MGMT 340 Ch. 6

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tv
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36552
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MGMT 340 Ch. 6
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2010-09-22 05:44:44
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Applied Performance Practices
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  1. Rewards
    Intrinsic--inner rewards produced by type of work or job itself (challenging work; employee involvement)

    Extrinsic--tangible rewards provided by type of job or quality of work ($$$$ is most significant extrinsic reward, as it provides many with identity--right or wrongly)

    Predictable/ unpredictable rewards (unpredictable rewards can create anxiety)
  2. Intrinsic
    inner rewards produced by type of work or job itself (challenging work; employee involvement)
  3. Extrinsic
    tangible rewards provided by type of job or quality of work ($$$$ is most significant extrinsic reward, as it provides many with identity--right or wrongly)
  4. Types of Rewards in the Workplace
    • Membership and seniority - Fixed wages, seniority increases; attracts a lot of applicants, less turnover
    • Job status - Includes job evaluation and status perks. Motivates competition.
    • Competencies - Pay increases with skills/competencies acquired and demonstrated. More flexible workforce, better quality, cross train

    Performance-based - Organization- stock, profit sharing, Team - GAINSHARING and Individual Rewards - bonus
  5. Balanced Scorecard
    Reward system --> Customers, Internals, Employees

    Strategic management system to improve business

    • Improving reward effectiveness
    • link rewards to performance
    • insure relevant
    • rewards what you want
    • insure rewards are valued
  6. Job Design
    Create a job for employees that will motivate and they can work efficiently
  7. Job Specialization
    Dividing work into separate jobs that include a subset of the tasks required to complete the product or service
  8. Herzberg’s Motivator-Hygiene Theory
    lecture notes
  9. Job Rotation
    Moving from one job to another

    • Benefits
    • Minimizes repetitive strain injury
    • Multiskills the workforce
    • Potentially reduces job boredom
  10. Job Enlargement
    • Adding tasks to an existing job
    • Example: video journalist

    slide 92
  11. Empowerment
    A command and control system puts responsibility for performance solely in manager’s hands, versus empowering employees to figure out how to best get job done and figure problems out on their own

    (Managers tell you what to do, not employees try to figure out how to solve the problems themselves.)
  12. Self-Leadership
    The process of influencing ourselves to establish the direction and motivation needed to perform a task

    • Includes concepts/practices from:
    • Goal setting
    • Social learning theory
    • Sports psychology

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