Comm 329 V

Front 1

Creating Effective Rewards System

Back 1

1) What to Pay: establishing a pay structure
2) How to Pay: rewarding through variable-pay programs
3) Intrinsic Rewards: employee recognition program

Front 2

Variable-Pay Programs

Back 2

a reward program in which a portion of an employee's pay is based on some individual and /or organization measure of performance

Front 3

Piece-Rate Wages

Back 3

an individual-based incentive plan in which employees are paid a fixed sum for each unit of production completed

Front 4

Merit-Based Pay

Back 4

an individual-based incentive plan based on performance appraisal ratings

Front 5

Bonuses

Back 5

an individual-based incentive plan that rewards employees for recent performance rather than historical performance

Front 6

Skill-Based Pay

Back 6

an individual-based incentive plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do

Front 7

Gainsharing

Back 7

a group-based incentive plan in which improvements in group productivity determine the total amount of money to be shared

Front 8

Profit-Sharing Plan

Back 8

an organization-wide incentive in which the employer shares and profits with employees based on a predetermined formula

Front 9

Employee Stock Ownership Plan (ESOP)

Back 9

a company-established benefit plan in which employees acquire stock as part of their benefits - very effective in practice

Front 10

Variable Pay Programs (unsuitable for following reasons)

Back 10

1) teamwork
2) union
3) public sector employees
4) ethical considerations

Front 11

Flexible benefits

Back 11

a benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation

Front 12

Caveat Emptor: apply motivation theories wisely

Back 12

1) motivation theories are culture-bound
2) provide performance feedback
3) beware the signals that are sent by rewards

Front 13

Intrinsic Reward

Back 13

employee recognition program uses:
1) expectancy theory
2) reinforcement theory
reduces turnover of employees with little or no money cost

Front 14

Motivation and Culture

Back 14

1) high uncertainty avoidance (seniority/skill based pay)
e.g. Greece, Portugal, Japan
2) individualism (performance pay, individual incentive, and stock options)
e.g. Australia, UK, USA
3) Humane orientation (flexible benefits, workplace childcare, career-break schemes, maternity leave)
e.g. Sweden, Norway, Netherlands

Front 15

Performance Feedback

Back 15

1) related to performance goal and clear expectations
2) specific; observable behaviour and measurable results
3) channel toward key result area
4) given timely (asap)
5) positive for improvement not just final results
6) focus on performance not personality
7) base on accurate and credible information

Front 16

Signals that are Sent By Rewards

Back 16

1) unable to break out of old way of thinking
2) lack of examining the big picture of performance system
3) management and shareholders focus on short term result

Front 17

Creating a Motivating Work Environment

Back 17

1) Abolish incentive pay
2) Re-evaluate evaluation
3) Create the Conditions for Authentic Motivation
4) Encourage collaboration
5) Enhance Content
6) Provide Choice

Front 18

Job Redesign

Back 18

1) job rotation
2) job enlargement
3) job enrichment
4) job characteristic model
5) Canadian context: role of unions

Front 19

Job Rotation

Back 19

the periodic shifting of an employee from one task to another

Front 20

Job Design

Back 20

how tasks are assigned to form a job

Front 21

Job Enlargement

Back 21

the horizontal expansion of jobs

Front 22

Job Characteristic Model (JCM)

Back 22

a model that identifies five core job dimensions and their relationship to personal and work outcome

Front 23

Job Enrichment

Back 23

the vertical expansion of jobs

Front 24

Task identity

Back 24

the degree to which the job require completion of a whole and identifiable piece of work

Front 25

Core Job Dimensions

Back 25

1) skill variety
2) task identity
3) task significance
4) autonomy
5) feedback

Front 26

Skill Variety

Back 26

the degree to which the job requires a variety of different activities

Front 27

task significance

Back 27

the degree to which the job has a substantial impact on the lives or work of other people

Front 28

autonomy

Back 28

the degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out

Front 29

feedback

Back 29

the degree to which carrying out the work activities required by the job results in the individual obtaining direct and clear information about the effectiveness of his or her performance

Front 30

Motivating Potential Score (MPS)

Back 30

a predictive index suggesting the motivation potential in this job
(skill variety+task identity+task significance)/3 * autonomy * feedback

Front 31

Flexible Workspaces

Back 31

1) compressed workweek
2) flextime
3) job sharing
4) telecommuting

Front 32

Compressed workweek

Back 32

a four day week with employees working 10 hours a day, or nine days of work over two weeks

Front 33

Flextime

Back 33

an arrangement where employees work during a common core periods each day but can form their total workday from a flexible set of hours outside the core

Front 34

Job Sharing

Back 34

the practice of having two or more people split a 40 hour/week job

Front 35

Telecommuting

Back 35

an arrangement where employees do their work at home on a computer that is linked to their office
+ less commuting time and few disruptions
- lack of social interactions and isolation

Front 36

Motivate Employee Steps

Back 36

1) acquire - reward system
2) bond - culture
3) comprehend - job design
4) defend - performance management and resource allocation processes