国外组织行为学课件皮尔森ch06课件.ppt

Chapter 6/ Slide 1 2. Explain how to tie pay to performance onwhite-collar jobs and the difficulties of meritpay plans.3. Understand how to use pay to motivateteamwork.Chapter 6/ Slide 2 Learning Objectives (continued)5. Discuss the motivational properties of jobenrichment.6. Discuss recent developments in job designChapter 6/ Slide 3 Learning Objectives (continued)Chapter 6/ Slide 4 ? How important is pay for you?? How effective is pay as a motivator?Chapter 6/ Slide 5 ? Pay can satisfy lower-level needs as well associal, self-esteem, and self-actualizationneeds so it should be a good potentialmotivator.? If pay can satisfy a variety of needs, it shouldbe highly valent and it should be a goodmotivator to the extent that it is clearly tiedto performance.Chapter 6/ Slide 6 ? Financial incentives and pay-for-performanceplans have been found to increase? The ability to earn money for outstandingperformance is a competitive advantage forattracting, motivating, and retainingemployees.Chapter 6/ Slide 7 ? The prototype of all schemes to link pay toperformance on production jobs is piece-rate.? Piece-rate refers to a pay system in whichindividual workers are paid a certain sum ofmoney for each unit of production theycomplete.Chapter 6/ Slide 8 ? Various schemes to link pay to performanceon production jobs are called wage incentiveplans.? The introduction of wage incentives usuallyleads to substantial increases in productivity.? One of the best examples of the successfuluse of a wage incentive plan is the LincolnElectric Company.Chapter 6/ Slide 9 ? Lowered Quality: Wage incentives canincrease productivity at the expense ofquality.? Differential Opportunity: A threat to theestablishment of wage incentives exists whenworkers have differential opportunities toproduce at a high level.Chapter 6/ Slide 10 ? Reduced Cooperation: Wage incentives thatreward individual productivity might decreasecooperation among workers.? Incompatible Job Design: The way jobs aredesigned can make i