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5-Motivation in Action.pdf

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Management Core
MGCR 222
Jim Fraser

Role of Money and Mistakes in Rewards 04 February 2013 19:54 - The Role of Money: ○ Money is the most commonlyused reward, but it may not play a large role in motivation.  An effective reward system links pay to performance,which is consistent with expectancy theory predictions. ○ Variable-pay programs: Portionof an employee'spay is based on some individual/organizational measure of performance ○ Price-rate pay plan: An individual-based incentive plan in which employeesare paid a fixed sum for each unit of production completed. ○ Bonuses ○ Gain sharing: A group based incentive plan in which improvementsin group productivity determines the total amount of money to be shared ○ Profit-sharing plan: An organization wide plan in which the employershares profits with employeesbased on a predetermined formula. ○ Employeestock ownership plan (ESPO): A company-establishedbenefit plan in which employeesacquired stock as part of their benefits (gain ownership). ○ Skill-based pay: Based on how many skills an employeehas or how many jobs they can do. - Mistakes made in reward systems: ○ Do not reward performance that is expected ○ Do not recognize rewards are culture bound ○ Rewards are not always necessary because in the right contextindividuals motivate themselvesintrinsically and can achieve high levels of performancein this way. Rewards in this case will decrease motivation. ○ Inflexible work schedules: Flexible work schedules can motivateby providing for the need for flexibility. Screen clipping taken: 04/02/2013 20:55 Designing Motivating Jobs 04 February 2013 21:50 - Job Characteristics Model -> Five core job dimensions and their relationship to personal and work outcomes. ○ Job enrichment (application of JCM) -> vertical expansion of jobs. ○ Core job dimensions:  Skill variety:degree of job variety -> use a number of different skills  Task identity: degree of completionrequired  Task significance : impact on lives/workof others.  Autonomy:degree of independence and discretion in procedures used.  Feedback: degree of direct/clear informationabout effectivenessof one's performance. ○ Critical psychological states:  Experienced meaningfulness: meaningful-> combine core dimensions-> employeeviews job as important.  Experienced responsibility for outcomes: greater autonomy->greater responsibility  Knowledge of the actual results: feedback-> e
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