Motivatingprofessionals the professional employees

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Unformatted text preview: s often do not know everything their employees do. b. Better decisions c. Increased commitment to decisions d. Intrinsically rewarding employees makes their jobs more interesting and meaningful The two most common forms of participative management are: a. Works councils ­ They are groups of nominated or elected employees who must be consulted when management makes decisions. . b. Board representatives ­ they are employees who sit on a company’s board of directors and represent the interests of the firm’s employees. Quality circles (QC): QC consists of a work group of eight to ten employees and supervisors who have a shared area of responsibility. Key components of QC are (Robbins, 2003): They meet regularly on company time to discuss their quality problems, investigate causes of the problems, recommend solutions, and take corrective actions They take over the responsibility for solving quality problems and they generate and evaluate their own feedback. Management typically retains control over the final implementation decision. A review of the evidence indicates that they are likely to positively affect productivity, however, they tend to show little or no effect on employee satisfaction. Sikkim Manipal University 126 Motivation Unit 9 The failure of many quality circle programs to produce measurable benefits has also led to a large number of them being discontinued. Employee stock ownership plans (ESOPs): In the typical ESOP, an employee stock ownership trust is created. Companies contribute either stock or cash to buy stock for the trust and allocate the stock to employees. Employees usually cannot take physical possession of their shares or sell them as long as they are still employed at the company. Self­assessment questions 4 1. MBO and ____________Theory is closely linked 2. Employee Recognition Programs has close link with ____________ Theory 9.6 Special Issues In Motivation Some of the special issues in motivation are discussed below. Motivating Professionals The professional employees likely to seek more intrinsic satisfaction from their work than blue­collar employees. They generally have strong and long­term commitment to their field of expertise are perhaps more loyal to their profession than to their employer. They need to regularly update their knowledge, and their commitment to their profession. Therefore, extrinsic factors such as money and promotions would be low on their priority list. Rather, job challenge tends to be ranked high. They like to tackle problems and find solutions. Managerial Implications: Provide them with ongoing challenging projects. Give them autonomy to follow their interests and allow them to structure their work. Reward them with educational opportunities. Also reward them with recognition. Motivating temporary Workers Temporary workers may be motivated if: Sikkim Manipal University 127 Motivation · They are provided with permanent job opportunity · Unit 9 The opportunity for training is provided to them Motivating Low­Skilled Service Workers One of the most challenging managerial tasks in to motivate low­skilled workers who are involved in rep...
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This note was uploaded on 03/01/2014 for the course MBA mba taught by Professor Smu during the Fall '10 term at Manipal University.

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