Rewards personal goals the attractiveness of organizational outcome reward to

Rewards personal goals the attractiveness of

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Rewards-personal goals: the attractiveness of organizational outcome (reward) to the individual Job Engagement Job Engagement: The investment of an employee’s physical, cognitive, and emotional energies into job performance Organizations where employees are highly engaged have: o Higher levels of productivity o Fewer safety incidents o Lower turnover Chapter 8: Motivation: From Concepts to Applications Motivating by Job Design: The Job Characteristics Model Job characteristics model: jobs are described in terms of five core dimensions: o Skill variety - which is the degree to which the job incorporates a number of different skills and talents. o Task identity - looks at the degree to which the job requires the completion of a whole and identifiable piece of work. o Task significance - included and looks at how the job impacts the lives of others. o Autonomy - identifies how much freedom and independence workers have over their jobs. o Feedback - how much the job generates direct and clear information about the worker’s performance.
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The Job Characteristics Model Designing Motivational Jobs JCM-designed jobs give internal rewards Individual’s growth needs are moderating factors Motivating jobs must: o Be autonomous o Provide feedback o Be meaningful How Can Jobs Be Redesigned? Job Rotation The periodic shifting of an employee from one task to another Job Enrichment Increasing the degree to which the worker controls the planning, execution, and evaluation of the work o Enrichment reduces turnover and absenteeism while increasing satisfaction Guidelines for Enriching a Job Relational Job Design Designing work so employees are motivated to promote the well-being of the organization’s beneficiaries o Relate stories from customers who have benefited from the company’s products or services o Connect employees directly with beneficiaries Alternative Work Arrangements Flextime o Some discretion over when worker starts and leaves Job Sharing o Two or more individuals split a traditional job Telecommuting o Work remotely at least two days per week Employee Involvement Employee involvement: A participative process that uses the input of employees to increase their commitment to the organization’s success Two types: 1. Participative management 2. Representative participation Participative Management
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Participative management: Subordinates share a significant degree of decision-making power with superiors To be effective: o Followers must have confidence and trust in leaders o Leaders should avoid coercion and stress organizational consequences of decisions Only a modest influence on productivity, motivation, and job satisfaction Representative Participation Representative participation: Workers are represented by a small group of employees who participate in decisions affecting personnel Works councils Board membership Redistribute power within an organization Does not appear to be very motivational Employee Involvement Programs and Motivation Theories
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  • Spring '14
  • creative behavior

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