Organizational Behavior Past Paper 2024/25 PDF

MEDITERRANEAN SCHOOL OF BUSINESS COURSE: Organizational Behavior PROFESSOR: Dr. Patricia Prihodova DATE: 2024/25 12/10/2024 SOUTH MEDITERRANEAN UNIVERS 1 JOB SATISFACTION Job satisfaction is a emotional state resulting from the appraisal of one’s job or job experiences. ◦ I...

MEDITERRANEAN SCHOOL OF BUSINESS COURSE: Organizational Behavior PROFESSOR: Dr. Patricia Prihodova DATE: 2024/25 12/10/2024 SOUTH MEDITERRANEAN UNIVERS 1 JOB SATISFACTION Job satisfaction is a emotional state resulting from the appraisal of one’s job or job experiences. ◦ It represents how you feel about your job and what you think about your job - positively or negatively High Satisfaction: This occurs when expectations are met or exceeded. Customers or individuals feel positive about their experience, product, or service. Low Satisfaction: This occurs when expectations are not met. Individuals feel dissatisfied or unhappy with the experience, product, or service. ◦ It's a complex construct influenced by various factors including personal attitudes, values, and the quality of the workplace. ◦ Employee perception refers to job satisfaction - how individuals perceive and interpret their experiences, surroundings, and interactions in the workplace. It involves the subjective feelings and interpretation of various aspects of their job, work environment, colleagues, and the organizational environment  Why to increase employee’s job satisfaction ?  Establish happiness in the workplace  Employee come to work each day energized and ready to tackle their responsibilities.  They enjoy their job so much that they can't help but spend time thinking about their work outside of traditional office hours.  Employee feel valued and fulfilled / loyalty  Reduced absenteeism  Increase sense of belongingness and security in the employee's mind.  It will lead to an optimistic and challenging attitude at workplace  Job satisfaction is positively related to mental and physical health / personal wellbeing Measuring workers' contentment or happiness levels Absenteeism and Sick Days/ Retention Rates:: Track the number of days employees are absent due to illness or personal reasons. A high rate of absenteeism may indicate unhappiness or burnout. Employee Surveys: Conduct regular surveys or questionnaires to gather employees' feedback on their job satisfaction, work-life balance, relationships with colleagues and supervisors, and overall happiness at work/develop Employee Happiness Index Peer Reviews: Incorporate feedback from colleagues and team members Employee Feedback Platforms: Utilize digital platforms that allow employees to share their thoughts and suggestions anonymously Employee Happiness Committees: Form committees or teams within the organization responsible for monitoring and improving employee happiness. Cross-Functional Collaboration: Measure the degree of collaboration and cross-functional teamwork within the organization, which can impact job satisfaction Customer and Client Feedback: In service-oriented industries, consider gathering feedback from customers or clients about their interactions with employees, as satisfied customers can be a source of employee satisfaction Exit Interviews: Conduct exit interviews to gather feedback from departing employees. 4  Example of questions – employee satisfactions How do you feel about work today? Would you recommend organization to your friends as an employer? Do you feel excited about coming to work? Do you find your work for organization meaningful? Does organization’s vision and values inspire you? Do you feel like your supervisor is invested in your success? Does your work challenge you and aid your development? Have you recently thought about leaving What motivational practices do we need to change? How can we help improve your engagement at work? Is there anything else you would like to share that you find important to your employee experience here at organization? 5 Class activity When would high satisfaction not be related to high performance?  Job Satisfaction vs Productivity Job satisfaction can have a positive impact on job performance. BUT Gallup latest research shows that increasing workers' satisfaction with their workplace alone is not the formula to improve productivity, retention and output," the study's authors wrote.  Satisfied employees have positive attitudes regarding their jobs, but it doesn’t always guarantee higher productivity ! Job satisfaction doesn’t replace skills, training, motivation, support, resources and probably other factors as well. The relationship between job satisfaction and job performance can vary depending on individual and situational factors. Gallup's State of the Global Workplace: 2022 Report 7 Example - an elevator operator's story Interviewer: How long have you operated this vintage elevator? Operator: Going on 22 years now. Interviewer: Is it just pushing buttons? Operator: It's about ensuring a pleasant journey for the passengers. Interviewer: Isn't it repetitive? Operator: The interactions make every trip unique and enjoyable. The elevator operator finds job satisfaction in their role despite its apparent repetitiveness Satisfaction arises from the positive interactions, the uniqueness of each trip and the human connections 8  Example - an elevator operator's story cont. The story primarily reflects job satisfaction rather than performance.  focusing on ensuring a "pleasant journey" for passengers, the operator shows attentiveness to customer satisfaction Finding joy in each unique interaction shows adaptability, suggesting the operator can handle diverse passenger needs and moods effectively. To accurately measure the elevator operator's performance: Passenger Surveys Use brief surveys after elevator rides , Provide feedback cards or a suggestion box near the elevator Conduct mystery shoppers to observe interactions between the operator and passengers. Create a dashboard for tracking performance metrics like safety incidents (if any). 9  SEM Satisfaction, arrive from multiple sources and deals with emotional -positive attitude and fulfillments of expectation ( flexible working hours, employee discount , collaborative work etc.) - it is feeling’s sense and comes from the employees’ positive experiences Engagement – brings loyalty sense of purpose, contentment , belonging, and commitment to an organization, (regular team-building retreats and a transparent company culture make employees feel valued and integral to the company, regular company meetings where everyone's ideas are valued “it is positive relationship with company “ because I feel recognized Motivation –Company sets clear performance metrics and offers bonuses for meeting targets. This motivates employees to perform efficiently and to innovate within their roles Employee satisfaction is the minimum entry fee that needs to be met for an employee to be fully engaged. In summary, job satisfaction relates to how employees feel about their work, job engagement focuses on the level of enthusiasm and dedication employees have for their tasks, and motivation concerns the factors that drive employees to perform well. There are elements that engage workers but different that drive results,  Motivation Motivation refers to the internal or external factors that drive, direct, and sustain an individual's behavior, effort, and choices desires, wants, wishes, aims, goals, needs, drives, motives, and incentives, stimulus etc.. Comes from “Movere” (Latin), means “to move Motivation drives human behavior and actions Motivation is the combination of a person's desire and energy directed at achieving a goal.  It involves the willingness to invest time, effort, and energy to pursue a goal. / employee comittments and effort to their job Motivation is a person’s internal reaction , is not static, it can change over time Not all people are motivated by the same thing and over time their / motivation might changes (external circumstances, life events) 11 Negative motivation Unpleasant or discomforting stimulus that is used to drive behavior. It's something that individuals want to avoid or escape, and this avoidance motivates them to take specific actions. Negative motivation can be effective in the short term as it provides immediate relief from the aversive stimulus / It can create a sense of urgency In education, students may study to avoid failing a test or receiving a poor grade In personal life, individuals may exercise to avoid health problems or discomfort Effective motivation strategies often involve a balance between Motivator Salt (negative motivation) and Motivator Sugar (positive motivation). While negative motivation can prompt action by avoiding discomfort, positive motivation provides intrinsic satisfaction and fosters long-term engagement. 12 Intrinsic and Extrinsic component of motivation Motivation directly influences behavior It determines whether an individual will initiate an action, how much effort they will put into it, and how long they will sustain it. Therefore, it has a significant impact on achievement and goal attainment Motivation can be categorized into two main types: intrinsic and extrinsic. Intrinsic Motivation: This is when individuals are driven by internal factors, such as personal interest, enjoyment, or a sense of fulfillment. They engage in an activity because they find it inherently rewarding. Extrinsic Motivation: Extrinsic motivation comes from external factors, such as rewards, recognition, or punishments. Individuals may engage in an activity to earn a prize, gain approval, or avoid negative consequences. 13  Intrinsic versus Extrinsic Participating in a sport to win a reward or get Participating in a sport because it’s fun and physically fit or to win a trophy, medal, or you enjoy it. financial prize. Learning a new language because you like Learning a new language because your job experiencing new things. requires it. Cleaning because you enjoy a tidy space. Cleaning to avoid making your partner angry. Volunteering because it makes you feel Volunteering to meet a school or work content and fulfilled. requirement. Going for a run because you find it relaxing Going for a run to increase your chances at or are trying to beat a personal record. winning a competition. Painting because it makes you feel calm Painting so you can sell your art to and happy. make money. Taking on more responsibility at work Taking on more responsibility at work to because you enjoy being challenged and receive a raise or promotion / extra income feeling accomplished. Painting because you find it creatively Taking a painting course for a certificate fulfilling. Working overtime because you love helping Working overtime for specific deadline others 14 Class activity Discuss What makes people lose motivation?  Causes of lack of personal m otivation Personal Circumstances: Inconsistent energy due to Life events, stress levels, health, procrastination Lack of Purpose / Interest : Difficulty in finding personal meaning or enjoyment Fear of Failure: The pressure about potential failure can paralyze initiative and effort. Overwhelm: Excessive workload or high expectations can lead to burnout Self-Doubt: Lack of confidence in one's abilities. Unsupportive Environment: Lack of encouragement or negative influences from peers , friends, relatives etc. Instability –an environment full of distraction or unpredictable external conditions can lead to anxiety and distracting individual motivation Lack of challenge – person my find task no challenging or stimulating –leading to boredom Lack of progress – not seeing results or progress especially in long term can decrease motivation 16  Causes of lack of employee’s m otivation Ineffective Communication: Misunderstandings or lack of information flow can lead to frustration Mismatch with Job Role: Employees not suited to their job role may lack motivation /overqualification, underqualification -feeling inadequate or unable to meet job requirement Lack of Feedback: Without constructive feedback, employees might feel demotivated Limited Access to Resources: Lack of necessary support or materials, standard tools, facilities Excessive Bureaucracy: Overly complex procedures or red tape slowing down Poor Conflict Resolution :Inadequately addressed disputes can create a tense and demotivating environment. Lack of Leadership Mentorship or Guidance Absence of role models or advisors can leave employees directionless, lack of transparency from management Inconsistent Workloads: Variability in work demands leading to periods of stress / frequently changing rules or expectations can create confusion and demotivation. Limited Freedom and Competency Restrictions on innovation or expression stifling creativity and engagement. Ineffective Reward Systems: Rewards not aligning with employee values or contributions leading to dissatisfaction.. 17  Causes of lack of employee’s motivation during covid Vaccine and healt concern – Concern about helth, vaccine efficacy , side effecs, permisions , deal loss or illness, mental health stigma Isolation : Especially in remote or individual work settings, feeling of human disconection , lack of intercation Inconsistent work schedule – Fluctuation in workload, different alternatives, changig work policies requred continoues adaptation Uncertainty and Anxiety – Overload of information often negative, concerns about career progresion, job stability Disruption of Routine – The loss of normal daily structers and routines, distrubted habits Technological overload – shift to online platform / new experience with many challenges like internet versus limited acces to work resouces Reduced learning oportunities – The cancelation or virtualization of conference, workshops, limited opprtunities for profesional development Caregiver stress –Balancing work with caregiving responsibilities fo children , relatives / distaction at home Economical presure- Financial uncertains, distruption in support service ( chidlcare, healtcare, shops), shift to e comerce Lack of physical activity - Lack of acces to nature, restriction on movement , closed gym – change in lifestyle 18  Theory X and Theory Y by Douglas McGregor `This theory outlines two opposing views on human behavior in the workplace. Assumptions of Theory X Employees generally dislike responsibilities. and they are inherently lazy Workers have little motivation and prefer direction from their superiors. Workers need consistent rewards and punishments to ensure their task is completed. Workers do not have a desire to grow or achieve personal or professional goals. The managers adopt a more dictatorial style. / fines, penalties etc. Assumptions of Theory Y Employees are responsible , self directed, and can perceive their job as relaxing and normal, Workers are willing to accept challenges and are proud of the work that they do. Workers are eager to participate in decision-making. Workers are happy to contribute and feel internally satisfied. Employees use self-direction and self-control If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization. Why measure performance ? Performance performance is a critical driver of organizational success and is crucial as it directly impacts the success, growth, and sustainability of the organization. Identifying Strengths and Weaknesses If performance is not measured, it cannot be ascertained whether standards have been met /analyzing deviations What you cannot measure you cannot improve and grow Measurement helps objectively differentiating between performers and nonperformers /create a fair culture of recognition Enables employee growth and development This information can be used to optimize job roles, assign tasks that align with employees' strengths, and provide targeted training or development to address weaknesses. Equity Theory Now read the story below: Imagine that you are paid 8 TND an hour working as an office assistant. You have held this job for 6 months. You are very good at what you do, you come up with creative ways to make things easier around you, and you are a good colleague who is willing to help others. You stay late when necessary and are flexible if requested to change hours. Now imagine that you found out they are hiring another employee who is going to work with you, who will hold the same job title, and who will perform the same type of tasks. This particular person has more advanced computer skills, but it is unclear whether these will be used on the job. The starting pay for this person will be 11 TND an hour. How would you feel? Would you be as motivated as before, going above and beyond your duties? How would you describe what you would be feeling? Adam Equity Theory Equity theory, popularly known as Adam's equity theory, aims to strike a balance between an employee’s input and output in a workplace. According to this theory, individuals are motivated by a sense of fairness in their interactions. Moreover, our sense of fairness is a result of the social comparisons we make. Specifically, we compare our inputs and outcomes with other people’s inputs and outcomes “If an individual thinks that others are getting more rewards and recognition compared to him/her who is putting in similar amount of inputs in his/her job, it would lead to some imbalance.  The key components of Equity Theory include 1.Inputs: These are the contributions an individual makes to their job or organization, such as effort, time, skills, dedication, and hard work. 2.Outputs: These represent the rewards or benefits individuals receive in return for their inputs. Outputs can include salary, recognition, promotions, benefits, job security, and a sense of accomplishment. 3.Comparison: People evaluate their inputs and outputs by comparing themselves to others. They assess whether they are receiving similar rewards (outputs) for their efforts (inputs) as their peers or colleagues. 4.Equity: Equity is achieved when individuals perceive that their inputs are proportional to their outputs, and this balance is similar to that of their reference group (those they are comparing themselves to). 5.Inequity: Inequity occurs when individuals perceive an imbalance between their inputs and outputs in comparison to their reference group. There are two types of inequity: 23 Equity Theory with some examples 1. Salary and Job Roles: Imagine two employees, Alice and Bob, working in the same department with similar roles and responsibilities. They both put in the same amount of effort and time (inputs) into their work. However, Alice receives a significantly higher salary and better benefits (outputs) than Bob. In this situation, Bob may perceive underpayment inequity, leading to job dissatisfaction and reduced motivation. 2. Promotion Opportunities: Consider a scenario where two colleagues, Sarah and Mike, have been working in the same organization for several years. They both have similar qualifications and experience (inputs). However, Sarah has been promoted to a higher position with more responsibilities and better perks (outputs) while Mike remains in the same role. Mike may perceive underpayment inequity, feeling that he deserved the same opportunities as Sarah, which could lead to reduced motivation and engagement. 3. Team Contributions: In a team project, members contribute their time, skills, and effort (inputs) to achieve a successful outcome. If one team member, Jane, feels that she is doing a disproportionate amount of work compared to her teammates and receives the same recognition and rewards (outputs), she may perceive underpayment inequity. This perception could lead to Jane becoming less motivated to put in extra effort in future projects. 24  Herzberg Hygiene Theory Herzberg's Two-Factor Theory, also known as the Motivation-Hygiene Theory, distinguishes between two factors that influence employee motivation and job satisfaction: Hygiene Factors (Extrinsic Factors): Definition: These factors do not motivate employees, but when they are absent or insufficient, they cause dissatisfaction. They are related to the environment and context of the job. Key Elements: Company Policies: Fair and clear policies. Supervision: Support and guidance from managers. Salary: Competitive pay and benefits. Job Security: Stability and protection from layoffs. Work Conditions: Comfortable and safe working environments. Relationships: Positive interactions with coworkers and supervisors. Work-Life Balance: Reasonable work hours and flexible schedules. Outcome: When hygiene factors are poor or lacking, employees experience job dissatisfaction. However, improving these factors doesn’t necessarily increase motivation. 25  Herzberg Motivators Definition: These factors lead to job satisfaction and motivate employees to work harder. They are related to the nature of the work itself and personal growth. Key Elements: Achievement: The sense of accomplishment when goals are reached. Recognition: Acknowledgment for work done. Work Itself: The tasks and responsibilities that make the job meaningful. Responsibility: Being given autonomy and responsibility. Advancement: Opportunities for promotion and growth. Personal Growth: The chance to develop professionally. Outcome: When motivators are present, employees experience job satisfaction and become more productive. 26  While Maslow's theory focuses on individual needs and personal development, Herzberg's theory delves into the workplace factors that affect employee job satisfaction and motivation. Herzberg's theory has suggests that addressing hygiene factors can prevent job dissatisfaction, while enhancing motivators can foster job satisfaction and motivation. Current situation - example Physiological needs: hurricanes, earthquakes, and wildfires, can disrupt access to basic necessities like food, water, and shelter. Safety :The COVID-19 pandemic has highlighted the importance of safety and security for individuals and communities / ongoing global refugee crisis has created a need for safety and security for millions of people Belonging :The rise of social media and online communication has made it easier for people to connect with others, but it has also created feelings of loneliness and isolation for some individuals. COVID-19 pandemic, many people have experienced isolation and loneliness as a result of social distancing measures. Esteem needs: In today's highly competitive job market, the rise of the gig economy and freelance work has created new challenges for individuals seeking to build their careers and achieve professional success. Self-actualization: mindfulness and self-care movements has created a growing interest in personal growth and self-discovery.and wellbeing This can involve exploring one's spirituality, seeking to understand one's purpose in life, 28 Motivating by Setting Goals Researcher Edwin Locke found that individuals who set specific, difficult goals performed better than those who set general, easy goals. Goals affect performance through four mechanisms. First, goals serve a directive function; they direct attention and effort toward goal-relevant activities Edvard Locke Effective goal-setting principles Clarity. A clear, measurable goal is more achievable than one that is poorly defined. In other words, be specific! A goal must be specific and measurable. It should answer the who, what, when, where, why, and how of the expectations of the goal / SMART Goal Setting: The central premise of Locke's theory is that setting specific and challenging goals leads to higher levels of motivation and performance. Goals provide individuals with clear objectives to strive toward. The goal must be specific and have decent level of difficulty to motivate you to strive toward the goal. Commitment. Individuals are more likely to be motivated to achieve goals that they have committed to.. / self efficiency belief- accept goal as own Feedback. Frequent feedback on progress toward goal attainment is crucial. It allows individuals to track their performance, make necessary adjustments, and stay motivated. Perceived chance of attaining goal Self-Regulation: The theory emphasizes the role of self-regulation in goal pursuit. Individuals must monitor their progress, adjust their efforts as needed, and stay committed to achieving their goals. Examples For example, instead of saying you simply 1. want to increase revenues / general statement a good goal would state that you 2. want to increase revenues by 10 percent. Adding the “10 percent” aspect to the goal helps make it measurable. In order to make a goal clearer and specific, include a deadline for each goal. As an example, you could state that you 3. want to increase revenues by 10 percent by the end of the quarter Commitment is most important and relevant when goals are difficult !  Example:Software Development Team 1.Specific Goal: 1. The software development team sets a specific goal to release a new version of their software with enhanced features and reduced bugs within six months. 2.Challenging Goal: 1. The goal is challenging but realistic, considering the team's skills, resources, and the complexity of the project. It pushes the team to innovate and improve their coding and testing practices. 3.Commitment: 1. The team holds a goal-setting meeting where each member expresses their commitment to achieving the project's success. They understand the importance of the new release for the company's growth. 4.Feedback: 1. Regular code reviews, automated testing, and continuous integration provide ongoing feedback on code quality and identify bugs early in the development process. Bi-weekly progress meetings assess project advancement. 5.Self-Regulation: 1. Team members use feedback to adjust their coding practices, seek help from colleagues when facing complex issues, and prioritize tasks to meet project milestones. They also engage in continuous learning to keep up with the latest technology trends. 32 ”Vision visualization" in Locke theory Vision visualization can serve as a powerful source of motivation. Vision visualization inspires employees by creating an emotional connection to a compelling future. It stirs passion and intrinsic motivation. It helps set the stage for these long-term goals by providing a clear and inspiring picture of where the organization or team wants to be in the future. Just as specific and well-defined goals provide clarity for individuals at the organizational or team level. Effective communication of the vision is crucial for its success. Leaders who can vividly and consistently communicate the vision help ensure that employees understand and internalize it. In dynamic and changing environments, a well-crafted vision can provide stability and a sense of purpose. 33 Example Florence Chadwick was the first woman to cross the English Channel. She later tried to swim from Catalina Island to the California coast. The water was cold and the situation was exacerbated by thick fog. After 15 hours, a mile from the finish line, she gave up. She later told reporters that if she saw the ground, she would be able to do it. After a while, she tried again. It was foggy again, but she kept remembering that the ground was there while swimming. Her second attempt came out. She sailed to the finish line, even breaking the world record. She had a vision about the ground in front of her that helped as a navigator! 34 Wroom’s Expectancy Theory Expectancy theory is a motivational theory that proposes that people are motivated to engage in certain behaviors based on their beliefs about the relationship between their effort, performance, and outcomes. Expectancy theory The theory states that the intensity of a tendency to perform in a particular manner is dependent on the intensity of an expectation If an employee believes that their hard work and effort will lead to a promotion, they are more likely to put in extra effort and work hard towards achieving their goals. Similarly, if an employee believes that putting in extra hours and effort will not lead to any reward or recognition, they are less likely to be motivated to work hard./ choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Components of Expectancy motivation Valence - Their belief that the outcome is valuable to them -"How much do I value the rewards?" individual’s preference for the expected rewards of the outcome. Valence can be positive, negative, or neutral. If an individual perceives the outcome as positive, they are more likely to be motivated to engage in the behavior. /The salesperson believes that if they do sell more, they will receive rewards such as higher commissions, recognition, Reward Preferences: Through surveys, the company identifies that its employees highly value monetary rewards, career advancement opportunities, and flexible work arrangements. Expectancy- Their belief that they can perform the behavior. Can I achieve the desired outcome if I put in the effort? Effort refers to the degree of energy or resources that an individual is willing to invest in a particular behavior. Employees have different levels of confidence about what they can do. Management must discover what resources, training, or supervision employees need./training or support from a supervisor, feedback Instrumentality Their belief that their performance will lead to a desired outcome -Will my performance be rewarded? ” The employee must believe that if he performs well, appreciation will be shown for the results /Rewards must be linked directly to performance. The company has a transparent and fair performance evaluation process tied to specific KPIs, ensuring that employees see a direct link between their efforts and performance ratings.For example, the company can provide a commission or bonus for reaching a certain sales target 36 Example: Expectancy Instrumentality Valence (EIV) model Scenario: You’ve been in your position as manager of a small team for some time. The team does good work and performs well, but you want to boost their performance further. Action: In this scenario, one approach would be to improve the rewards on offer by tailoring them to each individual’s needs. For example, a person with a long commute may appreciate the opportunity of a day working from home if they hit their targets. Another person who is highly ambitious may appreciate the opportunity to lead a small project next quarter if they hit their targets this quarter. Thus, each person will see high-productivity as a means of hitting their personal goals and will be far more likely to invest more effort and determination into their job. 37  Company Examples HubSpot offers an unlimited vacation policy, where the flexibility to take time off is often tied to employees meeting performance standards. Employees who perform well and meet their goals can take more time off, trusting that their role stability and work quality will allow them to use this benefit without issues. Amazon Program: Amazon’s Career Choice Program offers employees support for training and career advancement, linked to achieving performance milestones. Cisco offers high-performing employees the chance to rotate between projects or departments, allowing them to gain diverse experiences. Southwest Airlines – Financial Incentives Program provides financial bonuses for employees based on customer satisfaction metrics, allowing them to choose between monetary bonuses or vacation time Upon successful project completion, employees choose from rewards like cash bonuses, extra vacation etc... Google Flexibility Program: Google offers employees a wide range of choices, including personalized career development and flexible benefits. Employees select from numerous training options, online courses, and leadership workshops. Google also provides a cafeteria-style benefits plan, where employees choose from options like additional vacation days, childcare, or wellness services. 38  Motivation new trends As employees are physically returning to work, they also need to be mentally prepared to reconnect Managers should controle workplace health and safety so that employees feel safe at work. Remote work: Organizations may need to develop strategies to help remote workers feel connected to the company and their colleagues, such as virtual team-building activities or regular video conferencing. / Home Office is an integrated part in the daily working life Emphasis on well-being/ psychological safety: Organizations may need to provide resources to support employee wellness, such as mental health counseling, healthy food options, and opportunities for physical exercise. They may also need to implement policies that support work-life balance, such as flexible schedules or unlimited time off. Organizations may need to tailor rewards and recognition programs to indivPersonalization: idual employees, rather than using a one-size-fits-all approach./Changing the way to design new jobs ( more organic, dynamic – free workers) request different support changes in working styles / choice, flexibility and personalization HR should update budgets, documents, create a risk plans towards to performnce and compensation policies.Virtual evaluation system includes trainings etc./online feedback , highlight the lessons you've learned during pandemic 39 Motivation new trends -cont Technology: Technology can also make it easier for employees to collaborate and work together, regardless of location. Support virtual work environments that allow employees to interact (new collaborative digital platforms should increase teamwork and social connectivity AI-Driven Personal Coaching: Personalized coaching apps and AI- driven platforms provide feedback, goal tracking, and habit suggestions, making self-improvement accessible and customize. Virtual career and talent platform – ongoing process , digital toolkits can help leaders to recognise and reward employees faster, online innovation contests or award programs can give employees the opportunity to contribute feedback or new ideas Mental Fitness Focus: Platforms offering guided mental exercises (e.g., visualization, mental resilience) are trending to boost resilience and motivation.Example : Keeping (digitally) fit , Pepsi has instituted a “Digital Fitness” program for its marketing teams. The program leverages online learning courses and hands- on “experimental” sessions to keep Pepsi’s marketers up-to-date on the latest digital tools 40 Example :Platforms like Nectar , Scavenger etccan contribute to a great employee experience by involving everyone in the celebration of great work 41  Watch the videos https://www.youtube.com/watch?v=z8wqS7VkAcw https://www.youtube.com/watch?v=u0SwqKT6-bo Movie https://www.youtube.com/watch?v=chpCYb52_wo https://www.youtube.com/watch?v=_z7AC8yJxRU 42 Class activity Develop your own model of “Motivation” and suggest what are the top three things that employers could do to increase job satisfaction of their staff, Write short paragraph / essay Minimum 100 words  Class Activity -Groups HOW TO ENHANCE MOTIVATION Imagine you are a manager with a staff of 20. Your objective is to keep this productivity and morale high by enhancing employee's motivation. Describe what you could say and do to encourage people, keep morale and productivity up, keep the performance level high, and engender good work spirit. Use expectancy theory. ACTIONS TO TAKE HOW/WHY THIS WOULD WORK 44