ROBBINS CHAPTER-7Motivation to Application...Ch 7Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12NotesENM/MSC 582 SWEENEY 1ROBBINS CHAPTER-ROBBINS CHAPTER-77DR. PATRICK J. SWEENEYDR. PATRICK J. SWEENEYENM/MSC 582 SWEENEY 2Motivation to Motivation to Application...Ch 7Application...Ch 7•What would you do to motivate your What would you do to motivate your colleagues, employees, children?colleagues, employees, children?•What has your employer done recently to What has your employer done recently to motivate you?motivate you?•Can you be motivated by money?Can you be motivated by money? How How much? Will you work harder?much? Will you work harder?ENM/MSC 582 SWEENEY 3•MANAGEMENT BY OBJECTIVES MANAGEMENT BY OBJECTIVES (MBO)(MBO)Specific goalsSpecific goalsParticipative setParticipative setSet time periodSet time periodFeedback on progressFeedback on progress–HOW WILL YOU SET YOUR GOALS?HOW WILL YOU SET YOUR GOALS?HIGHER?HIGHER?LOWER?LOWER?ABOUT WHAT YOU THINK YOU CAN DO? ABOUT WHAT YOU THINK YOU CAN DO? **Motivation to Motivation to Application...Ch 7Application...Ch 7ENM/MSC 582 SWEENEY 4•Linking to corporate goalsLinking to corporate goalsMust link all the way up..Fig. Must link all the way up..Fig. 7-17-1Ties Ties MBOMBO to goal-setting plus participation….get to goal-setting plus participation….get higher goalshigher goals•MBO in practice it often lacksMBO in practice it often lacksManagement commitmentManagement commitmentUnrealistic goals…too inflexibleUnrealistic goals…too inflexibleManagement dislikes paying rewardsManagement dislikes paying rewardsMotivation to Motivation to Application...Ch 7Application...Ch 7ENM/MSC 582 SWEENEY 5Motivation to Motivation to Application...Ch 7Application...Ch 7•Linking to corporate goalsLinking to corporate goalsMust link all the way up..Fig. Must link all the way up..Fig. 7-27-2Ties Ties MBOMBO to goal-setting plus participation….get to goal-setting plus participation….get higher goalshigher goals•MBO in practice it often lacksMBO in practice it often lacksManagement commitmentManagement commitmentUnrealistic goals…too inflexibleUnrealistic goals…too inflexibleManagement dislikes paying rewardsManagement dislikes paying rewardsENM/MSC 582 SWEENEY 6•EMPLOYEE RECOGNITION PROGRAMSEMPLOYEE RECOGNITION PROGRAMS–Awards, cash, travel, dinners, etc.Awards, cash, travel, dinners, etc.•Link to reinforcement theoryLink to reinforcement theoryRecognition, recognition, recognitionRecognition, recognition, recognitionIn public, in public, in publicIn public, in public, in public•Employee recognition in practiceEmployee recognition in practiceSuggestion programsSuggestion programsThere is much more in the good companiesThere is much more in the good companiesMotivation to Motivation to Application...Ch 7Application...Ch 7ENM/MSC 582 SWEENEY 7•EMPLOYEE INVOLVEMENTEMPLOYEE INVOLVEMENTInvolvement / chicken … commitment / pigInvolvement / chicken … commitment / pigParticipation…planning, DM, etc.Participation…planning, DM, etc.Work councils, boards, committeesWork councils, boards, committeesQuality circles, Fig. Quality circles, Fig. 7-37-3Stock ownership, Stock ownership, ESOPsESOPsTheory Y, 2 factor, Theory Y, 2 factor, ERGERGMotivation to Motivation to Application...Ch 7Application...Ch 7ENM/MSC 582 SWEENEY 8•VARIABLE PAY PROGRAMSVARIABLE PAY PROGRAMSPiece rate..fixed sum for ea. ProducedPiece rate..fixed sum for ea. ProducedGenerally in manufacturing…unionsGenerally in manufacturing…unions Profit share ..corp profitabilityProfit share ..corp profitabilityLarge corps only to dateLarge corps only to dateGainshare..group productivityGainshare..group productivityLarge unionized companiesLarge unionized companiesTied to expectancy theoryTied to expectancy theoryWhat about executive pay? Stock options?What about executive pay? Stock options?Motivation to Motivation to Application...Ch 7Application...Ch 7ENM/MSC 582 SWEENEY 9•SKILL BASED PAY PLANSSKILL BASED PAY PLANSThe more you know or can do, the higher your The more you know or can do, the higher your pay…fair? What about performance?pay…fair? What about performance?Erg, reinforcement,equity theoriesErg, reinforcement,equity theoriesGrowing & better performance & satisfactionGrowing & better performance & satisfactionSeems to work very wellSeems to work very wellMotivation to Motivation to Application...Ch 7Application...Ch 7ENM/MSC 582 SWEENEY 10•FLEXIBLE BENEFITSFLEXIBLE BENEFITSCafeteria planCafeteria planDo you have it? Do you like it?Do you have it? Do you like it?Expectancy theoryExpectancy theoryCost more in administrationCost more in administrationHigher costs for employeesHigher costs for employeesCause employee angst…they need helpCause employee angst…they need helpMotivation to Motivation to Application...Ch 7Application...Ch 7ENM/MSC 582 SWEENEY 11•SPECIAL MOTIVATION ISSUESSPECIAL MOTIVATION ISSUESMotivating professionalsMotivating professionalsMotivating temporary employeesMotivating temporary employeesMotivating a diverse workforceMotivating a diverse workforceMotivating low-skilled service workersMotivating low-skilled service workersMotivating repetitive task workersMotivating repetitive task workersMotivation to Motivation to Application...Ch 7Application...Ch 7ENM/MSC 582 SWEENEY 12•SUMMARYSUMMARYINDIVIDUAL DIFFERENCESINDIVIDUAL DIFFERENCESUSE GOALS AND FEEDBACKUSE GOALS AND FEEDBACKUSE PARTICIPATIVE DECISION MAKINGUSE PARTICIPATIVE DECISION MAKINGLINK REWARDS TO PERFORMANCELINK REWARDS TO PERFORMANCECHECK FOR EQUITYCHECK FOR EQUITYNOW STATE AN EXAMPLE OF EACH!!!NOW STATE AN EXAMPLE OF EACH!!!Motivation to Motivation to Application...Ch 7Application...Ch 7ENM/MSC 582 SWEENEY