Applied Performance Practices - Copy

8/3/2019 Applied Performance Practices - Copy

1/27

6

C H A P T E R:C H A P T E R: S I XS I X

Applied

PerformancePractices

Applied



2/27

2

WestJet Motivates Employees

WestJet employees are

highly motivated through

profit sharing and stockoptions, empowerment,

job design, and self-

leadership.Canadian Press

Courtesy of WestJet


3/27

3

Money has multiple meanings

Symbol of success

Reinforcer and motivator

Source of reduced anxiety

Meaning of money varies

Higher value to men than to women

Cross-cultural differences

Financial Reward Practices

Corel Corp. With permission.


4/27

4

Types of Rewards in the Workplace

Membership and seniority

Job status

Competencies

Performance-based



5/27

5

Membership/Seniority Based Rewards

Fixed wages, seniority increases

Advantages G

uaranteed wages may attract job applicants Seniority-based rewards reduce turnover

Disadvantages Doesnt motivate job performance

Discourages poor performers from leaving

May act as golden handcuffs


6/27

6

Job Status-Based Rewards

Includes job evaluation and status perks

Advantages:

Job evaluation tries to maintain pay equity

Motivates competition for promotions

Disadvantages:

Employees exaggerate duties, hoard resources

Focuses employees on own jobs, not customers

Inconsistent with workplace flexibility


7/27

7

Competency-Based Rewards

Pay increases with competencies acquired

and demonstrated

Skill-based pay

Pay increases with skill modules learned

Advantages

More flexible work force, better quality,

consistent with employability

Disadvantages

Potentially subjective, higher training costs


8/27

8

OrganizationalOrganizationalrewardsrewards

Profit sharingProfit sharing Stock ownershipStock ownership Stock optionsStock options Balanced scorecardBalanced scorecard

TeamTeamrewardsrewards

BonusesBonuses GainsharingGainsharing

IndividualIndividual

rewardsrewards

BonusesBonuses CommissionsCommissions Piece ratePiece rate

Performance-Based Rewards


9/27

9

Evaluating Organizational Rewards

Positive effects Create an ownership culture

Adjusts pay with firms prosperity

Scorecards align rewards with several specificorganizational outcomes

Concerns with performance pay Weak connection between individual effort and

rewards

Reward amounts affected by external forces


10/27

10

Improving Reward Effectiveness

Link rewards to performance

Ensure rewards are relevant

Team rewards forinterdependent jobs

Ensure rewards are valued

Watch out for unintendedconsequences



11/27

11

Job Design

Assigning tasks to a job, including the

interdependency of those tasks with other jobs

Organizations goal -- to create jobs that allowwork to be performed efficiently yet employees

are motivated and engaged


12/27

12

Job Specialization

Dividing work into separate jobs that include

a subset of the tasks required to complete the

product or service

Scientific management

advocates job specialization

also emphasized person-job matching, training,

goal setting, work incentives


13/27

13

AdvantagesAdvantages DisadvantagesDisadvantages

Evaluating Job Specialization

Less time changing

activitiesLower training costs

Job mastered quickly

Better person-jobmatching

Job boredom

Discontentment pay

Higher costs

Lower quality

Lower motivation


14/27

14

WorkWork

motivationmotivation

GrowthGrowthsatisfactionsatisfaction

GeneralGeneralsatisfactionsatisfaction

WorkWorkeffectivenesseffectiveness

Job Characteristics Model

FeedbackFeedbackfrom jobfrom job

KnowledgeKnowledge

of resultsof results

Skill varietySkill variety

Task identityTask identity

Task significanceTask significance

MeaningfulnessMeaningfulness

AutonomyAutonomy ResponsibilityResponsibility

IndividualIndividual

differencesdifferences

CriticalCriticalPsychologicalPsychological

StatesStates

Core JobCharacteristics

OutcomesOutcomes


15/27

15

Job Rotation

Moving from one job

to another

Benefits Minimizes repetitive

strain injury

Multiskills the

workforce

Potentially reduces

job boredom

Job A

Job B

Job C

Job D


16/27

16

Job Enlargement

Adding tasks to an existing job

Example: video journalist

Employee 1Employee 1

Operates cameraOperates camera


Operates soundOperates sound


Reports storyReports story

Traditional news team

Video journalist

Operates camera

Operates sound

Reports story


17/27

17

Job Enrichment

Given more responsibility for scheduling,coordinating, and planning ones own work

1. Clustering tasks into natural groups

Stitching highly interdependent tasks into one job e.g., video journalist, assembling entire product

2. Establishing client relationships

Directly responsible for specific clients

Communicate directly with those clients


18/27

18

Empowerment at Semco

Ricardo Semler (shown in

photo) has taken

empowerment to new heights

at Brazilian conglomerate

Semco Corporation. Small

teams choose their objectives,

hire co-workers, work out

budgets, elect their own

bosses, and decide their ownpay

Courtesy of Semco Corp.


19/27

19

Dimensions of Empowerment

MeaningMeaning

CompetenceCompetence

Employees believe their work isimportant

Employees have feelings of self-

efficacy

ImpactImpactEmployees feel their actions

influence success

SelfSelf--

determinationdetermination

Employees feel they have

freedom and discretion


20/27

20

Supporting Empowerment

Individual factors

Possess required competencies, able to perform

the work

Job design factors

Autonomy, task identity, task significance, job

feedback

Organizational factors Resources, learning orientation, trust


21/27

21

Self-Leadership

The process of influencing oneself to establish

the self-direction and self-motivation needed

to perform a task

Includes concepts/practices from

Goal setting

Social learning theory

Sports psychology


22/27

22

Elements of Self-Leadership

PersonalPersonalGoal SettingGoal Setting

ConstructiveConstructiveThoughtThoughtPatternsPatterns

DesigningDesigningNaturalNatural

RewardsRewards

SelfSelf--

MonitoringMonitoring

SelfSelf--ReinforceReinforce--

mentment

Personal goal setting Employees set their own goals

Apply effective goal setting practices


23/27

23

PersonalPersonalGoal SettingGoal Setting


RewardsRewards

SelfSelf--



mentment



Positive self-talk Talking to ourselves about thoughts/actions

Potentially increases self-efficacy

Mental imagery

Mentally practising a task

Visualizing successful task completion


24/27

24


RewardsRewards


SelfSelf--



mentment

PersonalPersonal

Goal SettingGoal Setting


Finding ways to make the job itself more

motivating

e.g., altering the way the task is accomplished


25/27

25



RewardsRewards


mentment

PersonalPersonal


SelfSelf--



Keeping track of your progress toward the

self-set goal

Looking for naturally-occurring feedback

Designing artificial feedback


26/27

26


mentment



RewardsRewards

SelfSelf--


PersonalPersonal



Taking a reinforcer only after completing aself-set goal e.g., Watching a movie after writing two more

sections of a report

e.g., Starting a fun task after completing a taskthat you dont like


27/27

6

C H A P T E R:C H A P T E R: S I XS I X

Applied


Applied


Documents

Applied Performance Practices - Copy