MOTIVATION IN PRACTICE

1. MOTIVATION IN PRACTICE IB Business & Management

2. MOTIVATION IN PRACTICE • Many organizations devise complex payment systems in order to reward and motivate their employees. • Unfortunately there is no such thing as a perfect payment system and the table below identifies some of the major issues that need to be considered.

3. Motivation in PracticeWAGES (Time Rates)

4. Motivation in PracticeWAGES (Piece Rates)

5. Motivation in PracticeSALARY

6. Motivation in PracticeCOMMISSION

7. Motivation in PracticePROFIT RELATED PAY

8. Motivation in PracticePERFORMANCE RELATED PAY (PRP)

9. Motivation in PracticeEMPLOYEE SHARE-OWNERSHIP SCHEMES

10. Motivation in PracticeFRINGE BENEFITS

11. Empowerment & Motivation Empowerment • The term empowerment describes the level of economic, political and spiritual power than an individual holds. • Empowered individuals are likely to have confidence in their own ability. • Empowered individuals will have power in decision making, access to resources and information and a belief that they can part of the change process. • If managers can empower their employees that can make positive change a never-ending process in the workplace.

12. Disempowerment & Motivation Disempowerment • Disempowered individuals will feel economic, political and spiritual inadequacy • In some countries the feeling of disempowerment may be very strong because individuals have be accustomed to repression and have been deprived access to resources, information and opportunity. • It is hardly surprising that these disempowered individuals do not feel motivated to take on new challenges – experience suggests to them that there will be low levels of what Vroom called expectancy,instrumentality and valence.

13. Teamwork & Motivation • If you have ever worked cooperatively with a group of people to achieve a goal, then you will have experienced the joy of teamwork. • On the other hand, if you have worked with a group that can’t “click” then you will have experienced the frustrations of team failure. • Team members that can’t help, listen, share or communicate are likely to undermine the performance of the team. • The success of teams can be crucial to an organizations performance so the organization will strive to have high performance teams.

14. R Meredith Belbin’s Team Inventory • Belbin developed a personality test (1981) to identify perceived roles that people have when they are working in a team environment. • Belbin identified the following character types that all perform a useful role in contributing to successful teams. • Belbin developed a personality test to identify perceived roles.

15. Belbin – Character Types Belbin identified the following character types: • Plants • Resource Investigators • Coordinators • Shapers • Monitor Evaluators • Teamworkers • Implementers • Completer finishers • Specialists

16. Belbin – Character Types PLANTS • Plants describe individuals who have lots of ideas and solutions and who look at things differently. • They are usually bright and feel comfortable being separate from the crowd. • A team made solely of plants is likely to be big on ideas but may not be so good on seeing them through to completion.

17. Belbin – Character Types Resource Investigators • Resource investigators are people who have the contacts outside the team to add resources that will get the job done. • Resource investigators are therefore incredibly useful since their network of contacts and resources adds another dimension to the team. • A team made up entirely of resource investigators will have lots of contacts, but may struggle to get the job done because everyone is trying to add their contacts rather than do the work.