05 lang OB 8e pp ch05 1 - PPT PDF

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Material pertinent to this discussion is found under “SnapShot Summary” at the end of the chapter.

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Material pertinent to this discussion is found under “SnapShot Summary” at the end of the chapter.

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Material pertinent to this discussion is found under “SnapShot Summary” at the end of the chapter.

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Material pertinent to this discussion is found at the beginning of the chapter.

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Material pertinent to this discussion is found at the beginning of the chapter.

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LO1; Material pertinent to this discussion is found under “From Theory to Practice: The Role of Money.”

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LO1; Material pertinent to this discussion is found under “Creating Effective Reward Systems.”

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LO1; Material pertinent to this discussion is found under “Creating Effective Reward Systems.”

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LO1; Material pertinent to this discussion is found under “Creating Effective Reward Systems.” Note: This is the introductory slide to further details in future slides on these concepts.

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LO1; Material pertinent to this discussion is found under “Creating Effective Reward Systems.”

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LO1; Material pertinent to this discussion is found under “Creating Effective Reward Systems.”

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LO1; Material pertinent to this discussion is found under “Creating Effective Reward Systems.”

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LO2; Material pertinent to this discussion is found under “Creating Effective Reward Systems.”

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LO3; Material pertinent to this discussion is found under “Creating Effective Reward Systems.”

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LO3; Material pertinent to this discussion is found under “Creating Effective Reward Systems.”

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LO3; Material pertinent to this discussion is found under “Creating Effective Reward Systems.” Perhaps more often than we would like, organizations engage in what has been called “the folly of rewarding A, while hoping for B.” A recent survey suggests that three themes seem to account for some of the biggest obstacles in dealing with the folly. First, individuals are unable to break out of old ways of thinking about reward and recognition practices. This is demonstrated in such things as an emphasis on quantifiable behaviours, to the exclusion of non-quantifiable behaviours; employees having an entitlement mentality (i.e., they don’t support changing the reward system because they are comfortable with the current behaviours that are rewarded), and management being reluctant to change the existing performance system. A second factor is that organizations often don’t look at the big picture of their performance system. Consequently, rewards are allocated at subunit levels, with the result that units often compete against each other. Finally, both management and shareholders often focus on short-term results, rather than rewarding employees for planning for longer ranges.

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LO3; Material pertinent to this discussion is found under “Creating Effective Reward Systems.” Abolish incentives: Pay people generously and fairly, make sure people don’t feel exploited, and then make sure that pay is not on their minds. Re-evaluate evaluation: Rather than making performance appraisals look and feel like a punitive effort—who gets raises, who gets promoted, who is told they’re performing poorly—the performance evaluation system might be structured more like a two-way conversation to trade ideas and questions, done continuously, not as a competition. Create the conditions for authentic motivation: A noted economist recently summarized the evidence about pay for productivity as follows: “Changing the way workers are treated may boost productivity more than changing the way they are paid.” Collaboration: People are more likely to perform better in well-functioning groups where they can get feedback and learn from each other. Content: People are generally the most motivated when their jobs give them an opportunity to learn new skills, provide variety in the tasks that are performed, and enable them to demonstrate competence. Choice: “We are most likely to become enthusiastic about what we are doing— and all else being equal, to do it well—when we are free to make decisions about the way we carry out a task.”

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LO4; Material pertinent to this discussion is found under “Motivating by Job Redesign.” Managers have several options at their disposal if they want to redesign or change the makeup of employee jobs.

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LO4; Material pertinent to this discussion is found under “Motivating by Job Redesign.”

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LO4; Material pertinent to this discussion is found under “Motivating by Job Redesign.”

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LO4; Material pertinent to this discussion is found under “Motivating by Job Redesign.”

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LO4; Material pertinent to this discussion is found under “Motivating by Job Redesign.”

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LO5; Material pertinent to this discussion is found under “Motivating by Job Redesign.”

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LO5; Material pertinent to this discussion is found under “Motivating by Job Redesign.”

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LO6; Material pertinent to this discussion is found under “Motivating by Job Redesign.”

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LO6; Material pertinent to this discussion is found under “Motivating by Job Redesign.”

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LO6; Material pertinent to this discussion is found under “Motivating by Job Redesign.”

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LO6; Material pertinent to this discussion is found under “Employee Involvement.”

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LO8; Material pertinent to this discussion is found under “Motivation: Putting It All Together.”

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LO8; Material pertinent to this discussion is found under “Motivation: Putting It All Together.”

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Material pertinent to this discussion is found at the end of the chapter.

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Material pertinent to this discussion is found at the end of the chapter.

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Material pertinent to this discussion is found at the end of the chapter.

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Material pertinent to this discussion is found at the end of the chapter.

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Material pertinent to this discussion is found at the end of the chapter.

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Material pertinent to this discussion is found at the end of the chapter.

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Material pertinent to this discussion is found at the end of the chapter. This slide can be used to debrief the exercise, showing what can be done to enrich the job.

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