Organizational Behavior (Stephen Robbins)

Thomas also identified four sets of behaviours managers can use to create intrinsic

rewards for their employees:

• Leading for choice.Empowering employees and delegating tasks


• Leading for competence.Supporting and coaching employees


• Leading for meaningfulness.Inspiring employees and modelling desired
  behaviours


• Leading for progress.Monitoring and rewarding employees
  Exhibit 4-9 presents the building blocks that increase the likelihood that intrinsic
  rewards are motivational.

CREATING AMOTIVATINGWORKPLACE:

REWARDS ANDJOB REDESIGN

Organizations use specific incentives to motivate individuals, teams, and the entire

organization to achieve organizational goals such as productivity, reduced turnover,

and leadership effectiveness. They can also redesign jobs to create more motivating

workplaces.

Employee Recognition: Showing People That They Matter

Expectancy theory tells us that a key component of motivation is the link between per-

formance and reward (that is, having your behaviour recognized). Employee recogni-

tion programs cover a wide spectrum of activities. They range from a spontaneous and

private “thank you” on up to widely publicized formal programs in which specific types

of behaviour are encouraged and the procedures for attaining recognition are clearly

identified.^63

Recognition may not be enough for some jobs, however, as Exhibit 4-10 on page 125

suggests.

124 Part 2Striving for Performance

• Delegated authority


• Trust in workers


• Security (no punishment) for honest mistakes


• A clear purpose


• Information


• A noncynical climate


• Clearly identified passions


• An exciting vision


• Relevant task purposes


• Whole tasks
  
  
  • Knowledge
  
  
  • Positive feedback
  
  
  • Skill recognition
  
  
  • Challenge
  
  
  • High, noncomparative standards
  
  
  • A collaborative climate
  
  
  • Milestones
  
  
  • Celebrations
  
  
  • Access to customers
  
  
  • Measurement of improvement
  
  
  
  

Leading for Choice Leading for Competence

Leading for Meaningfulness Leading for Progress

EXHIBIT 4-9 Building Blocks for Intrinsic Rewards

Source:Reprinted with permission from the publisher. From Intrinsic Motivation at Work: Building Energy

and Commitment.Copyright © K. Thomas. Berrett-Koehler Publishers Inc., San Francisco, CA. All rights

reserved. http://www.bkconnection.com.

5 How can rewards and

job design motivate

employees?