Class Notes (1,032,895)
CA (591,782)
McGill (36,142)
MGCR (718)
MGCR 222 (109)
Lecture 5

MGCR 222 Lecture Notes - Lecture 5: Job Satisfaction, Total Quality Management, W. M. Keck ObservatoryPremium

4 pages35 viewsFall 2015

Management Core
Course Code
MGCR 222
Jean- Nicolas Reyt

This preview shows page 1. to view the full 4 pages of the document.
1. Incentives and Job Design
Managers can think that their employees are either motivated by:
a. Extrinsic factors
Ex. Payment, awards, avoiding punishment
Mcgregor's 'theory X'
Incentive systems
b. Intrinsic factors
Ex. Challenge, desire to learn, task enjoyment
Mcgregor's 'theory Y'
Job characteristics model
2. Incentive Systems
Incentive systems refer to how (tangible) extrinsic rewards are distributed within an
Ex. What behaviours rewarded, what rewards given
A way to communicate what the organization values
a. Common Types
Salary, raises, promotions
Generally determined by seniority and merit
The relative weight of these factors, and how they are measures, are
key considerations
Pay for performance
Individual employees are rewarded in proportion to their
Ex. Commission on sales, piece-rates
Can also be implemented at the team-level
Pay for performance plans:
Compensation= s + b*x
Fixed: s = salary
Variable: b = rate of reward contingent on performance
Ex. Piece rate, bonus, profit-sharing, stock options
Performance measure: x = f (effort)
Often imperfect measure of effort and performance
Ex. Sales, stock price, managers evaluation
Considerations: how much of a compensation package should be
contingent on performance?
Depends on a fundamental trade-off:
How important are explicit external incentives
Ex. What other sources of motivation exist for
the job
You're Reading a Preview

Unlock to view full version

Subscribers Only

Loved by over 2.2 million students

Over 90% improved by at least one letter grade.