Job Redesign and Workplace Rewards Assessment.Baez

Job Redesign and Workplace Rewards Assessment.Baez -...

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Running Header: JOB REDESIGN AND WORKPLACE REWARDS ASSESSMENT 1 Job Redesign and Workplace Rewards Assessment Luis E. Baez PSY/320 Human Motivation December 16, 2010 Dr. Douglas M. Butler
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Job Redesign and Workplace Rewards Assessment 2 Job Redesign and Workplace Rewards Assessment Creating a positive work environment that brings out the best in people and leads to high performance can be established if the goals and objectives are driven from the top-down. Business owners, senior and mid level management must align in their mission to create a successful business environment where people can develop, grow, and enjoy a long career with the company. High performance comes naturally when people share the same mission and agree on the guiding principles. People will be intrinsically motivated to perform exceptionally well, day after day; if they feel that everyone in the organization is working on a common mission (Reeve, 2009). We will look at how a small, private, family owned company, in the Oil and Gas industry, is trying to motivate its employees as it grows in this unstable economy. History of Welker, Inc. Welker, Inc. is a private, family owned business that has been in existence since 1948. It was founded by a mechanical engineer that was working for one of the giants in the Oil and Gas industry, but decided to do his own thing when the company he worked for did not want to take a chance on some of his ideas. The company started with a workforce of five employees and for the next 25 years it gradually grew in size, personnel, and revenue. The responsibility of the company was handed over to a second generation Welker, and he too was a mechanical engineer. As the company continued designing and patenting new equipment, it became the leader in the industry, and the company enjoyed record sales for the next few years. Personnel grew rapidly and the individual, on the job training, was no longer a practical option. The challenge to create a structured and consistent training program had begun. It was evident that the current business model of single owner, decision maker, was not effective. Individual training was no longer an option, because there were too many new hires and not enough long term subject matter experts
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Job Redesign and Workplace Rewards Assessment 3 to train and do the training. In 2008, a third generation Welker became president of the company, and like his
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This note was uploaded on 12/19/2011 for the course PSYC 320 taught by Professor Staff during the Fall '08 term at Texas A&M.

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Job Redesign and Workplace Rewards Assessment.Baez -...

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