Organizational Behavior (Robbins and Judge) Chapter 08 -- Motivation Applications

00:44:14
https://www.youtube.com/watch?v=KruHuyP97uY

Resumo

TLDRThe video explores motivation applications in organizations, emphasizing the Job Characteristics Model (JCM) which includes five key components: skill variety, task identity, task significance, autonomy, and feedback. These components influence employee motivation and can be quantified through the Motivating Potential Score (MPS). Strategies to enhance motivation include job rotation, job enrichment, relational job design, and flexible work arrangements. The video also discusses the impact of pay and benefits on motivation, highlighting the importance of internal and external equity, variable pay programs, and employee recognition systems. Overall, the content provides practical insights for improving employee motivation and satisfaction in the workplace.

Conclusões

  • 🔑 Understanding the Job Characteristics Model (JCM) is crucial for enhancing motivation.
  • 🔄 Job rotation can increase skill variety and reduce monotony.
  • 📈 Job enrichment raises responsibilities, boosting motivation.
  • 🕒 Flexible work arrangements help employees balance work and personal life.
  • 💰 Pay equity is essential for employee satisfaction and retention.
  • 🏆 Recognition programs can motivate but must be fair and equitable.
  • 📊 The Motivating Potential Score (MPS) helps assess job motivation potential.
  • 🏠 Telecommuting can improve job satisfaction but may lead to isolation.
  • 🤝 Participative management fosters employee involvement in decision-making.
  • 📉 Challenges in recognition programs include perceptions of favoritism.

Linha do tempo

  • 00:00:00 - 00:05:00

    In Chapter 8, the focus shifts from theoretical perspectives on motivation to practical applications within organizations. The Job Characteristics Model (JCM) is introduced, highlighting five key components that influence motivation: skill variety, task identity, task significance, autonomy, and feedback. Each component is explained with examples, emphasizing how they contribute to employee motivation and job satisfaction.

  • 00:05:00 - 00:10:00

    The JCM allows for the calculation of a Motivating Potential Score (MPS) by averaging scores for skill variety, task identity, and task significance, then multiplying by autonomy and feedback scores. A higher MPS correlates with positive workplace outcomes, such as lower turnover and absenteeism, while a lower MPS indicates potential issues with employee motivation.

  • 00:10:00 - 00:15:00

    Research indicates that supportive leadership behaviors can enhance the core characteristics of the JCM, leading to improved job satisfaction and performance. Job rotation is suggested as a method to increase skill variety and autonomy by allowing employees to shift between tasks, thereby reducing boredom and enhancing teamwork.

  • 00:15:00 - 00:20:00

    Job enrichment is discussed as a means to increase responsibilities and task identity, further motivating employees. Relational job design connects employees with the impact of their work on others, exemplified by Home Depot's approach to helping employees understand their role in solving customer problems.

  • 00:20:00 - 00:25:00

    Alternative work arrangements, such as job sharing and flex time, are explored as ways to accommodate diverse employee needs. Job sharing allows multiple individuals to split a full-time position, while flex time offers employees the ability to adjust their schedules around core hours, enhancing work-life balance and job satisfaction.

  • 00:25:00 - 00:30:00

    The importance of flexible work arrangements is supported by research showing that they reduce work-family conflict, increase job satisfaction, and lower turnover intentions. Data analysis reveals stable relationships between flexible arrangements and turnover intentions over time, indicating opportunities for organizations to implement changes that positively affect employee retention.

  • 00:30:00 - 00:35:00

    Telecommuting is highlighted as a growing trend, especially post-pandemic, with benefits including improved job performance and reduced carbon emissions. However, challenges such as social loafing and feelings of isolation are also noted, emphasizing the need for effective management of remote teams.

  • 00:35:00 - 00:44:14

    Employee involvement programs, including participative and representative management, are discussed as methods to engage employees in decision-making processes. While participative management can yield mixed results, representative management provides official roles for employees to influence organizational decisions, though challenges remain in ensuring effective advocacy for employee perspectives.

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Vídeo de perguntas e respostas

  • What is the Job Characteristics Model (JCM)?

    The JCM identifies five components that influence motivation: skill variety, task identity, task significance, autonomy, and feedback.

  • How can job rotation improve motivation?

    Job rotation addresses repetitive tasks by allowing employees to shift between different jobs, increasing skill variety and autonomy.

  • What is job enrichment?

    Job enrichment involves increasing the level of responsibilities associated with a job to enhance motivation and job satisfaction.

  • What are flexible work arrangements?

    Flexible work arrangements include options like job sharing and flex time, allowing employees to have more control over their schedules.

  • How does pay influence motivation?

    Pay can motivate employees through internal and external equity, variable pay programs, and performance-based incentives.

  • What are employee recognition programs?

    Recognition programs reward employees for their contributions, often through verbal acknowledgment or awards, to enhance motivation.

  • What is the Motivating Potential Score (MPS)?

    MPS is calculated using the scores of skill variety, task identity, task significance, autonomy, and feedback to assess job motivation potential.

  • How does telecommuting affect employee motivation?

    Telecommuting can improve job satisfaction and reduce work-family conflict, but may also lead to feelings of isolation.

  • What is participative management?

    Participative management involves soliciting employee feedback to inform organizational decisions, enhancing their commitment.

  • What are the challenges of recognition programs?

    Challenges include ensuring fairness in recognition, avoiding perceptions of favoritism, and maintaining employee motivation without tying recognition to monetary rewards.

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Rolagem automática:
  • 00:00:08
    hey everybody thanks for joining me here
  • 00:00:09
    for this video in chapter 7 we talked
  • 00:00:12
    about motivation from a theoretical
  • 00:00:15
    perspective in chapter eight here we're
  • 00:00:17
    going to talk about motivation
  • 00:00:19
    applications so the things we can
  • 00:00:21
    actually do within our organizations to
  • 00:00:23
    help motivate our
  • 00:00:28
    people
  • 00:00:31
    when we think about factors in jobs that
  • 00:00:33
    help to influence motivation people
  • 00:00:36
    often look at something called the job
  • 00:00:38
    characteristics model all right now jcm
  • 00:00:41
    basically says there's five components
  • 00:00:43
    to jobs that help to influence
  • 00:00:45
    motivation the first of these components
  • 00:00:47
    is skill variety so what skill variety
  • 00:00:50
    refers to is how many different skills
  • 00:00:53
    people use within their jobs okay so if
  • 00:00:56
    you imagine working in a factory where
  • 00:00:58
    all you do all day long is you pull the
  • 00:01:00
    same lever and you pull it over and over
  • 00:01:02
    and over again for eight hours that
  • 00:01:05
    would be a job that had very little
  • 00:01:06
    skill variety a job where you go and
  • 00:01:09
    work at different stations or maybe
  • 00:01:11
    participate in different tasks that
  • 00:01:13
    might be a job that has higher skill
  • 00:01:15
    variety so for example I'm a professor
  • 00:01:18
    and I teach classes I teach two or three
  • 00:01:21
    different different actual classes
  • 00:01:23
    during the course of a semester I might
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    um conduct some research I might present
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    research might participate in different
  • 00:01:31
    activities in the college that would
  • 00:01:33
    indicate that I have higher skill
  • 00:01:34
    variety because I'm engaging in
  • 00:01:36
    different things every day in my job
  • 00:01:39
    okay next we have task identity and task
  • 00:01:43
    identity
  • 00:01:44
    deals with how much of something you
  • 00:01:47
    actually take part in so if we go back
  • 00:01:48
    to our our facult or excuse me to our
  • 00:01:51
    Factory example we can think about
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    somebody who produces just a single part
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    to an iPhone okay they they only produce
  • 00:01:59
    one specific cfic chip they never
  • 00:02:00
    actually see a completed iPhone that
  • 00:02:02
    would be something that would be low on
  • 00:02:05
    task identity okay something that would
  • 00:02:07
    be high on task identity would be a job
  • 00:02:10
    where you see it see a process through
  • 00:02:13
    all the way to the end so you might
  • 00:02:14
    think of somebody who's a crafts person
  • 00:02:16
    who does some type of of Labor where
  • 00:02:19
    maybe they make make products that are
  • 00:02:21
    sold and they start with the basic raw
  • 00:02:23
    materials and they see that product all
  • 00:02:25
    the way through to the end or maybe you
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    think about a chef who takes raw
  • 00:02:29
    materials in the k and then turns those
  • 00:02:31
    into a meal those would be positions
  • 00:02:33
    that might be higher on task identity
  • 00:02:35
    now task significance deals with how
  • 00:02:38
    your work influences and impacts other
  • 00:02:40
    people so if your work has a high amount
  • 00:02:42
    of impact on people then it's high on
  • 00:02:45
    task significance if it has a low amount
  • 00:02:48
    of impact on other people then it would
  • 00:02:49
    be low on task significance so for
  • 00:02:52
    example you may think of a doctor or a
  • 00:02:53
    nurse who saves lives that's obviously
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    going to be a position that's high on on
  • 00:02:58
    task significance um in terms of a
  • 00:03:01
    position that's low on task
  • 00:03:03
    significance that really can be
  • 00:03:05
    something that's kind of perceptual
  • 00:03:06
    because most jobs are going to impact
  • 00:03:09
    people in one way or another but you
  • 00:03:10
    just want to think about positions where
  • 00:03:13
    people may not necessarily recognize how
  • 00:03:15
    their work is impacting others those
  • 00:03:17
    types of positions would be low on task
  • 00:03:19
    significance all right and then we have
  • 00:03:21
    autonomy and autonomy deals with the
  • 00:03:23
    degree to which workers have freedom in
  • 00:03:26
    their job so if workers can make
  • 00:03:28
    decisions uh they they are going to be
  • 00:03:30
    high on autonomy if workers have very
  • 00:03:33
    specific processes and policies that
  • 00:03:35
    they have to follow and they don't have
  • 00:03:37
    the latitude to make decisions then
  • 00:03:39
    they're going to be low on autonomy all
  • 00:03:41
    right and then finally we have feedback
  • 00:03:44
    all right and this is basically just how
  • 00:03:46
    much information are you getting on your
  • 00:03:48
    performance so if a supervisor is
  • 00:03:50
    telling you hey good job with that maybe
  • 00:03:52
    you might want to want to change this
  • 00:03:53
    next time and giving you you constant
  • 00:03:56
    redirection that that helps you
  • 00:03:57
    understand how your performance is
  • 00:03:59
    fitting in into the the organization's
  • 00:04:01
    needs then your position is going to be
  • 00:04:03
    high on feedback if you don't hear much
  • 00:04:05
    from your supervisor and I'll tell you
  • 00:04:06
    there have been some positions where
  • 00:04:07
    that I've been in where where I've
  • 00:04:09
    hardly heard anything from my supervisor
  • 00:04:11
    then you're going to be in a position
  • 00:04:13
    that is low on feedback all right and
  • 00:04:16
    ultimately what the job characteristics
  • 00:04:19
    model says is that when we look at these
  • 00:04:21
    kind of core job Dimensions they're
  • 00:04:24
    going to influence various psychological
  • 00:04:26
    States and then through that influence
  • 00:04:27
    it's going to it's going to impact outc
  • 00:04:29
    comes such as our work motivation the
  • 00:04:32
    quality of our work performance our
  • 00:04:34
    satisfaction and even absenteeism in
  • 00:04:45
    turnover now we can use the job
  • 00:04:48
    characteristics model to calculate
  • 00:04:49
    something called a motivate motivating
  • 00:04:52
    potential score all right and the way
  • 00:04:54
    that we do this is we rate a position on
  • 00:04:56
    the the five core Dimensions that we
  • 00:04:58
    talked about skill variety task identity
  • 00:05:01
    task significance autonomy and feedback
  • 00:05:05
    all right then we take the average score
  • 00:05:07
    for skill
  • 00:05:09
    variety task
  • 00:05:12
    identity and task significance so we add
  • 00:05:15
    up those three those three and we divide
  • 00:05:17
    by three we multiply that by the score
  • 00:05:20
    for
  • 00:05:22
    autonomy and multiply Again by the score
  • 00:05:24
    for feedback and that gives us the
  • 00:05:27
    motivating potential score all right and
  • 00:05:30
    as you can see here the higher that a
  • 00:05:32
    job rates on each one of these core
  • 00:05:34
    Dimensions the higher the motivating
  • 00:05:35
    potential score the MPS is going to be
  • 00:05:38
    all right and the higher the MPS is the
  • 00:05:41
    more positive outcomes we should see in
  • 00:05:43
    the workplace such as lower turnover and
  • 00:05:45
    lower absenteeism all right the lower
  • 00:05:47
    the MPS is though uh the less motivation
  • 00:05:50
    we're going to see our employees have
  • 00:05:52
    more turnover we're going to see more
  • 00:05:53
    absenteeism more negative outcomes are
  • 00:05:56
    associated with a low
  • 00:05:58
    MPS
  • 00:06:05
    now as we've discussed here the presence
  • 00:06:07
    of the core factors in the job
  • 00:06:09
    characteristics model that we've talked
  • 00:06:11
    about are associated with higher
  • 00:06:14
    performance and more satisfying job
  • 00:06:16
    performance all right and also what what
  • 00:06:19
    we found with some research in the field
  • 00:06:21
    of R&D professionals is that When
  • 00:06:24
    leaders show supportive behaviors they
  • 00:06:26
    can actually improve these core
  • 00:06:28
    characteristics in the job
  • 00:06:29
    characteristics model thus leading to
  • 00:06:32
    more satisfaction and better
  • 00:06:41
    performance now one of the ways that we
  • 00:06:43
    can improve the core characteristics of
  • 00:06:46
    jcm is through something called job
  • 00:06:49
    rotation okay and job rotation helps to
  • 00:06:52
    address the repetitive nature of jobs
  • 00:06:54
    and repetitive jobs obviously have very
  • 00:06:57
    little variety so there's very little
  • 00:06:58
    skill variety involved in these jobs and
  • 00:07:01
    often repetitive jobs have little
  • 00:07:02
    autonomy because employees don't have
  • 00:07:04
    choices to make they just have to do the
  • 00:07:06
    same thing over and over and over again
  • 00:07:08
    all right so we can address these two
  • 00:07:10
    components through job rotation
  • 00:07:12
    sometimes we hear about this being
  • 00:07:13
    referred to as as cross trainining uh
  • 00:07:16
    but really we have to to go through
  • 00:07:17
    cross trainining for job rotation to be
  • 00:07:19
    successful what we're doing in job
  • 00:07:21
    rotation is we're shifting people from
  • 00:07:23
    One task to another or from one job to
  • 00:07:25
    another all right so when I was managing
  • 00:07:28
    in in the field there were a variety of
  • 00:07:30
    times that I would rotate people from
  • 00:07:32
    one job to another from one task to
  • 00:07:35
    another um in particular when I was a a
  • 00:07:37
    pricing manager I was responsible for
  • 00:07:39
    all quotes that my company sent out and
  • 00:07:42
    what I noticed was that when I took over
  • 00:07:45
    my role as a pricing manager I had
  • 00:07:47
    different people who worked in different
  • 00:07:49
    areas so different people quoted
  • 00:07:51
    different product lines and sent things
  • 00:07:53
    out but what I noticed over time was
  • 00:07:55
    that the amount of quotes that were
  • 00:07:57
    requested for one product line were not
  • 00:08:00
    always consistent with the number of
  • 00:08:01
    quotes that were were requested for
  • 00:08:03
    another so one day my person who worked
  • 00:08:07
    on Lumber might be super busy another
  • 00:08:09
    day people who worked on trim might be
  • 00:08:11
    super busy another day people who worked
  • 00:08:12
    on Windows might be super busy but they
  • 00:08:14
    were they were rarely all Super V super
  • 00:08:17
    busy at the same time okay so I went in
  • 00:08:21
    and I put put a job rotation system into
  • 00:08:24
    place where we focused on training
  • 00:08:27
    everybody in in a different job so they
  • 00:08:29
    could step in and help when the time
  • 00:08:31
    came that this was needed okay and at
  • 00:08:33
    first candidly when we look at the
  • 00:08:35
    weaknesses here about disruptions extra
  • 00:08:38
    time questions at first my employees
  • 00:08:41
    were actually kind of resistant to this
  • 00:08:44
    because they they really weren't
  • 00:08:46
    comfortable with learning a new skill
  • 00:08:47
    but over time we showed them that that
  • 00:08:49
    everyone had the ability to learn and
  • 00:08:51
    they actually seemed to really enjoy
  • 00:08:53
    developing these skills and it also
  • 00:08:55
    created stronger Teamwork because
  • 00:08:57
    employees were able to help each other
  • 00:08:59
    out when they needed help um reduced
  • 00:09:01
    boredom a little bit too and what I
  • 00:09:03
    found was that the frustration in the
  • 00:09:06
    workplace decreased a lot because people
  • 00:09:09
    were able to move from one thing to
  • 00:09:12
    another and just kind of shift the work
  • 00:09:14
    that they did and help each other out
  • 00:09:16
    more
  • 00:09:23
    often now job enrichment deals with
  • 00:09:26
    increasing the level of responsib
  • 00:09:29
    abilities associated with the job so
  • 00:09:31
    sometimes um job rotation can actually
  • 00:09:33
    support job enrichment but at the at the
  • 00:09:36
    bigger from a bigger picture standpoint
  • 00:09:38
    what we're looking to do with job
  • 00:09:40
    enrichment is allow people to move up to
  • 00:09:43
    another step in the work that they're
  • 00:09:45
    doing so this may actually contribute to
  • 00:09:47
    task identity because they may see more
  • 00:09:49
    of the work being done um and job
  • 00:09:52
    enrichment in uh really can be effective
  • 00:09:55
    at increasing motivation and reducing
  • 00:09:58
    turnover
  • 00:10:05
    now relational job design deals with
  • 00:10:07
    connecting people in the workplace with
  • 00:10:10
    those who are benefiting from their work
  • 00:10:12
    and one of the best examples of
  • 00:10:13
    relational job design that I can think
  • 00:10:15
    of comes from an interview with Bernie
  • 00:10:17
    Marcus one of the founders of Home Depot
  • 00:10:20
    and in this interview Bernie talked
  • 00:10:22
    about how important it was to connect
  • 00:10:24
    employees to the employees and the work
  • 00:10:27
    that they were doing to the people who
  • 00:10:29
    are benefiting from that work and he
  • 00:10:31
    said you know he said Home Depot is a
  • 00:10:33
    home improvement story he said everybody
  • 00:10:34
    who comes in Home Depot has some kind of
  • 00:10:36
    problem maybe their toilet's not working
  • 00:10:38
    maybe their paint's disgusting you know
  • 00:10:40
    there's there's some type of problem
  • 00:10:42
    that they're trying to deal with here
  • 00:10:44
    and he said what we did was we made our
  • 00:10:46
    employees understand that they were
  • 00:10:49
    solving those problems okay and that by
  • 00:10:52
    by helping to solve those problems they
  • 00:10:54
    were making a real meaningful difference
  • 00:10:56
    in the lives of our customers and doing
  • 00:10:58
    that getting them to understand that
  • 00:11:00
    also helped to make a meaningful
  • 00:11:02
    difference in their own
  • 00:11:10
    lives in addition to designing jobs so
  • 00:11:14
    they can be more motivating we can also
  • 00:11:15
    create alternative work Arrangements
  • 00:11:18
    that help to motivate our employees and
  • 00:11:20
    one of these types of alternative work
  • 00:11:22
    Arrangements is called job sharing this
  • 00:11:24
    is a situation where two or more people
  • 00:11:27
    split a 40 hour a week job and with this
  • 00:11:29
    helps us to do is it helps us to create
  • 00:11:31
    situations where people who might not
  • 00:11:33
    have the ability to work a full 40 hours
  • 00:11:35
    can still earn at a rate that is not
  • 00:11:39
    discounted for part-time wages as we
  • 00:11:41
    know part-time employees often get paid
  • 00:11:44
    lower lower rates than full-time
  • 00:11:46
    employees all right this is kind of
  • 00:11:48
    declining in use though when we when we
  • 00:11:51
    talk about job sharing uh one of the
  • 00:11:53
    reasons is it can be difficult to find
  • 00:11:55
    people who can work together and
  • 00:11:57
    coordinate um everything that has to be
  • 00:11:59
    done with one job the only time that I
  • 00:12:01
    can recall really seeing this in person
  • 00:12:04
    was a high school in an area I used to
  • 00:12:06
    live in had a co-principals that was a
  • 00:12:10
    it was a job sharing situation where a
  • 00:12:13
    pair of spouses actually actually spit
  • 00:12:15
    split the salary and had a benefits
  • 00:12:18
    package um but you know job sharing is
  • 00:12:21
    still out there and it is something that
  • 00:12:23
    we we want to be aware of so that um if
  • 00:12:25
    this situation does come up where we can
  • 00:12:27
    use it that we can take advant of it in
  • 00:12:29
    our
  • 00:12:36
    organizations now what is a little more
  • 00:12:38
    common than job sharing is something
  • 00:12:40
    that we call Flex time and flex time is
  • 00:12:42
    a situation where we essentially have
  • 00:12:45
    core hours that people work so we have
  • 00:12:47
    basic times that we say this is when we
  • 00:12:50
    need our employees all right so the core
  • 00:12:53
    hours you you know we say here it could
  • 00:12:55
    be 9:00 a.m. to 3:00 p.m. but it's it's
  • 00:12:57
    times that we're going to have meetings
  • 00:12:59
    times that might be relevant to our
  • 00:13:00
    customers or our client base these are
  • 00:13:02
    our core hours when we say all Hands-On
  • 00:13:04
    deck so to speak and then outside of
  • 00:13:06
    that people can either choose to come in
  • 00:13:08
    early or they could choose to come in
  • 00:13:10
    late uh they can pick their flexib their
  • 00:13:13
    the flexibility of their schedule
  • 00:13:15
    outside of their core hours all right so
  • 00:13:17
    uh years ago I used to be a high school
  • 00:13:19
    teacher and we obviously had to be
  • 00:13:22
    present when students were present but
  • 00:13:24
    our superintendent allowed teachers in
  • 00:13:26
    our school to either be people came in
  • 00:13:29
    early or they left late and he said the
  • 00:13:32
    school benefited from it because we had
  • 00:13:35
    more coverage in the building we had
  • 00:13:36
    people in earlier and out later than if
  • 00:13:39
    we all had to had to be in just a little
  • 00:13:41
    bit early and a little bit late and for
  • 00:13:43
    the for the faculty we all felt that we
  • 00:13:46
    benefited from it because we could
  • 00:13:48
    arrange things like picking up our kids
  • 00:13:50
    getting them to sports getting them on
  • 00:13:51
    the bus in the morning based upon
  • 00:13:53
    whether or not we chose to be uh early
  • 00:13:57
    risers or late
  • 00:14:05
    leaves now related to this topic I
  • 00:14:07
    actually uh have some work in this area
  • 00:14:11
    where I do some some research looks at
  • 00:14:14
    data in a Fortune 500 company surveyed
  • 00:14:18
    838 Information Technology professionals
  • 00:14:21
    about a quarter of the people surveyed
  • 00:14:23
    were managers about three4 of them were
  • 00:14:26
    employees all right and data was Ed data
  • 00:14:29
    were collected every six months all
  • 00:14:31
    right so that let four rounds of data
  • 00:14:34
    collection and it was collected at two
  • 00:14:35
    different locations all right and what
  • 00:14:37
    we did was we used we used this data and
  • 00:14:41
    uh I didn't actually collect the data
  • 00:14:42
    this is from a publicly available data
  • 00:14:45
    set but the data asked people a variety
  • 00:14:47
    of questions including some questions
  • 00:14:50
    about flexible work arrangements and
  • 00:14:53
    attitudes and outcomes that are related
  • 00:14:55
    to
  • 00:14:57
    them
  • 00:15:02
    the two components related to flexible
  • 00:15:05
    work Arrangements were scheduling
  • 00:15:07
    flexibility which asks people questions
  • 00:15:09
    about their freedom to take days off
  • 00:15:11
    their choice of start and end times
  • 00:15:13
    taking personal phone calls and things
  • 00:15:15
    along these lines and also family super
  • 00:15:19
    family supportive supervisor behaviors
  • 00:15:21
    all right and these ask people questions
  • 00:15:23
    about if they could talk to their
  • 00:15:24
    supervisor about home and work conflicts
  • 00:15:27
    um if their supervisor helps some of
  • 00:15:29
    these conflicts all right and if the
  • 00:15:31
    supervisor organized work to help
  • 00:15:33
    benefit the
  • 00:15:42
    employees now what we found as we
  • 00:15:44
    analyze this data is that like you would
  • 00:15:46
    expect flexible work Arrangements were
  • 00:15:49
    shown to be negatively related with work
  • 00:15:52
    family conflict okay so basically the
  • 00:15:54
    more flexible work Arrangements somebody
  • 00:15:56
    had the less likely it was
  • 00:15:59
    that they were going to find that their
  • 00:16:00
    work was interfering with their family
  • 00:16:02
    all right as a result of this we saw
  • 00:16:04
    that flexible work arrangements had a
  • 00:16:07
    positive relationship with job
  • 00:16:08
    satisfaction so the more somebody
  • 00:16:11
    perceived that they had flexible work
  • 00:16:13
    Arrangements uh the higher level of job
  • 00:16:16
    satisfaction they expressed and related
  • 00:16:20
    to that flexible work Arrangements were
  • 00:16:23
    negatively related with turnover
  • 00:16:24
    intentions so the greater perception of
  • 00:16:26
    flexible work Arrangements that someone
  • 00:16:28
    had
  • 00:16:29
    the lower levels of turnover intentions
  • 00:16:32
    they express so essentially what we're
  • 00:16:33
    showing here in this model is that
  • 00:16:35
    through flexible work Arrangements we
  • 00:16:37
    can essentially work to reduce work
  • 00:16:39
    family conflict increase job
  • 00:16:42
    satisfaction and decrease turnover
  • 00:16:52
    intentions now what's really cool about
  • 00:16:55
    this data and yes I just said data is
  • 00:16:57
    really cool is that we had a Time series
  • 00:16:59
    nature to it right so we had data at a
  • 00:17:01
    baseline time period 6 months later 12
  • 00:17:04
    months later and 18 months later all
  • 00:17:07
    right and what we're looking at here on
  • 00:17:09
    this chart is the relationship between
  • 00:17:11
    flexible work arrangements and turnover
  • 00:17:13
    intentions all right and we're looking
  • 00:17:15
    to see how does that relationship change
  • 00:17:17
    over time so if we take a look at the
  • 00:17:20
    family supportive supervisor behaviors
  • 00:17:22
    that's this yellow dashed line as we
  • 00:17:25
    follow this here we see that there are
  • 00:17:27
    some minor changes here but this re this
  • 00:17:29
    relationship really didn't get weaker or
  • 00:17:32
    stronger with time okay it pretty much
  • 00:17:34
    stayed the same yes there are some minor
  • 00:17:36
    differences but when these were tested
  • 00:17:38
    there was no significant difference
  • 00:17:40
    between time periods all right and when
  • 00:17:43
    we look at scheduling flexibility we see
  • 00:17:45
    something very similar some some Downs
  • 00:17:48
    some UPS some downs but nothing that
  • 00:17:50
    that was statistically significant so no
  • 00:17:53
    changes that were major in any way shape
  • 00:17:55
    or form and you could see if we plot
  • 00:17:57
    that line it's pretty pretty flat there
  • 00:18:00
    all right and what this tells us is that
  • 00:18:02
    the relationship between our flexible
  • 00:18:05
    work Arrangements variables and our
  • 00:18:07
    turnover intentions was consistent um in
  • 00:18:10
    other words it didn't get weaker and it
  • 00:18:12
    didn't get stronger all right so why
  • 00:18:14
    does this matter if you ever think about
  • 00:18:16
    when you've had a relationship with
  • 00:18:17
    someone and it started to go bad
  • 00:18:19
    sometimes things get worse with time
  • 00:18:21
    okay so the more someone starts to annoy
  • 00:18:23
    you the more you start to dislike them
  • 00:18:24
    the more you think you can't work with
  • 00:18:26
    them anymore all right so and initially
  • 00:18:28
    we kind of thought that we might see
  • 00:18:30
    something here right where the
  • 00:18:31
    relationship between scheduling
  • 00:18:33
    flexibility or family family supportive
  • 00:18:35
    supervisor behaviors and turnover
  • 00:18:37
    intentions would get stronger over time
  • 00:18:39
    so if you felt like you had no
  • 00:18:41
    scheduling flexibility then that would
  • 00:18:43
    be a stronger predictor of turnover as
  • 00:18:45
    time went on but we didn't find that we
  • 00:18:47
    found that that these relationships were
  • 00:18:49
    fairly stable all right and that's
  • 00:18:52
    really great for managers to understand
  • 00:18:54
    because what it essentially tells us is
  • 00:18:56
    that there's an opportunity for us to
  • 00:18:58
    fix things an opportunity for us to make
  • 00:19:00
    changes so just because we don't have um
  • 00:19:04
    some of these flexible work Arrangements
  • 00:19:06
    in place today doesn't mean that we
  • 00:19:08
    can't put them in place and impact our
  • 00:19:10
    employees turnover intentions in the
  • 00:19:20
    future so as we start to think about
  • 00:19:23
    alternative arrangements or keep
  • 00:19:24
    thinking about alternative Arrangements
  • 00:19:26
    the next one we're going to talk about
  • 00:19:27
    here is telecommuting okay and
  • 00:19:29
    telecommuting is basically a scenario
  • 00:19:31
    where employees do their work from home
  • 00:19:34
    a few days a week and they're linked
  • 00:19:36
    with computers and phones and and
  • 00:19:38
    technology and so on so forth right and
  • 00:19:41
    telecommuting was something that there
  • 00:19:43
    was a lot of discussion on um prior to
  • 00:19:46
    2020 because people didn't know if it
  • 00:19:48
    was efficient or not efficient but
  • 00:19:50
    really once the the world went on hold
  • 00:19:52
    so to speak with the covid-19 pandemic
  • 00:19:55
    in March of 2020 telecommuting became
  • 00:19:58
    something that was a lot more common
  • 00:20:00
    okay it became something where PE people
  • 00:20:02
    in various positions that we never
  • 00:20:04
    thought would telecommute started
  • 00:20:06
    telecommuting because of the pandemic so
  • 00:20:08
    it's the pandemic is really starting to
  • 00:20:09
    change the way that we think about this
  • 00:20:12
    type of alternative work
  • 00:20:20
    Arrangement now telecommuting brings
  • 00:20:22
    some advantages with it first and
  • 00:20:24
    foremost it's positively related to
  • 00:20:27
    objective job performance and to job
  • 00:20:29
    satisfaction all right and one of the
  • 00:20:31
    reasons that telecommuting could be
  • 00:20:33
    related to job satisfaction is because
  • 00:20:36
    of its relationship with work family
  • 00:20:37
    conflict by reducing work family
  • 00:20:40
    conflict through telecommuting we
  • 00:20:42
    provide a pathway to increase job
  • 00:20:45
    satisfaction right uh it's also
  • 00:20:47
    associated with reduced carbon emissions
  • 00:20:49
    so we saw this shortly after the
  • 00:20:52
    covid-19 pandemic uh began in 2020 right
  • 00:20:57
    when almost the entire enire world was
  • 00:20:58
    either either staying home or working
  • 00:21:01
    working from home or not going into work
  • 00:21:03
    we saw an incredible decrease in carbon
  • 00:21:05
    emissions uh so that's one example of
  • 00:21:08
    how telecommuting can impact the
  • 00:21:17
    environment there are also some
  • 00:21:19
    disadvantages to telecommuting okay so
  • 00:21:22
    from from the employer side there can be
  • 00:21:25
    uh perceptions that there's social
  • 00:21:26
    loafing that employees might not be
  • 00:21:28
    working the entire time and this is
  • 00:21:30
    where however employers really need to
  • 00:21:33
    think about managing a different way
  • 00:21:34
    part of the reason that they have this
  • 00:21:36
    perception of social loafing is that
  • 00:21:38
    when people are in the office managers
  • 00:21:40
    can see what people are doing they're
  • 00:21:41
    comfortable with that they're managing
  • 00:21:43
    processes all right when people are
  • 00:21:46
    working remotely managers can't see
  • 00:21:48
    what's happening all the time they
  • 00:21:49
    really have to ma manage based upon
  • 00:21:51
    outputs so there's a little bit of a a
  • 00:21:53
    transition in thinking that has to be
  • 00:21:56
    done there uh sometimes it could be
  • 00:21:58
    difficult to coordinate teamwork right
  • 00:22:00
    it's it could be easier when you're in
  • 00:22:02
    the office and you can just walk up and
  • 00:22:04
    talk to somebody or maybe you're on work
  • 00:22:06
    in the same space um there could be a
  • 00:22:08
    little more challenges all right having
  • 00:22:10
    said that with tech technological
  • 00:22:13
    improvements we are finding more and
  • 00:22:14
    more ways to coordinate teamwork
  • 00:22:16
    remotely all right um it can also be
  • 00:22:19
    difficult to evaluate non-quantitative
  • 00:22:21
    performance so we might have some
  • 00:22:23
    challenges here in well what about
  • 00:22:25
    things that we that we don't have
  • 00:22:26
    objective data on all right how do we
  • 00:22:28
    evaluate that
  • 00:22:30
    performance from the employees
  • 00:22:32
    perspective sometimes there can be
  • 00:22:34
    increased feelings of isolation and
  • 00:22:37
    reduced relationship quality with
  • 00:22:39
    co-workers particularly when some people
  • 00:22:41
    are teleworking and other people aren't
  • 00:22:44
    tele workking those who are teleworking
  • 00:22:45
    may feel more isolated than those who
  • 00:22:47
    are in the office all right and
  • 00:22:49
    employees may not always be recognized
  • 00:22:51
    for their efforts because their efforts
  • 00:22:52
    aren't quite so
  • 00:22:56
    visible
  • 00:23:02
    now when we look at whoel works we can
  • 00:23:04
    see there appears to be a relationship
  • 00:23:07
    between
  • 00:23:08
    education and the percent of people who
  • 00:23:11
    do work from home okay so we see over
  • 00:23:13
    here on the the right hand side that
  • 00:23:16
    those with less than a high school
  • 00:23:18
    diploma work at home pretty rarely all
  • 00:23:22
    right but we see a much greater number
  • 00:23:24
    here
  • 00:23:25
    39.2% according to this data from 200 16
  • 00:23:28
    when we're looking at people with a
  • 00:23:29
    bachelor's degree or higher right and
  • 00:23:31
    part of the reason for that is because
  • 00:23:34
    people who have a higher level of
  • 00:23:36
    Education may qualify for for jobs that
  • 00:23:39
    are easier to move into remote
  • 00:23:42
    locations um people who don't have that
  • 00:23:45
    that high level of Education they may
  • 00:23:47
    find themselves more in service oriented
  • 00:23:49
    jobs where they need to be present they
  • 00:23:50
    may find themselves um more in jobs that
  • 00:23:54
    involve manual labor like in a in a
  • 00:23:57
    factory in a Ware wouse on a
  • 00:23:58
    construction site obviously those types
  • 00:24:00
    of jobs can't telecommute but over here
  • 00:24:03
    the PE people who have a bachelor's
  • 00:24:04
    degree or higher are more likely to find
  • 00:24:07
    themselves in an office type position
  • 00:24:08
    where you can work remotely using a a
  • 00:24:11
    computer and a headset thing and tools
  • 00:24:14
    like
  • 00:24:21
    that another way we can help to motivate
  • 00:24:24
    our employees is through something
  • 00:24:25
    called employee involvement an employee
  • 00:24:27
    involvement is a process that uses
  • 00:24:29
    employees input to increase their
  • 00:24:31
    commitment to the organization's success
  • 00:24:33
    to the most common types of employee
  • 00:24:35
    involvement programs out there are
  • 00:24:38
    participative management and
  • 00:24:39
    representative management we're going to
  • 00:24:41
    break each of them down a little more
  • 00:24:49
    detail now participative management
  • 00:24:52
    involves getting employee feedback on
  • 00:24:54
    steps that you're going to take in your
  • 00:24:56
    organization so sometimes this feedback
  • 00:24:58
    is solicited informally so maybe through
  • 00:25:01
    discussing things with with different
  • 00:25:03
    people and other times it can be a
  • 00:25:05
    little more formal like through a survey
  • 00:25:07
    or or some type of major data collection
  • 00:25:09
    effort all right now what we do with
  • 00:25:12
    with this is we collect this information
  • 00:25:13
    from our employees and then as we're
  • 00:25:15
    making our decisions we have some some
  • 00:25:18
    understanding as to how our employees
  • 00:25:20
    would feel about some of the impacts
  • 00:25:22
    involved in the decision all right this
  • 00:25:24
    can be a great way to get some
  • 00:25:26
    involvement
  • 00:25:28
    some of the studies that have shown
  • 00:25:30
    results here though have shown mixed
  • 00:25:33
    results in terms of the effect of
  • 00:25:36
    participative management on on
  • 00:25:38
    organizational outcomes one of the
  • 00:25:40
    problems that we have to be aware of is
  • 00:25:42
    that our participative management needs
  • 00:25:44
    to be genuine so if we're getting
  • 00:25:46
    people's if we're getting people's
  • 00:25:48
    feedback or we're conducting surveys and
  • 00:25:50
    then we're not actually using the
  • 00:25:51
    feedback that could be a little
  • 00:25:52
    challenging because our employees might
  • 00:25:54
    not believe they actually have a voice
  • 00:25:55
    in what's happening or we may have
  • 00:25:58
    employees who have very different
  • 00:25:59
    feelings on a situation and then
  • 00:26:02
    whichever side we end up going with the
  • 00:26:04
    other side is going to feel like they
  • 00:26:05
    weren't heard so that's one of the
  • 00:26:06
    challenges with participative management
  • 00:26:08
    it may actually contribute to some of
  • 00:26:10
    the mixed results that we've
  • 00:26:19
    seen representative management gives
  • 00:26:21
    official roles to employees who help to
  • 00:26:24
    work with with Management in making
  • 00:26:26
    decisions so two of the most common
  • 00:26:29
    forms that we see are work councils
  • 00:26:30
    which are often a group of elected
  • 00:26:33
    employees who meets with management and
  • 00:26:35
    discusses issues with them and and helps
  • 00:26:38
    inform management as to their
  • 00:26:39
    perspective on decisions and board
  • 00:26:42
    representatives and when we have board
  • 00:26:43
    Representatives we may have a a single
  • 00:26:46
    employee or we may have multiple
  • 00:26:48
    employees who actually sit on the
  • 00:26:49
    company's boards and through their those
  • 00:26:52
    roles on the board they're able to make
  • 00:26:54
    some decisions okay challenges with with
  • 00:26:57
    this that we can see here are that one
  • 00:26:59
    um if employees are sitting on a board
  • 00:27:02
    they may start to see the board's
  • 00:27:05
    perspective on things more and maybe not
  • 00:27:08
    advocate for employee perspectives or if
  • 00:27:11
    they are too confrontational they may be
  • 00:27:13
    viewed as adversaries and not
  • 00:27:16
    necessarily be able to make much of an
  • 00:27:18
    influence so when you're when you're
  • 00:27:20
    selecting employees who may be your
  • 00:27:22
    board Representatives you want to think
  • 00:27:23
    about people who are going to continue
  • 00:27:26
    to advocate for the employees rights but
  • 00:27:28
    also do so in a persuasive way in a way
  • 00:27:31
    that is respectful of others that
  • 00:27:32
    they're going to be able to get their
  • 00:27:33
    point across as opposed to to come
  • 00:27:36
    across as an obstacle in board
  • 00:27:44
    meetings now we're going to move forward
  • 00:27:47
    talking about a variety of different
  • 00:27:48
    ways that pay can be used to motivate
  • 00:27:50
    our employees and and how pay does
  • 00:27:53
    motivate our employees okay so one of
  • 00:27:56
    the first Concepts that we're going to
  • 00:27:58
    talk about as we think about what to pay
  • 00:28:00
    is internal Equity versus external
  • 00:28:03
    Equity all right and internal Equity
  • 00:28:05
    deals with deals with the equity of pay
  • 00:28:07
    within our organization external Equity
  • 00:28:10
    looks at Equity of pay outside of our
  • 00:28:12
    organization okay so one of the great
  • 00:28:14
    examples to use here actually comes from
  • 00:28:17
    faculty all right from from professors
  • 00:28:20
    so I am an organizational behavior Human
  • 00:28:23
    Resource Management faculty member okay
  • 00:28:26
    um people in Business Schools tend to be
  • 00:28:31
    compensated fairly for their services
  • 00:28:33
    but we're not we don't all get
  • 00:28:35
    compensated the same way so a finance
  • 00:28:37
    Professor probably makes more money than
  • 00:28:39
    me so some people would look at that and
  • 00:28:41
    have concerns that that's an internal
  • 00:28:42
    Equity issue and I ask the question well
  • 00:28:45
    should I be upset that Finance
  • 00:28:47
    professors probably make more money than
  • 00:28:48
    I do and some people always come back
  • 00:28:51
    and say oh yes you should be upset but
  • 00:28:53
    other people say no and the people who
  • 00:28:55
    say no say that I shouldn't be up set
  • 00:28:57
    because there's external equity in my
  • 00:28:59
    pay okay and what that means is that if
  • 00:29:02
    we were to look outside of our
  • 00:29:04
    organization and look at other colleges
  • 00:29:06
    or look at industry if we decide to
  • 00:29:07
    leave our organizations and go to
  • 00:29:09
    Industry people with expertise in
  • 00:29:12
    finance get paid more in Industry than
  • 00:29:14
    people with expertise in organizational
  • 00:29:16
    behavior and Human Resource Management
  • 00:29:18
    so even though we have what could be
  • 00:29:20
    perceived as an internal Equity gap
  • 00:29:22
    between those two positions there is
  • 00:29:25
    external Equity because the the position
  • 00:29:27
    are compensated similarly to how they
  • 00:29:30
    would be in other organizations now
  • 00:29:32
    beyond that some organizations like to
  • 00:29:34
    pay their leaders above the market or
  • 00:29:36
    pay their employees above the market
  • 00:29:37
    what that means is they might pay a
  • 00:29:39
    little more than other companies and
  • 00:29:41
    what this does is this helps to bring
  • 00:29:43
    you a larger pool of applicants when you
  • 00:29:46
    open up jobs and by bringing in larger
  • 00:29:48
    pools of applicants you have the ability
  • 00:29:50
    to be more selective okay I worked at
  • 00:29:52
    one company in my career where we paid
  • 00:29:54
    our entry level employees very very low
  • 00:29:56
    and it was was almost like somebody
  • 00:29:58
    applied for a job they were guaranteed
  • 00:29:59
    to get hired because we couldn't afford
  • 00:30:01
    to lose anyone who applied for a job
  • 00:30:03
    other companies I've been at have paid
  • 00:30:05
    at or above Market rates and they've
  • 00:30:07
    been able to be very selective in their
  • 00:30:09
    hiring
  • 00:30:17
    processes in addition to thinking about
  • 00:30:20
    base base pay uh we're also going to
  • 00:30:22
    talk about some variable pay programs
  • 00:30:24
    such as peace rate plans Merit based pay
  • 00:30:26
    bonuses profit sharing and Employee
  • 00:30:28
    Stock ownership plans so let's break
  • 00:30:30
    each one of these
  • 00:30:38
    down a peace rate pay plan goes ahead
  • 00:30:41
    and pays employees based upon the number
  • 00:30:43
    of pieces that they produce or number of
  • 00:30:45
    pieces that they move of a product okay
  • 00:30:48
    so instead of giving them an hourly wage
  • 00:30:50
    or salary what we might see is we might
  • 00:30:52
    see somebody who works in a warehouse
  • 00:30:54
    being paid say 15 cents per package pick
  • 00:30:57
    all right and then they need to P pick a
  • 00:31:00
    certain number of packages in order to
  • 00:31:02
    earn the pay that they that they want to
  • 00:31:04
    earn in a in a factory we might see you
  • 00:31:07
    know a wage of X number of dollars per
  • 00:31:10
    product produced okay now peace rate
  • 00:31:13
    plans can help to make sure that people
  • 00:31:16
    are working hard and that they're
  • 00:31:17
    efficient if you're in a warehouse and
  • 00:31:18
    you're being paid per piece picked
  • 00:31:20
    you're obviously going to try to pick a
  • 00:31:21
    lot of pieces all right one of the one
  • 00:31:24
    of the downsides to a peace rate plan
  • 00:31:26
    though is that people may be a little
  • 00:31:27
    bit uh less careful in their Works they
  • 00:31:30
    may pick some damag pieces they may not
  • 00:31:32
    worry about whether or not something
  • 00:31:34
    they produced is perfect because they're
  • 00:31:36
    very very focused on the quantity that
  • 00:31:37
    they're going to produce all right you
  • 00:31:39
    also can have some internal politics
  • 00:31:41
    associated with peace rate pay plans so
  • 00:31:44
    you might see your more experienced
  • 00:31:46
    employees pick the easier tasks because
  • 00:31:50
    they know which tasks are going to be
  • 00:31:51
    easier to get paid on and then the
  • 00:31:53
    reality is what you have is you have
  • 00:31:54
    your most experienced people doing the
  • 00:31:56
    easiest tasks and your least experienced
  • 00:31:58
    people doing the most difficult tasks
  • 00:32:00
    because the more experienced people know
  • 00:32:03
    how to earn more money okay but we can
  • 00:32:05
    work around that because we can have
  • 00:32:07
    managers assign tasks out instead of
  • 00:32:09
    letting employees pick exactly what it
  • 00:32:12
    is they do uh the other limitation for a
  • 00:32:15
    peace rate plan is um how do you apply
  • 00:32:19
    it to a lot of different jobs okay so
  • 00:32:21
    there are for factories and warehouses
  • 00:32:24
    it can work very well all right but what
  • 00:32:26
    what do you do the case of you know you
  • 00:32:28
    can't take a college professor and give
  • 00:32:30
    them a peace rate pay plan all right
  • 00:32:33
    it's very very
  • 00:32:34
    challenging to take uh say a lifeguard
  • 00:32:37
    and give them a peace rate pay plan so
  • 00:32:39
    there's very specific jobs that this can
  • 00:32:41
    be applied
  • 00:32:48
    to now Merit pay deals with giving
  • 00:32:51
    people differences in their annual
  • 00:32:54
    increases of pay based upon their
  • 00:32:55
    performance all right so you know let's
  • 00:32:58
    say we have an employee whose salary is
  • 00:33:00
    $50,000 a year uh they might get a 3%
  • 00:33:04
    increase if they're an outstanding
  • 00:33:06
    performer they might get a 2% increase
  • 00:33:08
    if they're a satisfactory performer and
  • 00:33:10
    they might get no increase if they need
  • 00:33:13
    Improvement okay uh one of the one of
  • 00:33:16
    the great things for the employees about
  • 00:33:17
    Merit based pay is that once you earn it
  • 00:33:20
    you've got it moving forward so if you
  • 00:33:23
    were at $50,000 a year and you got a 3%
  • 00:33:26
    increase inrease you would get a $1,500
  • 00:33:30
    raise and now your salary is 515 and
  • 00:33:32
    then next year your your Merit pay is
  • 00:33:35
    based upon that new base rate all right
  • 00:33:38
    so that's definitely an advantage for
  • 00:33:39
    the employee uh Merit based pay is good
  • 00:33:41
    because it ties your your reviews into
  • 00:33:44
    your compensation so performance reviews
  • 00:33:46
    are very
  • 00:33:48
    meaningful okay uh one of the challenges
  • 00:33:51
    with Merit based pay is that because
  • 00:33:53
    employees earn it forever you may have
  • 00:33:55
    people who are very top performers for
  • 00:33:57
    10 years and they see their salaries
  • 00:34:00
    increase and increase and increase and
  • 00:34:02
    their their performance drops off but
  • 00:34:04
    you can't do anything to adjust their
  • 00:34:07
    pay really to account for that so that
  • 00:34:09
    can be a little bit challenging another
  • 00:34:12
    challenge is that the Merit pools
  • 00:34:13
    fluctuate and what that means is one
  • 00:34:15
    quarter we might have more money to give
  • 00:34:17
    Merit base pay than we have in another
  • 00:34:19
    quarter or we could have a situation
  • 00:34:22
    where we have a a severe Equity issue
  • 00:34:25
    with with pay and
  • 00:34:27
    and the Merit pool is used to adjust for
  • 00:34:29
    that Equity issue and then that takes
  • 00:34:31
    away from what other people can earn in
  • 00:34:33
    terms of Merit so we have to be careful
  • 00:34:35
    not to make adjustments with the Merit
  • 00:34:37
    based pay pool that are not based upon
  • 00:34:48
    Merit now a bonus is a it could be an
  • 00:34:51
    annual or it could be a monthly payment
  • 00:34:54
    that you get for for satisfactory
  • 00:34:56
    performance
  • 00:34:57
    okay this is above and beyond your
  • 00:34:59
    salary but it's a one-time payment okay
  • 00:35:01
    so this does not add to your salary um
  • 00:35:04
    bonuses can be great because if they are
  • 00:35:07
    if they are tied to Performance they
  • 00:35:09
    incentivize employees to perform well
  • 00:35:12
    okay but they can also be challenging
  • 00:35:14
    because if too much of your pay is tied
  • 00:35:15
    to your bonus then that creates some
  • 00:35:18
    some income instability all right the
  • 00:35:20
    first management position I ever had I
  • 00:35:22
    basically could double my salary through
  • 00:35:23
    my bonuses which was nice that I could
  • 00:35:26
    earn that much more but it also made me
  • 00:35:28
    very vulnerable to uh changes in the
  • 00:35:31
    market changes in company performance
  • 00:35:33
    and truthfully when I had a another
  • 00:35:35
    company come in and offer me a position
  • 00:35:38
    that was similar in compensation but had
  • 00:35:41
    a higher percentage of salary that was
  • 00:35:42
    something that was very attractive to me
  • 00:35:44
    so if your employees have to rely too
  • 00:35:46
    much on bonuses um we you have to
  • 00:35:49
    remember that they may be concerned
  • 00:35:52
    about the stability of of their
  • 00:35:55
    pay
  • 00:36:02
    profit sharing plans are similar to
  • 00:36:03
    bonuses and the in the sense that they
  • 00:36:05
    are one-time payments that employees get
  • 00:36:08
    for for good performance but they're a
  • 00:36:10
    little bit different from bonuses
  • 00:36:12
    because bonuses typically have set
  • 00:36:14
    amounts tied to them whereas with profit
  • 00:36:16
    sharing plans we we have kind of a
  • 00:36:18
    formula that we apply to the company's
  • 00:36:21
    profitability to pay to pay out these
  • 00:36:24
    payments to employees all right and
  • 00:36:26
    often these uh these payments are based
  • 00:36:29
    in part by employees current wage the
  • 00:36:33
    hours they work and and metrics of that
  • 00:36:36
    nature all right and what this does
  • 00:36:38
    though is it allows your employees
  • 00:36:40
    particularly those who may not be bonus
  • 00:36:42
    eligible to benefit from company
  • 00:36:44
    performance so they have a little more
  • 00:36:46
    vested interest in company performance I
  • 00:36:49
    can tell you one organization that I
  • 00:36:50
    worked at the employees typically got
  • 00:36:52
    very low profit sharing checks because
  • 00:36:55
    they weren't performing at at a very
  • 00:36:57
    high level and um I went in we increased
  • 00:37:00
    profitability about 40% in my location
  • 00:37:03
    my employees got very good checks that
  • 00:37:05
    year and one of my employees came up to
  • 00:37:08
    me afterwards after the checks were
  • 00:37:10
    distributed and said I never got a check
  • 00:37:11
    this large in this company and they said
  • 00:37:14
    quite honestly you know I didn't
  • 00:37:16
    necessarily always understand all of
  • 00:37:18
    your methods as a manager but now that I
  • 00:37:20
    see how it's impacted my bottom line
  • 00:37:22
    I've bought in so from my experience I
  • 00:37:25
    could see the profit sharing plans
  • 00:37:26
    they're communicated well and they
  • 00:37:28
    result in the employees benefiting from
  • 00:37:30
    them they can be very effective okay but
  • 00:37:32
    when the employees aren't benefiting
  • 00:37:34
    from the profit sharing plans obviously
  • 00:37:36
    they're not going to have that much of
  • 00:37:37
    an
  • 00:37:46
    impact next we're going to take a look
  • 00:37:48
    at Employee Stock ownership plans and
  • 00:37:50
    what these types of plans do is they
  • 00:37:52
    basically allow your employees to
  • 00:37:54
    acquire Company stock often at less than
  • 00:37:56
    the Market is charging for for the stock
  • 00:37:59
    and it helps your employees become
  • 00:38:00
    owners in the company if they become
  • 00:38:01
    owners in the company they should care
  • 00:38:04
    about the company's well-being so when I
  • 00:38:06
    was in Industry at the time that I
  • 00:38:08
    worked for a Fortune 500 company we had
  • 00:38:10
    a uh an employee stock ownership plan
  • 00:38:13
    that allowed me to purchase our stock at
  • 00:38:14
    10% below the market value so
  • 00:38:17
    immediately it was like I had a 10%
  • 00:38:18
    return on my money so I had a certain
  • 00:38:20
    percentage of my paycheck dedicated to
  • 00:38:23
    just making purchases in the Employee
  • 00:38:25
    Stock ownership plan so um I was buying
  • 00:38:27
    the stock at around $25 a share and the
  • 00:38:31
    value was increasing and increasing and
  • 00:38:33
    I think I sold it all at like 35 or $40
  • 00:38:36
    a share something like that um well
  • 00:38:39
    after I left the company and that was a
  • 00:38:40
    very nice return on my money I don't
  • 00:38:42
    really like to think about it because
  • 00:38:44
    that stock NOW trades at well over $200
  • 00:38:46
    a share so selling it at 40 was a pretty
  • 00:38:49
    bad decision but the point is because
  • 00:38:51
    they gave me that incentive that 10% off
  • 00:38:53
    to buy a company stock every paycheck
  • 00:38:56
    that I worked for that company I was
  • 00:38:57
    investing in the company at the same
  • 00:38:59
    time and it it did have an impact in
  • 00:39:01
    terms of making sure that I cared about
  • 00:39:04
    the company's
  • 00:39:12
    wellbeing so do these pay plans really
  • 00:39:15
    uh motivate employees what the research
  • 00:39:18
    tells us is generally they do but that
  • 00:39:20
    doesn't necessarily mean that
  • 00:39:21
    everybody's equally motivated by them
  • 00:39:23
    all right during my time in Industry I
  • 00:39:25
    definitely saw employees who were not
  • 00:39:27
    necessarily motivated by bonuses or not
  • 00:39:30
    necessarily motivated by profit sharing
  • 00:39:33
    uh but for the most part these plans do
  • 00:39:35
    have a positive impact on employee
  • 00:39:37
    motivation and cons consequently their
  • 00:39:47
    productivity now Beyond pay we also
  • 00:39:50
    we're going to take a look at benefits
  • 00:39:52
    all right one of the things that's very
  • 00:39:53
    important in our organizations is having
  • 00:39:55
    a flexible benefit package and what we
  • 00:39:57
    mean by this is that we recognize that
  • 00:40:00
    not all benefits packages are going to
  • 00:40:04
    meet the needs of all employees so one
  • 00:40:06
    siiz fits all doesn't work what we mean
  • 00:40:08
    by benefits is we're talking about
  • 00:40:10
    health insurance dental insurance vision
  • 00:40:13
    insur insurance and these types of
  • 00:40:15
    programs all right so I take a look at
  • 00:40:17
    myself I have four kids my kids all
  • 00:40:19
    played Sports um emergency room visits
  • 00:40:22
    were not all that uncommon for us so for
  • 00:40:24
    me I was looking typically for a a plan
  • 00:40:28
    that had a pretty low deductible okay I
  • 00:40:31
    also would look for a plan that maybe we
  • 00:40:33
    didn't have to pay all that much if we
  • 00:40:35
    went to the emergency room some plans
  • 00:40:37
    you have to pay $500 to $1,000 per ER
  • 00:40:40
    trip after insurance so I was looking
  • 00:40:42
    for plans that were maybe less than that
  • 00:40:45
    okay because these were the things that
  • 00:40:46
    were important to me when I considered
  • 00:40:48
    what my costs were going to look like
  • 00:40:49
    all right other people who don't have
  • 00:40:51
    such big families maybe didn't commonly
  • 00:40:54
    have as many injuries as we did whatever
  • 00:40:56
    the case may be they may prefer to have
  • 00:40:59
    a little bit of a lower monthly premium
  • 00:41:01
    but have to pay a little bit more if
  • 00:41:03
    they have an accident because an
  • 00:41:04
    accident's a little less likely for them
  • 00:41:06
    all right because of these differences
  • 00:41:08
    that we have amongst our employees
  • 00:41:10
    flexible benefits help us out because T
  • 00:41:12
    what we like to do is be able to have
  • 00:41:14
    you know three four five plans that our
  • 00:41:15
    employees can choose from employees can
  • 00:41:18
    opt into Dental they can opt out of
  • 00:41:20
    dental they can opt in the vision or opt
  • 00:41:21
    out a vision and this helps us meet the
  • 00:41:24
    needs of of all of our employees
  • 00:41:34
    and we're going to wrap up here talking
  • 00:41:35
    about employee recognition programs and
  • 00:41:37
    recognition programs are just ways that
  • 00:41:40
    we can can recognize and reward our
  • 00:41:42
    employees in not necessarily a monetary
  • 00:41:45
    way okay so it it can be a verbal verbal
  • 00:41:49
    program of just making sure that we go
  • 00:41:50
    around and recognize people verbally we
  • 00:41:53
    might have an employee of the month
  • 00:41:54
    award all right some some places that
  • 00:41:57
    you go to now you'll see that they they
  • 00:41:59
    actually have special parking spaces for
  • 00:42:00
    the employee of the month all right and
  • 00:42:03
    these programs can can definitely be
  • 00:42:05
    motivating they have very low cost um
  • 00:42:08
    associated with them all right but there
  • 00:42:11
    are some challenges with recognition
  • 00:42:13
    programs for one your employees need to
  • 00:42:15
    believe that they're Fair okay if it
  • 00:42:17
    seems like the same employees are
  • 00:42:18
    getting recognized over and over again
  • 00:42:20
    and other people aren't getting
  • 00:42:21
    recognized then that can be problematic
  • 00:42:24
    I worked for a consulting company where
  • 00:42:26
    I was launching some really important
  • 00:42:28
    Pro projects big projects working with
  • 00:42:30
    Executives within the state things that
  • 00:42:32
    were were giving good visibility to our
  • 00:42:35
    company and I was never recognized on
  • 00:42:38
    our public recognition board okay I'd
  • 00:42:41
    get the email once a week saying who was
  • 00:42:43
    recognized on the board it got to the
  • 00:42:44
    point that I saw that email and I just
  • 00:42:46
    started deleting it because I never got
  • 00:42:47
    recognized and it became so frustrating
  • 00:42:49
    to me I didn't even want to know the
  • 00:42:51
    recognition system existed okay um in
  • 00:42:55
    other cases I've seen it where
  • 00:42:56
    recognition programs get tied to bonuses
  • 00:42:59
    where once someone's recognized a
  • 00:43:01
    certain amount of time the the employee
  • 00:43:03
    gets a little bonus but then the
  • 00:43:05
    employees start to focus more on the
  • 00:43:07
    money than on the recognition and you
  • 00:43:09
    might as well just have a bonus program
  • 00:43:11
    at that point recognition program is not
  • 00:43:13
    necessarily doing what it should do all
  • 00:43:15
    right the other the other thing is we
  • 00:43:17
    just have to make sure there's a fair
  • 00:43:18
    way to evaluate people um how are we
  • 00:43:21
    going through here and making sure that
  • 00:43:24
    everyone who deserves recognition is
  • 00:43:26
    getting recognized and that might be
  • 00:43:28
    having all of our managers do kind of
  • 00:43:30
    like a quick run through of their people
  • 00:43:32
    to see who needs to be recognized or who
  • 00:43:34
    who deserves it but we do have to make
  • 00:43:36
    sure there is an equitable process one
  • 00:43:38
    of the challenges that we can have here
  • 00:43:40
    is sometimes some managers are more
  • 00:43:42
    likely to recognize employees than other
  • 00:43:44
    managers are so then based upon the luck
  • 00:43:47
    of the draw in terms of who somebody
  • 00:43:50
    works under they may be less likely to
  • 00:43:52
    be recognized and that's that can
  • 00:43:54
    actually be
  • 00:43:55
    demotivating
  • 00:43:56
    and with that we are going to wrap up um
  • 00:44:00
    putting putting motivation into practice
  • 00:44:02
    thank you for joining me I hope you
  • 00:44:03
    learned something I hope you enjoyed it
  • 00:44:05
    and I hope you have a great
  • 00:44:13
    day
Etiquetas
  • motivation
  • Job Characteristics Model
  • skill variety
  • task identity
  • task significance
  • autonomy
  • feedback
  • job rotation
  • job enrichment
  • employee recognition