Bài giảng Organisational behaviour - Chapter 6 Applied motivation practices

Applied motivation practicesChapter learning objectivesExplain how money and other financial rewards affect our needs and emotions.Discuss the advantages and disadvantages of the four types of rewards.Identify four commonly applied team or organisational-level performance-based rewards.Describe five ways to improve reward effectiveness.Discuss the advantages and disadvantages of job specialisation.Diagram the job characteristics model of job design.Identify three strategies to enrich jobs.Describe the five elements of self-leadership.Explain how mental imagery improves employee motivation.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneRewarding employees at IKEAIKEA 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)3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMoney and employee needsaffects several needs, not just existence needsMoney and attitudesmoney ethic  not evil, represents success, should be budgeted carefullyMoney and self-identityinfluences our self-perceptionsevidence that men identify with money more than women The meaning of money© Corel Corp 4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMembership and seniorityJob statusCompetenciesPerformanceTypes of workplace rewards© Corel Corp 5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMembership/seniority-based rewardsFixed wages, seniority increasesAdvantages guaranteed wages may attract job applicantsseniority-based rewards reduce turnover Disadvantagesdon’t motivate job performancediscourage poor performers from leavingmay act as golden handcuffs 6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneJob status-based rewardsInclude job evaluation and status perksAdvantagesjob evaluation tries to maintain pay equitymotivate competition for promotionsDisadvantagesemployees exaggerate duties, hoard resourcescreate psychological distance across hierarchyinconsistent with flatter organisations7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCompetency-based rewardsPay increases with competencies acquired or demonstratedSkill-based paypay increases with skill modules learnedAdvantages more flexible work force, better quality, consistent with employabilityDisadvantagespotentially subjective, higher training costs8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisationalrewardsShare ownership Share optionsProfit sharingTeamrewardsGainsharingBonusesPerformance-based rewardsIndividualrewardsPiece rateCommissionsRoyalties Merit pay9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTeam and organisational rewardsGainsharing plansbased on cost reductions and increased labour efficiencyESOPsemployees own company sharesShare optionsright to purchase company shares at a future date at a predetermined price Profit sharingemployees receive share of profits10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePerformance reward problemsShift attention away from motivation of job itself to extrinsic rewardsCreate a psychological distance with reward giverDiscourage risk takingUsed as quick fixes 11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneImproving reward effectivenessLink rewards to performanceEnsure rewards are relevantUse team rewards for interdependent jobsEnsure rewards are valuedBeware of unintended consequences© Corel Corp 12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneJob designAssigning tasks to a job, including the interdependency of those tasks with other jobsTechnology influences, but does not determine, job designEmployability affects job design13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneAdvantagesDisadvantagesEvaluating job specialisationLess time changing tasksLower training costsJob mastered quicklyBetter person-job matchingJob boredomDiscontentment payLower qualityLower motivation14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneWorkmotivationGrowthsatisfactionGeneralsatisfactionWorkeffectivenessJob characteristics modelFeedbackfrom jobKnowledgeof resultsSkill varietyTask identityTask significanceMeaningfulnessAutonomyResponsibilityIndividualdifferencesCriticalpsychologicalstatesCore jobcharacteristicsOutcomes15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneJob enlargementJob rotationJob 1Operate cameraJob 2Operate soundJob 3Report storyJob 1Operate cameraOperate soundReport storyJob 2Operate cameraOperate soundReport storyJob 3Operate cameraOperate soundReport storyJob rotation vs job enlargement16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneJob enrichment in wine makingMike 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)17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneJob enrichment strategiesEmpowering employeesgiving employees more autonomyfeeling of control and self-efficacyForming natural work unitscompleting an entire taskassigning employees to specific clientsEstablishing client relationshipsemployees put in direct contact with clients© Marlborough Express (NZ)18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneObstacles to job designDifficult to accurately measure job characteristics Resistance to changeskilled workerslabour union leaderssupervisorsProblem finding optimal level of enrichment and specialisation19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSelf-leadershipThe process of influencing oneself to establish the self-direction and self-motivation needed to perform a taskIncludes concepts/practices fromgoal settingsocial learning theorysports psychology20 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneElements of self-leadershipPersonalgoal settingConstructivethoughtpatternsDesigningnaturalrewardsSelf-monitoringSelf-reinforce-mentPersonal goal settingemployees set their own goalsapply effective goal setting practices21 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePersonalgoal settingElements of self-leadershipDesigningnaturalrewardsSelf-monitoringSelf-reinforce-mentConstructivethoughtpatternsPositive self-talktalking to ourselves about thoughts/actionspotentially increases self-efficacyMental imagerymentally practising a taskvisualising successful task completion22 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDesigningnaturalrewardsElements of self-leadershipConstructivethoughtpatternsSelf-monitoringSelf-reinforce-mentFinding ways to make the job more motivatingeg altering the way the task is accomplishedPersonalgoal setting23 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneElements of self-leadershipConstructivethoughtpatternsDesigningnaturalrewardsSelf-reinforce-mentPersonalgoal settingSelf-monitoringKeeping track of your progress towards the self-set goallooking for naturally-occurring feedbackdesigning artificial feedback24 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSelf-reinforce-mentElements of self-leadershipConstructivethoughtpatternsDesigningnaturalrewardsSelf-monitoring‘Taking’ a reinforcer only after completing a self-set goaleg watching a movie after writing two more sections of a reporteg starting a fun task after completing a task that you don’t likePersonalgoal setting25 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOverview of the next chapterDescription of the stress experienceTypes of stressors in the workplaceIndividual differences in the stress processPhysiological, psychological and behavioural effects of stressFive ways to manage workplace stress26 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneApplied motivation practices