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Chapter 6 ContinuedTerms in Competency AnalysisCore competenciesoRelated to mission statements expressing the organization’s philosophy, values, business strategies and plans.Competency SetsoTranslate each core competency into actionCompetency indicatorsoObservable behaviors that indicate the level of competency within each set.All Together: The Three PsPosition (job) value – pay rangeoDesign and manage an internal pay structure to help achieve organizational objectivesoReflects internal alignment validated w/ market ratesoSupports business operation – objectivePerson (skill) value – position in rangeoIn practice, higher-value, non-routine work it is hard to distinguish job-based and person-based componentPerformance value – progress through rangeChapter 9Behaviors Employers Want: Employers want employees to perform in way that lead to better organizational performanceoRevenue, profit, customer satisfaction, growth.Organizational strategy is the guiding force that determines what kinds of employee behaviors are neededEmployers have different expectationsoCustomer service or salesExample: you’re an innovative person but you work at Nordstrom—they don’t really care because they’re customer orientated. The Cascading Link between Organization Strategy and Employee Behaviorgoals that motivate the employee should come from the organization strategy then to corporate goals… etc.
The Big Picture, or Compensation can’t do it alone!these 3 come together to make us successful.What Motivates Employees?What do I get in exchange for my work?What are the consequences of success?What are the consequences of failure?What do other people think of me?What do I think of myself?What are my goals and objectives?- For some employees, it’s about money- For some, it’s training, or maybe skills, or maybe networking. Key Motivation TheoriesMaslowoHierarchy of NeedsBasic needs matter first, then other needsPeople are motivated by their inner needs.Needs form a hierarchy from most basic (food/shelter) to higher order (self-esteem, love, self-actualization).Needs are never fully met; they operate cyclically Higher-order needs become motivating after lower-order needs have been met.When needs are not met, they become frustrating. Performance based pay may be demotivating if it impinges upon employee’s capacity to meet daily living needsIncentive pay is motivating to the extent it is attached to achievement, recognition, or approval.HerzbergoMotivators (Their presence motivates)oHygiene Factors (Their absence demotivates)oEmployees are motivated by two types of motivators: hygiene factors and satisfiers.
oHygiene or maintenance, factors in their absence prevent behaviors, but in their presence cannot motivate performance. They are related to basic living needs, security, and fair treatment.