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O r g a n i z a t i o n a l b e h a v i o r

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O r g a n i z a t i o n a l b e h a v i o r

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    2. Chapter 7 Motivation: From Concept to Applications

    3. © 2005 Prentice Hall Inc. All rights reserved. 7–2 After studying this chapter, you should be able to: Identify the four ingredients common to MBO programs. Explain why managers might want to use employee involvement programs. Contrast participative management with employee involvement. Explain how ESOPs can increase employee motivation. Describe how a job can be enriched.

    4. © 2005 Prentice Hall Inc. All rights reserved. 7–3 After studying this chapter, you should be able to: Compare the benefits and drawbacks to telecommuting from the employee’s point of view. Contrast gainsharing and profit sharing. Describe the link between skill-based pay plans and motivation theories. Explain how flexible benefits turn benefits into motivators.

    5. © 2005 Prentice Hall Inc. All rights reserved. 7–4 What is MBO?

    6. © 2005 Prentice Hall Inc. All rights reserved. 7–5 Cascading of Objectives

    7. © 2005 Prentice Hall Inc. All rights reserved. 7–6 Linking MBO and Goal-Setting Theory

    8. © 2005 Prentice Hall Inc. All rights reserved. 7–7 Why MBO’s Fail Unrealistic expectations about MBO results Lack of commitment by top management Failure to allocate reward properly Cultural incompatibilities

    9. © 2005 Prentice Hall Inc. All rights reserved. 7–8 Employee Recognition Programs Types of programs Personal attention Expressing interest Approval Appreciation for a job well done Benefits of programs Fulfill employees’ desire for recognition. Encourages repetition of desired behaviors. Enhance group/team cohesiveness and motivation. Encourages employee suggestions for improving processes and cutting costs.

    10. © 2005 Prentice Hall Inc. All rights reserved. 7–9

    11. © 2005 Prentice Hall Inc. All rights reserved. 7–10 What is Employee Involvement?

    12. © 2005 Prentice Hall Inc. All rights reserved. 7–11

    13. © 2005 Prentice Hall Inc. All rights reserved. 7–12 Examples of Employee Involvement Programs

    14. © 2005 Prentice Hall Inc. All rights reserved. 7–13 Examples of Employee Involvement Programs (cont’d)

    15. © 2005 Prentice Hall Inc. All rights reserved. 7–14 Examples of Employee Involvement Programs (cont’d)

    16. © 2005 Prentice Hall Inc. All rights reserved. 7–15 Examples of Employee Involvement Programs (cont’d)

    17. © 2005 Prentice Hall Inc. All rights reserved. 7–16 Linking EI Programs and Motivation Theories

    18. © 2005 Prentice Hall Inc. All rights reserved. 7–17 Job Design and Scheduling

    19. © 2005 Prentice Hall Inc. All rights reserved. 7–18 Guidelines for Enriching a Job

    20. © 2005 Prentice Hall Inc. All rights reserved. 7–19 Work Schedule Options

    21. © 2005 Prentice Hall Inc. All rights reserved. 7–20 Example of a Flextime Schedule

    22. © 2005 Prentice Hall Inc. All rights reserved. 7–21 Work Schedule Options

    23. © 2005 Prentice Hall Inc. All rights reserved. 7–22 Telecommuting Advantages Larger labor pool Higher productivity Less turnover Improved morale Reduced office-space costs Disadvantages (Employer) Less direct supervision of employees Difficult to coordinate teamwork Difficult to evaluate non-quantitative performance

    24. © 2005 Prentice Hall Inc. All rights reserved. 7–23 Variable Pay Programs

    25. © 2005 Prentice Hall Inc. All rights reserved. 7–24 Variable Pay Programs (cont’d)

    26. © 2005 Prentice Hall Inc. All rights reserved. 7–25 Skill-Based Pay Plans

    27. © 2005 Prentice Hall Inc. All rights reserved. 7–26 Skill-Based Pay Plans (cont’d)

    28. © 2005 Prentice Hall Inc. All rights reserved. 7–27 Flexible Benefits

    29. © 2005 Prentice Hall Inc. All rights reserved. 7–28 Implications for Managers Motivating Employees in Organizations Recognize individual differences. Use goals and feedback. Allow employees to participate in decisions that affect them. Link rewards to performance. Check the system for equity.

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