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Chapter 5

BUS 272 Chapter Notes - Chapter 5: Alfie Kohn, Telecommuting, Ingroups And Outgroups


Department
Business Administration
Course Code
BUS 272
Professor
Christopher Zatzick
Chapter
5

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Chapter 5 Motivation in Action
Providing the Cash-Flow
Variable Pay Program is where a portion of the employees pay is based on performance
Individual Based Incentives
Piece Rate Pay Plan is when you’re paid a fixed sum for each unit of production completed
Merit Based Pay is based on performance appraisal
Bonuses is when one is rewarded for recent performances opposed to historical
Skill Based is based on how many skills employees have or how many jobs they have
Group Based Incentives
Gainsharing is when improvements in-group productivity determine the amount of money shared
Organizational Based Incentives
Profit Sharing Plans are where employers share profit with employees based on a formula
Employee Stock Ownership Programs are where employees acquire stocks as part of benefits
Problems with Incentives Pay
Puts employees into competitive positions
Unions get in the way as it is based on seniority and job categories
Public sector employees that are working for local, provincial, and federal government
Ethical considerations
Developing Benefit Packages
Flexible Benefits are when employees are allowed to tailor their own packages
Employee Recognition Programs.
Remember that Motivation Theories are Culture-Bound
Giving Performance Feedback is important
How to Create a Motivating Workplace Alfie Kohn
Abolish Incentive Pay
Re-evaluate Evaluation
Create Conditions for Authentic
Motivation
Encourage Collaboration
Enhance Content
Provide Choice
Job Redesign
Job Rotation is the periodic shift of an employee from one task to another
Job Enlargement is the horizontal expansion of jobs
Job Enrichment is the vertical expansion of jobs
Job Characteristic Model is model that identifies five core job dimensions
Skill Variety job requires different activities
Task Identity completion of a whole and identifiable piece of work
Task Significance substantial impact on the lives or work of others
Autonomy freedom, independence, and discretion to individual doing work
Feedback worker obtains direct and clear information about their effectiveness
Creating Flexible Workplaces
Compressed Workweek is a four day week with employee working 10 hour days over two weeks
Job Sharing is the practice of having 2 or more workers sharing a 40 hour a week job
Flextime is when a core our of work is required but can choose to start later or start earlier
Telecommuting is an arrangement where employee does work from home on a computer
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