motivational methods and program

8/12/2019 Motivational Methods and Program

1/22

This allows us to attract better performers and keep thegood talent we have

Steve Scholl


2/22

MOTIVATION THROUGH JOB DESIGN Major strategy for enhancing motivation is to make

the job so challenging and the worker so responsiblethat he/she is motivated just by performing the job.

JOB ENRICHMENT Refers to making the job more motivational and

satisfying by adding variety, responsibility, and

managerial decision making. Gives workers a sense of ownership,

responsibility, and accountability for their work.


3/22

CHARACTERSISTIC OF AN ENRICHED JOBCharacteristics Consequences

1. Direct feedback

2. Client relationships3. New learning4. Control over method5. Control over

scheduling

6. Unique experience7. Control over resources8. Direct communication

authority9. Personal accountability

Increasedjob

satisfaction

andproductivity


4/22

EMPOWERMENT AND INVOLVEMENT

AS A TYPE OF JOB ERICHMENT

Empowerment

Is the process of sharing power with group members,thereby enhancing their feelings of self-decency.

Empowering workers usually enhances their motivationbecause having more power is intrinsically motivating.


5/22

JOB CHARACTERISTIC MODELA method of job design that focuses on the task and

interpersonal demands of a job.

5 measurable characteristic of a job that can improveemployees motivation, satisfaction and performance.

1. Skill Variety

2. Task Identity

3. Task Significance4. Autonomy

5. Feedback


6/22

JOB CHARACTERISTIC MODELCore Job Characteristic Personal and Work OutcomesCritical Psychological States

Skill VarietyTask IdentityTask Significance

ExperiencedMeaningfulness of Work

Autonomy

Feedback from Job

Experienced Responsibilityfor Outcomes of work

Knowledge of ActualResults of Work Activities

High Internal Work Motivation

High General Job SatisfactionHigh Growth Satisfaction

Low Turnover and Absenteeism

High-Quality Work Performance

Strength of EmployeesNeed for Growth


7/22

JOB CRAFTING- refers to the physical and mental changes workers

make in the task or relationship aspects of their job.

3 Common Types of Job Crafting Involve Changing:

1. The number and type of job tasks

2. The interaction with others on the job

3. One's overview of the job


8/22

ORGANIZATIONAL BEHAVIOR

MODIFICATION

is the application of reinforcement theory formotivating people in work settings. OB Mod programstypically use positive reinforcement rather thanpunishment to modify behaviour.


9/22

Steps In A Formal OB Mod Program Identifying the behaviours.

Measure the baseline performance.

Analyze the behavioural antecedents and contingentconsequences in performance-related context.

Decides on an intervention strategy appropriate to thesituation.

Answer the question of whether the OB Mod programleads to performance improvement in observable andmeasurable terms.


10/22

RULES FOR THE APPLICATION OF

OB MOD PROGRAM Choose an appropriate reward or punishment.

Reinforce the behaviors you really want to encourage.

Supply ample feedback. Rewards should be commensurate with good deed.

Schedule rewards intermittently.

Rewards and punishments should follow the observedbehavior closely in time.

Make rewards visible to the recipient and to others.

Change the reward periodically.


11/22

WAYS TO MOTIVATE WORKERS

giving them praise

recognize them for doing a great job


12/22

EFFECTS ON MOTIVATING

WORKERS Employees take pride

Better performances

Motivated in the job More focused in work

Inspires to do more

Recognition as a Motivator

Compensation as an entitlement, recognition as a gift


13/22

Points to consider Feedback is an essential part of recognition specific

comment about the worker

Praise is one of the most powerful forms of recognitiongeneral praise or factual statement

Reward and recognition programs should be linked toorganizational goals

Employee input into what type of rewards andrecognition are valued is useful

It is important to evaluate the effectiveness of thereward and the recognition program


14/22

Pride as Motivator

Workers who are pride of their accomplishments areeager to receive their recognition for what they haveachieved. And once this recognition was given tothem, they tend to work harder to do their job to

attain more and experience again the same feelingwhen they were recognized.


15/22

MOTIVATION THROUGH FINANCIAL

INCENTIVES

A natural reinforcer for workers at any level is to offerthem financial incentives for good performance.Compensation is a major issue for modern workers.


16/22

EMPLOYEE STOCK OWNERSHIP

AND STOCK OPTIONSWidely used method of motivating workers through

financial means is to make them part owners of thebusiness through stock purchases.

Major potential problem with stock options as a

motivational tool is that they become worthless if astock plunges , because the employee is left with nooption to purchase stock at above the market value.


17/22

GAINSHARING

is a formal program of allowing employees toparticipate financially in the productivity gains theyhave achieved. Gainsharing Inc. is the institute thathelps promote this motivational method.


18/22

Four Key Advantages of this Profit-

sharing Method:A dramatic increase in productive capacity, in record

time.

The program achieves employee buy0in becauseemployees know exactly what benefit they will gainfrom performance improvement.

Employees learn more about business fundamentals.

Unnecessary overtime is reduced.


19/22

PROBLEM ASSOCIATED WITH

FINANCIAL INCENTIVES

Although financial incentives are widely used asmotivators, they can create problems.


20/22

CHOOSING AN APPROPRIATE

MOTIVATIONAL MODEL13 approaches:

1. The needs hierarchy2. The two-factor theory

3. The achievement-power-affiliation triad4. Goal theory5. Reinforcement theory6. Expectancy theory7. Equity theory8. Social learning theory9. Intrinsic versus extrinsic motivation10. Job design11. Organizational behaviour modifications12. Recognition13. Financial incentives


21/22

STEPS IN CHOOSING

1. Choose a motivational approach2. Observe the people that need motivation

3. Interview their interests and concerns

4. Apply the appropriate approach


22/22

Implications for Managerial

Practice Must be given careful consideration to enhance

motivation and productivity.

Gathering data on what they think would be a best wayto motivate them including rewards and what type ofwork.

Recognizing workers promptly for short term

accomplishments and recognizing for progress forthose who are doing a larger goals.

No motivational program is a substitute for adequatecompensation.

motivational methods and program

Documents