Term
| LG1- Describe the job characteristics model and evaluate the way it motivates by changing the work environment. |
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Definition
Motivation by job design: the job characteristics model
-The job characteristics model: JCM: a model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy and feedback.
o 1. Skill variety: the degree to which a job requires a variety of different activities
o 2. Task identity: the degree to which a job requires completion of a whole and identifiable piece of work
o 3. Task significance: the degree to which a job has a substantial impact on the lives or work of other people
o 4. Autonomy: the degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.
o 5. Feedback: the degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his/her performance.
o Motivating potential score: MPS: a predictive index that suggests the motivating potential in a job. MPS=1/3(skills variety+ task identity + task significance) x autonomy x Feedback |
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Term
| LG2- Compare and contrast the thee main ways jobs can be redesigned. |
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Definition
How can jobs be redesigned?
oJob rotation (cross-training): the periodic shifting of an employee from one task to another
Advantages
• A means of increasing flexibility and avoiding layoffs
• boredom, increases motivation through diversifying the employee’s activities, and helps employees better understand how their work contributes to the organization
• Management has more flexibility in scheduling work, adapting to changes, filling vacancies
Drawbacks:
• Training costs are increased
• Productivity is reduced by moving a worker into a new position just when efficiency at the prior job is creating organizational economies
oJob enlargement: increasing the number and variety of tasks that an individual performs. Job enlargement results in jobs with more diversity
Jobs with more diversity
oJob enrichment: the vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution and evaluation of the work
Increase of the employee’s freedom, independence, responsibility
Provides feedback
Combining tasks, forming natural work units, establishing client relationship, expanding job vertically, opening feedback channels |
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Term
| LG3- Identify three alternative work arrangements and show how they ight motivate employees. |
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Definition
Flextime-flexible working hours
Advantages:Reduced absenteeism, increased productivity, reduced overtime expenses, reduced hostility toward management
Job sharing-an arrangement that allows two or more individuals to split a traditional 40-hour-a-week job
Advantages:Increases flexibility, draw on the talent of more than one individual in a given job
Teleworking-working from home at least two days a week on a telephone or computer that is linked to the employee’s office
Advantages:Increased productivity, decreased turn-over, less sick leave days, improved moral, larger pool of people
Ability and opportunity
Opportunity to perform: absence of obstacles that constrain the employee. High levels of performance are partially a function of the opportunity to perform. |
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Term
| LG4-Give examples of employee involvement measures and show how they can motivate employees. |
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Definition
Employee involvement: A participative process that uses the input of employees and is intended to increase employee commitment to an organization’s success
- Examples of employee involvement programs
o Participative management: a process in which subordinates share a significant degree of decision-making power with their immediate superiors
o Representative management: a system in which workers participate in organizational decision making through a small group of representative employees
o Quality circles: a work group of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions |
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Term
| LG5- Demonstrate how different types of variable-pay programmes can increase employee motivation. |
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Definition
1-What to pay: establishing a pay structure
o Balancing internal equity- the worth of the job to the organization (usually established through a technical process called job evaluation)- and external equity- the external competitiveness of an organization’s pay relative to pay elsewhere in its industry (usually established through pays surveys)
2-How to pay: rewarding individual employees through variable-pay programs
o Variable pay program: a pay plan that bases a portion of an employee’s pay on some individual and/or organizational measure of performance
o Piece-rate pay: a pay plan in which workers are paid a fixed sum for each unit of production completed
o Merit-based pay: a pay plan based on performance appraisal ratings
o Bonuses: a pay plan that rewards employees for recent performance rather than historical performance
o Skill-based pay: a pay plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do
o Profit-sharing plans: an organization-wide program that distributes compensation based on some established formula designed around a company’s profitability
o Gain-sharing: a formula based group incentive plan
o Employee stock ownership plans (ESOPs): a company-established benefits plan in which employees acquire stock, often at below-market prices as part of their benefits
o Evaluation of variable pay
Variable-pay programs increase motivation and productivity
4-Intrinsic rewards. |
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Term
| LG6- Show how flexible benefits turn benefits into motivators |
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Definition
3-Flexible benefits: developing a benefits package
o Flexible benefits: a benefits plan that allows each employee to put together a benefits package individually tailored to his/her own needs and situation
If a woman with small children, then short hours, teleworking, child care or job sharing… |
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