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Motivating  Employees ( Theory  not  covered here, but needed for exam) Strategies Incentive  Schemes Job Enrichment  -  Empowerment
MOTIVATION Revisiting motivation… Why  bother  ??? Attraction Development Contribution  retention employee  engagement...
Employee  Engagement ,[object Object],Some  Key  drivers… easier  for  small companies...
Some  Key  Drivers  of  EE common  to  many  studies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Consequences  of EE – one  study – highly engaged employees  outperform disengaged by 2—28 % - one study Older emp –  rewards and recognition
MOTIVATION  MUSINGS ,[object Object],[object Object],[object Object],[object Object],[object Object]
Motivation  Musings ,[object Object],[object Object],[object Object],[object Object],[object Object],Different  Techniques  - importance of money
DOES  MONEY  MOTIVATE? ,[object Object],[object Object],The  problem  with  money… indicates  performance indicates  appreciation
The  Problem  with  Money… ,[object Object],[object Object],[object Object],[object Object],Types of money incentives
MONEY  INCENTIVES  MAY  BE ,[object Object],[object Object],[object Object]
INCENTIVES  FOR  OPERATIONS  EMPLOYEES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Problems  with  incentives no details required for exam
PROBLEMS  WITH  INCENTIVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Other types of incentives
OTHER  KINDS  OF  INCENTIVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Other motivational strategies
SOME  MOTIVATION  STRATEGIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SOME  MOTIVATION  STRATEGIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
JOB  DESIGN ,[object Object],[object Object],[object Object],[object Object],McJob??? What does job design include…
JOB  DESIGN ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How to design a job to make it meaningful
What  makes  a  Job  meaningful? Job Characteristics  Model of  Hackman and Oldman ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Approaches to job design
Approaches  to  job  design ,[object Object],[object Object],[object Object],[object Object],[object Object],AUTONOMOUS WORK GROUPS
Autonomous  Work  Groups  -  Self  Managing  Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SMTs ,[object Object],[object Object],[object Object],[object Object]
AUTONOMOUS  WORK  GROUPS at  DR  REDDY’S-  Human  Capital – Jan 2003 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Other  companies  using SMT
 
Other  Companies  that  use  SMT  Human  Capital – Jan 2003 ,[object Object],[object Object],[object Object],[object Object],[object Object],Barriers  to  implementing SMTs
Barriers  to  implementing  Autonomous  Work  Groups ,[object Object],[object Object],[object Object],[object Object],[object Object],end
Intrinsic  Motivation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EXPECTANCY  THEORY MOTIVATIONAL FORCE  = VALENCE*EXPECTANCY OUTCOME 1 OUTCOME 2 2 B 2 A 1 B 1 A INSTRUMENTALITY EXPECTANCY VALENCE - +1  to  - 1 EXPECTANCY  0 - 1 INSTRUMENTALITY  0 - 1
PERFORMANCE  SATISFACTION  MODEL INTRINSIC REWARDS VALUE  OF  REWARD EFFORT PERCEIVED  EFFORT/REWARD  PROBABILITY ROLE  PERCEPTIONS PERFORMANCE (ACCPMPLISHMENT) ABILITIES  AND TRAITS PERCEIVED EQUITABLE REWARDS EXTRINSIC REWARDS SATISFACTION
What Job Enrichment Means  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EMPOWERMENT ,[object Object],[object Object],Empowerment  requires authority  to  resolve  work  related  problems...
EMPOWERMENT  REQUIRES … ,[object Object],[object Object],[object Object],[object Object],Some  issues  in  empowerment
ISSUES  IN  EMPOWERMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
From Dirxions Jan 2008 YES Bank says "Yes" to Red Box Rewards YES Bank has engaged Red Box Rewards to manage rewards to be given to its employees for exceptional sales performance. The program aims to recognize and reward consistently good performance among its sales staff and increase overall productivity. Reward items range from cars to motor-bikes and white goods such as air conditioners and DVD players.

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Motivation

  • 1. Motivating Employees ( Theory not covered here, but needed for exam) Strategies Incentive Schemes Job Enrichment - Empowerment
  • 2. MOTIVATION Revisiting motivation… Why bother ??? Attraction Development Contribution retention employee engagement...
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
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  • 26. EXPECTANCY THEORY MOTIVATIONAL FORCE = VALENCE*EXPECTANCY OUTCOME 1 OUTCOME 2 2 B 2 A 1 B 1 A INSTRUMENTALITY EXPECTANCY VALENCE - +1 to - 1 EXPECTANCY 0 - 1 INSTRUMENTALITY 0 - 1
  • 27. PERFORMANCE SATISFACTION MODEL INTRINSIC REWARDS VALUE OF REWARD EFFORT PERCEIVED EFFORT/REWARD PROBABILITY ROLE PERCEPTIONS PERFORMANCE (ACCPMPLISHMENT) ABILITIES AND TRAITS PERCEIVED EQUITABLE REWARDS EXTRINSIC REWARDS SATISFACTION
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.  
  • 33.  
  • 34. From Dirxions Jan 2008 YES Bank says "Yes" to Red Box Rewards YES Bank has engaged Red Box Rewards to manage rewards to be given to its employees for exceptional sales performance. The program aims to recognize and reward consistently good performance among its sales staff and increase overall productivity. Reward items range from cars to motor-bikes and white goods such as air conditioners and DVD players.

Notas del editor

  1. DNA 29/9/06 Sony India has lost a lot of its product managers. The alleged reason (apart from a buoyant job market) isa strong hierarchical culture exacerbated by the influx of Japanese maangers who have been placed in a new top management level. Thus the existing product heads, earlier reporting to the jap head of marketing now reports to a Jap manager who is part of this new level. It has blocked the growth of prospects of middle managers. From BT – 2006/07- Infy again a best place to work in While hr execs such as Maitra may have been able to meet with every employee a decade or more ago (when the workforce numbered just around 1,000), technology now helps them prepare individual career paths for Infoscions. "That's something that stands out for me about Infosys ," says Rai. "Employees can choose at what pace they want to run their career. I have chosen not to run at break-neck speed, but the company is okay with that." – she leaves for home at 6 pm- 32 year old Project Manager