MODULE 20 MOTIVATIONAL DYNAMICS

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MODULE 20MOTIVATIONAL DYNAMICS

• Money isnt everything the job counts too

• What is the link between motivation, performance,
  and rewards?
• How do job designs and work schedules influence
  motivation?

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MOTIVATIONAL DYNAMICS Motivation, Performance
and RewardsMODULE GUIDE 20.1

• Motivation is influenced by both extrinsic and
  intrinsic rewards.
• Merit pay has pros and cons as a
  pay-for-performance system.
• Bonuses and profit sharing plans link pay with
  performance.
• Employee stock ownership ties financial rewards
  to firm performance.

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MOTIVATIONAL DYNAMICS Motivation, Performance
and Rewards
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MOTIVATIONAL DYNAMICS Motivation, Performance
and Rewards

• Extrinsic Reward
• is provided by someone else.
• Intrinsic Reward
• occurs naturally during job performance.
• Performance-contingent Reward
• is linked directly to job performance.

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MOTIVATIONAL DYNAMICS Motivation, Performance
and Rewards

• Merit Pay
• awards pay increases in proportion to performance
  contributions.
• Bonus Pay
• provides one-time payments based on performance
  accomplishments.
• Profit Sharing
• distributes to employees a proportion of net
  profits earned by the organization.
• Gain Sharing
• allows employees to share in cost savings or
  productivity gains realized by their efforts.
• Stock Options
• give the right to purchase shares at a fixed
  price in the future.

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MOTIVATIONAL DYNAMICS Job Designs and Work
SchedulesMODULE 20.2

• Job simplification builds narrow, routine, and
  repetitive jobs.
• Job rotation and job enlargement increase task
  variety in job content.
• Job enrichment expands job content with
  self-management responsibilities.
• Self-managing teams are a form of job enrichment
  for groups.
• Alternative work schedules offer flexibility in
  job context.
• Contingency and part-time work have pluses and
  minuses.

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MOTIVATIONAL DYNAMICS Job Designs and Work
Schedules
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MOTIVATIONAL DYNAMICS Job Designs and Work
Schedules

• Job Design
• is the allocation of specific work tasks to
  individuals and groups.

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MOTIVATIONAL DYNAMICS Job Designs and Work
Schedules

• Job Simplification
• employs people in clearly defined and very
  specialized tasks.
• Job Rotation
• increases task variety by periodically shifting
  workers between different jobs.
• Job Enlargement
• allows individuals to perform a broader range of
  tasks job rotation allows individuals to shift
  among different jobs of similar skill levels.
• Self Managing Teams
• Make many decisions about how they do their work

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MOTIVATIONAL DYNAMICS Job Designs and Work
Schedules
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MOTIVATIONAL DYNAMICS Job Designs and Work
Schedules

• Alternative Work Schedules
• Compressed Workweek
• allows a worker to complete a full-time job in
  less than the standard five days of 8-hour shifts
• Flextime
• describes any work schedule that gives employees
  some choice in daily work hours.
• Job Sharing
• two or more persons split one full-time job.
• Telecommuting
• involves using IT to work at home or outside the
  office.

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MOTIVATIONAL DYNAMICS Job Designs and Work
Schedules

• Contingency and Part-Time Work
• Part-time Work
• is temporary employment for less than the
  standard 40-hour workweek.
• Contingency Workers
• are employed on a part-time and temporary basis
  to supplement a permanent workforce.

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MOTIVATIONAL DYNAMICS Job Designs and Work
Schedules

• MANAGEMENT TIPS
• How to make telecommuting work for you
• Treat telecommuting like any workday keep
  regular hours.
• Limit nonwork distractions set up private
  space dedicated to work.
• Establish positive routines and work habits be
  disciplined.
• Report regularly to your boss and main office
  dont lose touch.
• Seek out human contact dont become isolated.
• Use technology instant messaging, intranet
  links, Net meetings.
• Keep your freedoms and responsibilities in
  balance.
• Reward yourself with time off let flexibility
  be an advantage.

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MOTIVATIONAL DYNAMICS Job Designs and Work
Schedules

• Work schedule trends and preferences
• Flextime ranks 1 in desired job supports.
• 12 of U.S. workers do some remote work.
• 70 of Agilents workers are remote at least
  some of the time.
• 33 of women and 28 of men would like
  part-time work if they could afford it.
• 58 of retiring baby boomers would like to work
  part-time.