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