1. How Specific Alternative Work Arrangements Motivate Employees
1.1. Flextime
1.1.1. employees must work a number of hours per week but may alter their working hours of work within limits.
1.1.2. reduce absenteeism and overtime expenses, increase productivity, reduce hostility and traffic congestion, etc. While this kind of time is not applicable to the same job and workloads or workers.
1.2. Job sharing
1.2.1. an arrangement that allows two or more people to split a traditional 40-hour-a-week job. one state worker could work from 8 am to noon and the other shift starts from 1 pm to 5 pm per day.
1.3. Telecommuting
1.3.1. is to work at home at least 2 days a week on a computer that is linked to the worker’s office. Virtual office depicts working outside the workplace on a relatively long-term basis.
2. Employee Involvement
2.1. Participative management
2.1.1. a process that subordinates share a significant degree of decision-making power with their instant superiors. This can occur either formally by say, briefings or surveys, or informally by daily consultations, as a method to improve motivation through belief and commitment.
2.2. Representative participation
2.2.1. a system in which employees take part in organizational decision making by a small group of representative workers.
2.2.2. This participation redistributes power in an organization, bring labor’s interests in a more equitable footing with the preferences of management and stockholders by consisting of a tiny group of workers as participants in decision making.
3. Variable-Pay Programs and Employee Motivation
3.1. internal equity
3.1.1. the value of a job to the organization set up by a technical stage called job evaluation,
3.2. external equity
3.2.1. the competitiveness of an organization’s pay related to pay in its industry set up by pay surveys.
3.3. Variable pay programs
3.3.1. piece-rate, merit-based, bonus, profit-sharing, and worker stock ownership strategy
3.3.2. a pay plan originating a portion of a worker’s pay on some personal or organizational measure of performance
3.4. Piece-Rate Pay
3.4.1. familiar as a means of making up production workers with a fixed sum for each unit of production completed, however it is used in organizational settings that the outputs are the same as quantity evaluation.
3.5. Merit-Based Pay
3.5.1. a pay plan predicated on performance appraisal ratings
3.6. Bonuses
3.6.1. a pay plan that rewards workers for recent performance instead of historical performance
3.7. Profit-Sharing Plans
3.7.1. provides compensation predicated on some set-up formula designed around a company’s profitability. This make-up money could be either direct cash outlays or allocations of stock options
3.8. Employee Stock Ownership Plan (ESOP)
3.8.1. a company-established advantage plan that workers buy stocks, often at below-market prices, as part of their benefits
4. Implications for Managers
5. Job characteristics model (JCM)
5.1. Depict jobs in five different core job dimensions. This model suggests that any job can be described as skill variety, task identity, task significance, autonomy, and feedback.
5.2. Mix the core dimensions of the JCM into a single predictive index that proposes the motivating potential in a job, called motivating potential score (MPS)
6. Main way job can be redesigned
6.1. Job rotation ( Cross-training)
6.1.1. Utilized by manufacturers and managers to react more flexibly to the volume of upcoming orders and to help them get an image of their organization respectively.
6.1.2. will help to increase job satisfaction and organizational commitment, reduce job boredom, strengthen employees’ motivation, and help them know more about their roles towards the organization
6.2. Job Enrichment
6.2.1. Strengthens individuals' commitment to their work by various helpful activities of managers, namely combine tasks, form natural work units, establish client relations, expand jobs vertically, and open feedback channels. Additionally,
6.3. Relational Job Design
6.3.1. is constructing jobs so workers see the positive difference they can make in the lives of others directly through their work. It also attracts people to increased job performance and high productivity.
6.3.2. prosocial motivation and is an especially salient topic for organizations with corporate social responsibility (CSR) initiatives
7. Show How Flexible Benefits Turn Benefits Into Motivators
7.1. Flexible benefits
7.1.1. personalize rewards by encouraging each employee to choose the compensation package that best meets his or her contemporary needs and manner. The advantages, overall, may be a motivator for an individual to work, and for them to select one firm over another, but flexible benefits cannot assure that it is a substitute for higher salaries when it comes to motivation
7.2. employee recognition program
7.2.1. a plan to allow specific worker behaviours by formally respecting specific worker contributions. And that program would range from a spontaneous and private thanks to widely publicized formal programs that recognition procedures are well-identified.