Lateral working relationships, groups, teams
Design choices- job or personnel based pay
Rewarding performance ? encourage excellence, valued rewards
Attraction and retention ? job and seniority based systems are bad, performance sensitive plans w/team contributions and org success are better
Design
Intrinsic Motivation at work 108-113
Create intrinsically motivating jobs rather than rely on extrinsic rewards ? employees must self manage ? have meaningful purpose, choose activities, competence, monitor progress
Building meaningfulness ? provide a non-cynical climate, identify passions, provide exciting vision, ensure relevant purpose, provide whole tasks
Building sense of choice ? delegate authority, demonstrate trust, provide security, provide clear purpose, provide info
Building sense of confidence ? provide knowledge, provide pos feedback, recognize skill, manage challenges, foster high standards
Building a sense of progress ? build collaborative environment, track milestones, celebrate progress, access to customers, measure improvements
Flight of the Buffalo 123-138
Individuals must be responsible for their performance and problem solving
The evolution of management paradigms - the old paradigm is planning and control
The intellectual capitalism paradigm - The leadership function, transfer of ownership
Create the ownership environment, coaching personal confidence, learning, displayed 300 characters
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Theory Y ? subordinates develop themselves, self direction
The Scanlon Plan ? cost reduction sharing, effective participation,
Theory X ? tactics of control
Developing Managerial Talent:
Manufacturing approach ? build managers through development programs
Grow talent through training
Theory X - limiting
Rewarding Excellence 103-107
Pay strategies ? employment is more transitory, compensate based on value
Rewards and org performance ? coordinate contributions, employees must have access to info, power, knowledge of system, rewards tied to contributions and outcomes... displayed 300 characters
