APPLIED MOTIVATIONAL PRACTICES (Sanyo Sunny)

APPLIED MOTIVATION PRACTICES
• Sanyo Sunny
• (2016-31-019)
Motivation
• Motivation is the driving force which help causes
us to achieve goals.
• Workers in an organization need something to keep
them working
MOTIVATIONAL PRACTICES
REWARDS
JOB
OTHERS DESIGNS
MOTIVATIONAL BEHAVIOUR
QWL MODIFICATI
PRACTICES
ON
PROBLEM
EMPOWERM
EMPLOYEES
GOAL ENT
SETTING
ORGANIZATIONAL REWARD
ORGANISATIONAL
REWARD
MEMBERSHIP JOB
& STATUS
SENIORITY
TASK
COMPETENCY
PERFORMANCE
&
Benefits an employee received on the basis of firm he or she joins.
In the same firm, a senior employee receives more benefits than his or her junior employees
• Advantages
• Guaranteed wages may attract job applicants
• Disadvantages
• Don’t motivate job performance
• Discourage poor performers from leaving
• Seniority-based rewards reduce turnover
Job Status – Based Rewards
• Rewards are based on the job status
• Status differentials are established on the basis of job evaluation
Advantages
• Helps to maintain feelings of equity
• It maintain both internal and external equity.
• motivate competition for promotions
Disadvantages
• Fails to motivate achievers to perform better.

Competency – Based Rewards
• Pay increases with competencies acquired or demonstrated
• Skill-based pay
• pay increases with skill modules learned
• Advantages
• more flexible work force, better quality, consistent with employability
• Disadvantages
• Results in pay disparities which may demotivate employees
• More expensive
Skill based Vs Job-Based Pay
Factors Job-Based Skill-Based

Pay structure Based on Job performance Based on ability to perform
Employer Focus Job carries wages, Employees caries wages ;

Employee linked to job Employees linked to skills
Job promotion to earn Skill acquisition to earn

Employee Focus
greater pay greater pay
Asses job content ; value

Procedure Required jobs Assess skills ; Value skills
Performance Based Rewards
Organisational Rewards
• Stock Options
• Profit Sharing
Team Rewards
• Gain Sharing
• Special Bonuses
Individual Rewards
• Piece rate
• Merit Pay
• Bonuses
• Commission
Individual Rewards
• Piece rate
Links pay to the units produced by an employee
• Commission
Paid to sales people on the actual sales shown by them
• Merit Pay
Based on individual performance
• Bonuses
Merit pay is gradually replaced by bonuses for accomplishing
specific task
Team Rewards
• Gain Sharing
It is a team reward that motivates team

members to reduce costs and increase labour
efficiency in their work force
• Special Bonuses or gifts

Organisational Rewards
• Profit Sharing
Designated employees are allowed to share in the profit earned by a
company
• Stock Options
Employees Stock option Schemes(ESOPs) confer ownership of
the firm on employees.
JOB DESIGN
Process of assigning tasks to a job , including interdependency
of those task with other jobs.
ORGANISATIONAL ENVIRONMENTAL BEHAVIOURAL
FACTORS FACTORS FACTORS
TASK EMPLOYEE
CHARACTERISTICS ABILITY & FEEDBACK
AVAILABILITY
FLOW OF WORK IN
ORGANISATION SOCIAL & AUTONOMY
CULTURAL
EXPECTATIONS
ERGONOMICS VARIETY
WORK
PRACTICES
Organisational Factors
• Task Characteristics
Job design requires the assembly of a number of tasks into a job or group
of job
• Flow of work
Based on nature of the product. The product usually suggests the
sequence and balance between jobs if the work is to be done effectively
• Ergonomics
Designing and shaping of jobs to fit the physical abilities and
characteristics of individual
• Work Practice
Set ways to performing work
Environmental Factors
• Employee ability & Availability
Efficiency consideration must be balanced against the abilities and
availability of the people who are to do the work
• Social & cultural Expectations
The social and cultural conditions of every country is different so when
an MNC appoints an Indian it has to take into account like festivals, auspicious
time, etc. to suit the Indian conditions. This applies to every country and therefore
job design will change accordingly.
Behavioural Factors
• Autonomy
• Feedback
• Variety
Job Design Approaches
• Job rotation
• Job Engineering
• Job Enlargement
• Job Enrichment
• Socio – Technical Systems

• Job Rotation
Moving employees from job to job to add variety and reduce
boredom by allowing them to perform a variety of tasks.
• Job Engineering
It focuses on the task to be performed ,methods to be used,
workflows among employees , layout of the workplace, performance
standards, and interdependence among people and machines
• Job Enlargement
It refers to the expansion of the number of different tasks
performed by an employee in a single job
Adds somewhat similar tasks to the job and will have more
variety and be more interesting
An enlarged job can motivate for different reason;

1. Task Variety
2. Meaningful work modules- increase satisfaction
3. Ability utilization
4. Performance feedback
• Job Enrichment
Firstly coined by Herzberg in his famous research on
motivation and maintenance factors
It is the practice of giving employees a high degree of control over their

work, from planning to organizing, through performing the tasks and
evaluating the results.
DIRECT
FEEDBACK
ACCOUNT CLIENT
ABILITY RELATIONSHIP
DIRECT Enriched Job NEW

COMMUNICATI Characteristic LEARNING
ON
CONTROL
SCHEDULING
OVER
OWN WORK
RESOURCES
UNIQUE
EXPERIENCE
• Socio-technical Systems
It focuses on organizations as made up of people with various
Competencies who use tools, machines and techniques to create goods or services valued by
customers and other stakeholders.
• Ergonomics
Focuses on minimizing the physical demand and risk of work. It involves the design of aids
used to perform tasks.
• reduce accidents, employees favourable attitude towards work, experience job satisfaction
• Equipment investments are high
• Training requirements tend to increase.
High
COMPARISION OF JOB DESIGN APPROACHES
Socio- technical
Systems
Job Enrichment
Impact
Job Enlargement
Job
Job Engineering
Rotation
Low
Low High
Complexity
Model of Job Design
Core job Critical Personal and
dimensions psychological work outcomes
states
Skill Variety Experianced High internal work

Task Identity meaningfulness of the work motivation
Task significance
High quality work
Experienced responsibility performance
Autonomy For outcomes of the work
High satisfaction with the
Knowledge of the actual work
Feedback results of the work Low absenteeism and
activities turnover
Employee
Growth
need
strength

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APPLIED MOTIVATION PRACTICES

• Status differentials are established on the basis of job evaluation

• Helps to maintain feelings of equity

• It maintain both internal and external equity.

• motivate competition for promotions

• Fails to motivate achievers to perform better.

Factors Job-Based Skill-Based

Employer Focus Job carries wages, Employees caries wages ;

Job promotion to earn Skill acquisition to earn

Asses job content ; value

It is a team reward that motivates team

• Special Bonuses or gifts

• Socio – Technical Systems

An enlarged job can motivate for different reason;

It is the practice of giving employees a high degree of control over their

DIRECT Enriched Job NEW

Skill Variety Experianced High internal work

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