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Motivational Methods and Program

This document outlines four motivational methods and programs: 1) Motivation through job design, which involves making jobs more challenging and enriching tasks, responsibilities, and feedback opportunities. 2) Organization behavior modification, which uses reinforcement principles to reward desired behaviors. 3) Motivation through recognition and pride, by acknowledging good performance both verbally and materially. 4) Motivation through financial incentives like pay increases, bonuses, profit sharing, and flexible benefits that allow employees to customize compensation packages. The goal is to engage and satisfy employees through an appealing job structure and appropriate rewards.

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Camae Snyder Gangcuangco
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© © All Rights Reserved
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152 views

Motivational Methods and Program

This document outlines four motivational methods and programs: 1) Motivation through job design, which involves making jobs more challenging and enriching tasks, responsibilities, and feedback opportunities. 2) Organization behavior modification, which uses reinforcement principles to reward desired behaviors. 3) Motivation through recognition and pride, by acknowledging good performance both verbally and materially. 4) Motivation through financial incentives like pay increases, bonuses, profit sharing, and flexible benefits that allow employees to customize compensation packages. The goal is to engage and satisfy employees through an appealing job structure and appropriate rewards.

Uploaded by

Camae Snyder Gangcuangco
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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MOTIVATIONAL METHODS AND PROGRAM

Four motivational methods and programs are as follows:


1. MOTIVATION THROUGH JOB DESIGN
2. ORGANIZATION BEHAVIOR MODIFICATION
3. MOTIVATION THROUGH RECOGNITION AND PRIDE
4. MOTIVATION THROUGH FINANCIAL INCENTIVES

MOTIVATION THROUGH JOB DESIGN


 One way of motivating employees is to make their job challenging so that the worker who is responsible for it enjoys
doing it.
 Job design may be defined as the way the elements in a job are organized.
 Three concepts are important in designing jobs:
 JOB ENRICHMENT
 JOB CHARACTERISTICS MODEL
 JOB CRAFTING

JOB ENRICHMENT
- This refers to the practice of building motivating factors like responsibility, achievement and recognition
into job. Job enrichment provides the worker with a more exciting job and it increases his job satisfaction.
- An enriched job has any or all of the following characteristics:
1. Direct feedback 6. Unique experience
2. Client relationship 7. Direct communication authority
3. New learning 8. Control over resources
4. Control over job 9. Person accountability
5. Control over scheduling
 Empowerment and Involvement as a type of Job Enrichment
o Empowerment- the process of sharing power with group members, thereby enhancing their
feelings of self-efficacy. Empowering workers usually enhances their motivation because having
more power is intrinsically motivating.
o Involvement- involving employees in decisions that affect them is a form of empowerment and is
also motivational. Involvement leads to greater commitment and therefore facilitates making
possible changes such as a new work method
 Job Characteristics Model
o This refers to the method of a job design that focuses on the tasks and interpersonal demands of a
job.
o This model is based on both needs theory and expectancy theory, with its emphasis on workers
looking to satisfy needs through the job.
o The job characteristics theory maintains that there are five core job characteristics of special
importance to job design. When these core job characteristics are high, the job is said to be
enriched.
1. Skill variety- the degree which many skills are performed
2. Task Identity- the degree to which one worker is able to do a complete job, from beginning to
end, with the tangible and possible outcome.
3. Task Significance- the degree to which the jib has a substantial impact on the lives or work of
other people.
4. Autonomy- the degree to which the job gives the employee substantial freedom,
independence, and discretion in scheduling the work and determining the procedures used in
carrying it out.
5. Feedback- he degree to which the job provides direct information about the performance.
 Job Crafting- physical and mental changes workers make in the task or relationship aspects of
their job.
ORGANIZATION BEHAVIOR MODIFICATION (OB MOD)
 is the application of reinforcement theory for motivating people in work settings.
 Rules for the application of OB MOD
Rule 1: Choose an appropriate reward or punishment
Rule 2: Reinforce the behaviors you really want to encourage
Rule 3: Supply ample feedback
Rule 4: Reward should commensurate with the good deed
Rule 5: Schedule rewards intermittently
Rule 6: Rewards and punishments should follow the observed behavior closely in time
Rule 7: Make rewards visible to the recipient or others
Rule 8: Change the rewards periodically

MOTIVATION THROUGH RECOGNITION AND PRIDE


 To appeal to the recognition need of others, identify a meritorious behavior and then recognize that behavior with an
oral, written, or material reward.
 The following are several points to consider to better understand and implement reward and recognition programs.
1. Feedback is an essential part of recognition. (Specific feedback about workers did makes recognition more
meaningful)
2. Praise is one of the most powerful forms of recognition.
3. Reward and recognition programs should be linked to organizational goals.
4. Employee input into what type of rewards and recognition are valued is useful
5. It is important to evaluate the effectiveness of the reward and recognition program
 PRIDE as motivator
 Being proud of what you accomplished is more of an intrinsic motivator than an extrinsic motivator
such as a gift.
MOTIVATION THROUGH FINANCIAL INCENTIVES
 Financial incentives take the form of any or combination of the following
 Time rates
- This type of monetary reward use the number of hours worked as a means of determining rewards. It may
be classified as hourly rate or weekly wage or monthly salary.
 Payment by results
- These scheme links pay to the quantity of the individual output.
- An example is a commission paid to a salesman for selling the company’s product.
 Performance related pay
- This scheme considers results or outputs plus behavior in the job.
- Most often, rewards consist of a lump sum, or a bonus as a percentage of basic salary, with quality of
performance determining the magnitude of the percentage increase.
 Profit related pay
- This is an organization wide scheme where pay is linked to company profits.
- Profit related pay takes the form of direct cash outlay, or allocation of stock options
o Stock option is a financial incentive that gives employees the right to purchase a certain number of
company shares at a specified price, generally the market price of the stock on the day the option
is granted
 Skill/competency based pay
- This is a pay plan that sets pay levels on the basis of many skill employees have or how many jobs they can
do
 Cafeteria or flexible benefits system
- This is a benefit plan that allows employees to put together a benefit package individually tailored to
his/her own needs and situation.
- Examples of benefits that may be included in the plan are health and life insurance, company car, additional
holiday entitlement, membership to social clubs, modification of working hours, and others.

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