on the

    content of a job in terms of technique ,systemsand procedures, and on the relationships

    between the job holder and his superiors.

    Job Redesign is a technique for enriching the jobcharacteristics with a improving the QWL .

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    Job DesignJob design involves

    Deciding what task will be performed by theworkforceDeciding how these tasks will grouped together and assigned to individualsDeciding how individuals will relate to each other

    (co-ordination)Deciding how they will be rewarded.

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    Job RotationJ ob Rotation involves periodic assignment of an

    employee to completely different sets of jobactivities.

    Basically to make the job more challenging,creating greater job interest for the employeesand reducing boredom thru diversifying theemployee activities, more flexibility in schedulingwork ,adapting to changes.

    Limitation-Training cost is increased

    J ob rotation creates disruptions.

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    Job EnlargementThe assumptions behind the concept of J ob

    Rotation are Output will increase if- the workers abilities are

    fully utilized, the worker has more control over work and the workers interest in the work andthe workplace is simulated.

    J obs can be enlarged both horizontal dimension(additional responsibilities) and verticaldimension (additional responsibilities and self control)

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    Job EnrichmentJ ob Enrichment is defined as Thedesign of a job to provide a worker

    with greater responsibility ,closure (acomplete job) and more timelyfeedback about the performance.

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    Five core dimensions of J ob Enrichment-Task V ariety- Optimum variety of tasks withinthe job, allowing employees to performdifferent operations that require different skills.Task Identity- Task identity allows employeesto perform a complete piece of work.Task significance -Imparting that workersbelieve that they are doing somethingimportant in their organization.

    Autonomy -C ontrol over their own work.Workers accept responsibility , if they havesome freedom in setting of standard of qualityand quantity of production.Feedback

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