{"id":168,"date":"2018-09-24T14:51:23","date_gmt":"2018-09-24T14:51:23","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/chapter\/from-motivation-theory-to-application\/"},"modified":"2018-10-10T18:46:45","modified_gmt":"2018-10-10T18:46:45","slug":"from-motivation-theory-to-application","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/chapter\/from-motivation-theory-to-application\/","title":{"raw":"From Motivation Theory to Application","rendered":"From Motivation Theory to Application"},"content":{"raw":"<ol id=\"fs-idm184383056\" start=\"7\">\r\n \t<li>How can managers redesign existing jobs to increase employee motivation and performance?<\/li>\r\n<\/ol>\r\nThe material presented thus far in this chapter demonstrates the wide variety of theorists and research studies that have contributed to our current understanding of employee motivation. Now we turn our attention to more practical matters, to ways that these concepts can be applied in the workplace to meet organizational goals and improve individual performance.\r\n<div id=\"fs-idm200116736\" class=\"bc-section section\">\r\n<h3>Motivational Job Design<\/h3>\r\n<p id=\"fs-idm207115376\">How might managers redesign or modify existing jobs to increase employee motivation and performance? The following three options have been used extensively in the workplace:<\/p>\r\n\r\n<ul>\r\n \t<li><em>Job enlargement<\/em>. The horizontal expansion of a job, increasing the number and variety of tasks that a person performs, is called <strong>job enlargement<\/strong>. Increasing task diversity can enhance job satisfaction, particularly when the job is mundane and repetitive in nature. A potential drawback to job enlargement is that employees may perceive that they are being asked to work harder and do more with no change in their level of responsibility or compensation. This can cause resentment and lead to dissatisfaction.<\/li>\r\n \t<li><em>Job enrichment<\/em>. <strong>Job enrichment<\/strong> is the vertical expansion of an employee\u2019s job. Whereas job enlargement addresses the breadth or scope of a job, enrichment attempts to increase job depth by providing the employee with more autonomy, responsibility, and decision-making authority. In an enriched job, the employee can use a variety of talents and skills and has more control over the planning, execution, and evaluation of the required tasks. In general, job enrichment has been found to increase job satisfaction and reduce absenteeism and turnover.<\/li>\r\n \t<li><em>Job rotation<\/em>. Also called <em>cross-training,<\/em> <strong>job rotation<\/strong> is the shifting of workers from one job to another. This may be done to broaden an employee\u2019s skill base or because an employee has ceased to be interested in or challenged by a particular job. The organization may benefit from job rotation because it increases flexibility in scheduling and production and because employees can be shifted to cover for absent workers or changes in production or operations. It is also a valuable tool for training lower-level managers in a variety of functional areas. Drawbacks of job rotation include an increase in training costs and decreased productivity while employees are getting \u201cup to speed\u201d in new task areas.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<div class=\"bc-section section\">\r\n<h3>Work-Scheduling Options<\/h3>\r\nAs companies try to meet the needs of a diverse workforce and retain quality employees while remaining competitive and financially prosperous, managers are challenged to find new ways to keep workers motivated and satisfied. Increasingly popular are alternatives to the traditional work schedule, such as flextime, compressed workweek, four-day workweek, telecommuting, and job sharing.\r\n<p id=\"fs-idm194757360\">One option for employees who want an adjustable schedule is <em>flextime<\/em>, in use at 57 percent of U.S. companies.[footnote]Catey Hill, \u201c6 Jobs Where Workers Get a Flexible Schedule\u2014and Easily Make $100,000,\u201d Moneyish, https:\/\/moneyish.com, accessed January 12, 2018; \u201c2017 Employee Benefits: Remaining Competitive in a Challenging Talent Marketplace,\u201d Society for Human Resource Management, https:\/\/www.shrm.org, accessed November 16, 2017.[\/footnote] Flextime allows employees to decide what their work hours will be. Employees are generally expected to work a certain number of hours per week but have some discretion as to when they arrive at work and when they leave for the day.<\/p>\r\n<p id=\"fs-idm195064112\">Another option for employees who want to maximize their leisure hours, indulge in three-day weekends, and avoid commuting during morning and evening rush hours is the <em>compressed workweek.<\/em> Employees work the traditional 40 hours, but fit those hours into a shorter workweek. Most common is the 4-40 schedule, where employees work four 10-hour days a week. Organizations that offer this option claim benefits ranging from increased motivation and productivity to reduced absenteeism and turnover. According to the Society for Human Resource Management, 29 percent of U.S. companies offered employees a compressed workweek in 2017, down from 35 percent in 2013. One of the reasons for the downward trend may be the increasing popularity of a four-day workweek.[footnote]Ibid.[\/footnote]<\/p>\r\n<p id=\"fs-idm196406192\">In 2017 the Society for Human Resource Management began tracking the popularity of a <em>four-day workweek<\/em>, offered in 13 percent of U.S. companies. In this option, employees work only four days a week, the same as a compressed workweek, but work 32 hours or less. The year before, <span class=\"no-emphasis\">Amazon<\/span> announced a pilot project that allows some tech teams in their human resources department to work fewer hours for 75 percent of pay but retain the same benefits as full-time employees. In contrast, <span class=\"no-emphasis\">Tower Paddle Boards<\/span> made permanent its pilot of reducing the workday to only five hours for the entire company. Employees retain the same pay and obligations as before so are challenged to be more productive in less time. In addition, the company started a 5 percent profit-sharing plan. Founder Stephan Aarstol says he expected to lose some revenue for a bit, but that didn\u2019t happen. Revenue the first year was up 40 percent.[footnote]\u201cPiloting the Part-Time Team Initiative,\u201d https:\/\/www.amazon.jobs, accessed January 13, 2018; \u201c2017 Employee Benefits,\u201d Society for Human Resource Management, https:\/\/www.shrm.org, accessed November 16, 2017; Karen Turner, \u201cAmazon Is Piloting Teams with a 30-hour Workweek,\u201d The Washington Post, https:\/\/www.washingtonpost.com, accessed November 16, 2017; David Morris, \u201cAmazon Tests 30-Hour Work Week,\u201d Fortune, http:\/\/fortune.com, accessed November 16, 2017; Theresa Agovino, \u201cIs It Time to Kill the 40-Hour Workweek?,\u201d Society for Human Resource Management, https:\/\/www.shrm.org, accessed November 16, 2017; Stephan Aarstol, \u201cWhat Happened When I Moved My Company to a 5-Hour Workday,\u201d Fast Company, https:\/\/www.fastcompany.com, accessed November 16, 2017.[\/footnote]<\/p>\r\n<p id=\"fs-idm199593200\"><em>Telecommuting<\/em> is a work-scheduling option that allows employees to work from home via a computer that is linked with their office, headquarters, or colleagues. Often employers will use a mix of these scheduling options depending on the situation. Jacqueline Pawela-Crew was a group leader in <span class=\"no-emphasis\">Intel<\/span>\u2019s management engineering unit who worked a compressed schedule. She worked Monday through Thursday, and on two of those days she telecommuted from her home. On the other two days, she worked a flexible schedule, sometimes getting to the office at 6 a.m., so she could be home when her children came home from school. Her former manager, Dan Enloe, was a U.S. Navy reservist and divorced dad, so he also used <span class=\"no-emphasis\">Intel<\/span>\u2019s flexible schedule to meet his military and family needs.[footnote]Jacquelyn Pawela-Crew, https:\/\/www.linkedin.com, accessed October 30, 2017; Dan Enloe, https:\/\/www.linkedin.com, accessed October 30, 2017; Susan Caminiti, \u201cA Champion of Change,\u201d Fortune, September 20, 2004, p. S10.[\/footnote] He sees the flexible scheduling as a key motivator for <span class=\"no-emphasis\">Intel<\/span>\u2019s employees. \u201cI\u2019ve had workers tell me flat out, they were going to leave <span class=\"no-emphasis\">Intel<\/span> if they didn\u2019t have the option of some flexibility with their schedules,\u201d he says.[footnote]Ibid.[\/footnote] Ricardo Semler, CEO of <span class=\"no-emphasis\">Semco<\/span>, a Brazilian conglomerate with 3,000 employees, sums up flexible work schedules this way: \u201cThe essence to us [at Semco] was that people who are free people, who [can act] based on self-interest, who can balance their own lives, are much happier, more productive people. If you take a business call on a Sunday afternoon, for instance, why not go to the movies on a Monday?\u201d <span class=\"no-emphasis\">Semco<\/span>\u2019s employees not only choose their own schedules, they often choose which part of the business to work for and even how much they\u2019ll be paid.[footnote]Ricardo Semler, \u201cWhat Happens When You Run a Company with (Almost) No Rules?\u201d TED Radio Hour, https:\/\/www.npr.org, accessed January 14, 2018; Mallen Baker, \u201cRicardo Semler: The Radical Boss Who Proved That Workplace Democracy Works,\u201d Mallen Baker\u2019s Respectful Business Blog, http:\/\/mallenbaker.net, accessed January 14, 2018; Stacy A. Teicher, \u201cOn the Frontier of Flexibility; Slowly, Companies Are Offering Flexible Schedules\u2014a Key Demand of Workers,\u201d The Christian Science Monitor, June 7, 2004, p. 13.[\/footnote]<\/p>\r\n<p id=\"fs-idm173026720\"><strong>Job sharing<\/strong> is a scheduling option that allows two individuals to split the tasks, responsibilities, and work hours of one 40-hour-per-week job. Though used less frequently than flextime and the compressed workweek, this option can also provide employees with job flexibility. The primary benefit to the company is that it gets \u201ctwo for the price of one\u201d\u2014the company can draw on two sets of skills and abilities to accomplish one set of job objectives. Mary Kaye Stuart is an account executive at a broadcasting company is Austin, Texas. After her doctor warned her that the stress of her 100-mile commute could shorten her life, she pursued job sharing. She teamed up with a former coworker, and each works three days a week, working together on Wednesdays. \u201cJob sharing is a great solution to keeping people from burning out and preventing turnover,\u201d says Melissa Nicholson. She believes in the power of job sharing so much that, after years of doing it herself, she founded Work Muse to help companies set up job-share arrangements. Not all partnerships have been successful, she admits, but when they are, she loves having the ability to be flexible and for the workers to cover each other and support each other. \u201cI\u2019m able to just not think about email or work for four days a week,\u201d she said. \u201cThat\u2019s just an impossibility for most people.\u201d[footnote]Maria Lamagna, \u201cJob Sharing Might Be the Answer to Avoiding Burnout,\u201d New York Post, https:\/\/nypost.com, accessed January 14, 2018; Maria Lamagna, \u201cIs Job-Sharing a Cop-Out or the Way to Avoid Burnout?\u201d MarketWatch, https:\/\/www.marketwatch.com, accessed January 14, 2018; Vivian Wagner, \u201cTake This Job and Share It,\u201d AARP, https:\/\/www.aarp.org, accessed January 14, 2018; \u201cWork Muse in the News!\u201d http:\/\/workmuse.com, accessed January 14, 2018.[\/footnote]<\/p>\r\n<p id=\"fs-idm815941824\">Although each of these work-scheduling options may have some drawbacks for the sponsoring organizations, the benefits far outweigh the problems. The number of companies offering flexible work options has grown, and the trend is expected to continue.<\/p>\r\n\r\n<\/div>\r\n<div id=\"fs-idm213907376\" class=\"bc-section section\">\r\n<h3>Recognition and Empowerment<\/h3>\r\n<p id=\"fs-idm173696368\">All employees have unique needs that they seek to fulfill through their jobs. Organizations must devise a wide array of incentives to ensure that a broad spectrum of employee needs can be addressed in the work environment, thus increasing the likelihood of motivated employees. A sampling of these motivational tools is discussed here.<\/p>\r\n<p id=\"fs-idm163627200\">Formal recognition of superior effort by individuals or groups in the workplace is one way to enhance employee motivation. Recognition serves as positive feedback and reinforcement, letting employees know what they have done well and that their contribution is valued by the organization. Recognition can take many forms, both formal and informal. Some companies use formal awards ceremonies to acknowledge and celebrate their employees\u2019 accomplishments. Others take advantage of informal interaction to congratulate employees on a job well done and offer encouragement for the future. Recognition can take the form of a monetary reward, a day off, a congratulatory e-mail, or a verbal \u201cpat on the back.\u201d Recognition does not have to come from superiors to be meaningful, however. At The <span class=\"no-emphasis\">Motley Fool<\/span>, a financial services company dedicated to helping people invest better, employees use the app YouEarnedIt to recognize the contributions of coworkers. In the app, employees are given \u201cgold\u201d to spend by thanking or complimenting one other along with a statement of what the recipient did to earn it. The recipients cash in the gold for real prizes or gift cards. Employees say this type of recognition may be better than management recognition.[footnote]Paige Magarrey, \u201cThe Motley Fool\u2019s Awesome Employee Engagement Tactics,\u201d Workopolis, https:\/\/hiring.workopolis.com, accessed January 15, 2018; Ashley Bell, \u201c33 Thoughtful Employee Recognition &amp; Appreciation Ideas for 2018,\u201d SnackNation, http:\/\/www.snacknation.com, accessed January 15, 2018; Lindsay Tigar, \u201c6 Job Perks that Actually Inspire Employee Happiness,\u201d Ladders, https:\/\/www.theladders.com, accessed January 15, 2018; \u201cOur Mission: Helping the World Invest \u2014 Better,\u201d The Motley Fool, https:\/\/www.fool.com, accessed January 15, 2018.[\/footnote]<\/p>\r\n<p id=\"fs-idm204803792\">Employee empowerment, sometimes called employee involvement or participative management, involves delegating decision-making authority to employees at all levels of the organization, trusting employees to make the right decision. Employees are given greater responsibility for planning, implementing, and evaluating the results of decisions. Empowerment is based on the premise that human resources, especially at lower levels in the firm, are an underutilized asset. Employees are capable of contributing much more of their skills and abilities to organizational success if they are allowed to participate in the decision-making process and are given access to the resources needed to implement their decisions. <span class=\"no-emphasis\">Netflix<\/span> removes obstacles from employees\u2019 paths to success by eliminating policies and procedures to show its trust in employee decision-making, including in decisions about expenses and vacations. Netflix hires \u201cfully formed adults\u201d and tells them to use their best judgment to act in the company\u2019s best interest. The company believes employees will be more productive if not bound by processes. As a result of following these practices, Netflix is noted among companies 40 percent more productive than others.[footnote]\u201cWhy Employees at Apple and Google Are More Productive,\u201d Fast Company, https:\/\/www.fastcompany.com, accessed January 15, 2018; Robert Shaw, \u201cAt Netflix, Autonomy above All Else,\u201d Business Management Daily, https:\/\/www.businessmanagementdaily.com, accessed January 15, 2018; Aimee Groth, \u201cThis Company Trusts Its Employees So Much It Has a \u2018No Limits\u2019 Expense Policy,\u201d Quartz, http:\/\/quartz.com, accessed January 15, 2018; Janko Roettgers, \u201cHow Netflix Ticks: Five Key Insights from the Company\u2019s New Corporate Culture Manifesto,\u201d Variety, http:\/\/variety.com, accessed January 15, 2018; Timothy Stenovec, \u201cOne Reason for Netflix\u2019s Success \u2014It Treats Employees Like Grownups,\u201d Huffington Post, https:\/\/www.huffingtonpost.com, accessed January 15, 2018; \u201cNetflix Culture,\u201d https:\/\/jobs.netflix.com\/culture, accessed January 15, 2018.[\/footnote]<\/p>\r\n\r\n<\/div>\r\n<div id=\"fs-idm202084992\" class=\"bc-section section\">\r\n<h3>Economic Incentives<\/h3>\r\n<p id=\"fs-idm202186656\">Any discussion of motivation has to include the use of monetary incentives to enhance performance. Currently, companies are using a variety of variable-pay programs such as piece-rate plans, profit sharing, gain sharing, stock options, and bonuses to encourage employees to be more productive. Unlike the standard salary or hourly wage, variable pay means that a portion of an employee\u2019s pay is directly linked to an individual or organizational performance measure. In <em>piece-rate pay plans,<\/em> for example, employees are paid a given amount for each unit they produce, directly linking the amount they earn to their productivity. <em>Profit-sharing plans<\/em> are based on overall company profitability. Using an established formula, management distributes some portion of company profits to all employees. <em>Gain-sharing plans<\/em> are incentive programs based on group productivity. Employees share in the financial gains attributed to the increased productivity of their group. This encourages employees to increase productivity within their specific work area regardless of the overall profit picture for the organization as a whole.<\/p>\r\n<p id=\"fs-idm202393136\">One well-known approach to monetary incentives is the award of <em>stock options<\/em>, or giving employees the right to purchase a given amount of stock at below-market prices. Stock can be a strong motivator because those who receive the options have the chance to make a lot of money. Government tax incentive changes have affected how much equity (stock) companies offer each year, indicating that stock options are declining in popularity.[footnote]Alan Deutschman, \u201cCan Google Stay Google?\u201d Fast Company, https:\/\/www.fastcompany.com, accessed January 14, 2018; Joseph Blasi, \u201cTech Companies Are Shutting Employees Out of the Stock Market\u2019s Boom,\u201d Fortune, http:\/\/fortune.com, accessed January 14, 2018.[\/footnote]<\/p>\r\nOne popular incentive is the bonus. A <em>bonus<\/em> is simply a one-time lump-sum monetary award. In many cases, employees receive bonuses for achieving a particular performance level, such as meeting or exceeding a sales quota, and it is not uncommon for bonuses to be substantial. <span class=\"no-emphasis\">Google<\/span> created a Founders\u2019 Award and once gave $12 million in restricted stock to the winners, a huge spot bonus for great work on a project. For line and staff employees, bonuses can add up to 3 to 5 percent of their annual pay; for middle managers, that figure rises to the low double-digit percentage range. For executives, specifically senior executives, bonuses can constitute up to 50 percent of their annual compensation.\r\n<p id=\"fs-idm207034448\">That\u2019s not to say that small bonuses aren\u2019t good motivators. <span class=\"no-emphasis\">Google<\/span> discovered the large range in values for the award created jealousy instead of fostering better teamwork. Based on employee input, <span class=\"no-emphasis\">Google<\/span> changed from monetary awards to experiential awards, such as gifts and trips, and everyone was happier.[footnote]Katie Hafner, \u201cNew Incentive for Google Employees: Awards Worth Millions,\u201d The New York Times, http:\/\/www.nytimes.com, accessed January 14, 2018; Paul Petrone, \u201cGoogle Found Out That Giving Its Employees Trips to Hawaii Is Better Than $1M Awards,\u201d LinkedIn Talent Blog, https:\/\/business.linkedin.com, accessed January 14, 2018; Quentin Hardy, \u201cClose to the Vest,\u201d Forbes, http:\/\/members.forbes.com, accessed January 14, 2018; Greg Linden, \u201cGoogle Cuts Founders\u2019 Awards,\u201d Geeking with Greg, http:\/\/glinden.blogspot.com, accessed January 14, 2018; James E. McWhinney, \u201cRaise vs. Bonus for Your Small Business Employees?\u201d Investopedia, https:\/\/www.investopedia.com, accessed January 14, 2018; Jeff D. Opdyke, \u201cGetting a Bonus Instead of a Raise: More Companies Link Pay to Performance for Broad Range of Employees,\u201d The Wall Street Journal, December 29, 2004, p. D1, D2.[\/footnote] \u201cSpot\u201d bonuses allow companies to target employees that impact the bottom line and can help motivate average employees. Sarah Clausen received her first bonus from Dallas-based <span class=\"no-emphasis\">Associa<\/span>, a property management company, for overseeing the rollout of video-based town halls. \u201cIt really creates a feeling that your work is being valued and appreciated,\u201d she says. \u201cIt definitely leads me to want to stay here and do a good job.\u201d[footnote]Paul Davidson, \u201cGot a Small Raise? The Rest May Be in Your Bonus,\u201d USA Today, https:\/\/www.usatoday.com, accessed January 14, 2018.[\/footnote]<\/p>\r\nRegardless of their size, bonuses are replacing the raise as the way companies compensate employees for a job well done and motivate them to perform at even higher levels. That is because bonuses can vary according to outcomes. Financial incentives that allow variability in compensation to reflect an individual employee\u2019s contribution are generally known as <em>pay-for-performance<\/em> programs. One of the many companies that use pay-for-performance programs is Allstate, which assigns employees\u2019 individual performance one of five grades. The size of an employee\u2019s bonus depends on his or her grade. For example, one worker may receive a bonus of 5.5 percent of her annual pay, but the worker in the next cubicle doing the exact same job\u2014though less efficiently or productively\u2014may receive only 2 percent. The pay-for-performance approach can also be used for CEOs. <span class=\"no-emphasis\">Tesla<\/span> announced that CEO Elon <span class=\"no-emphasis\">Musk<\/span>\u2019s compensation could be worth up to $55.8 billion over the next ten years, or nothing. <span class=\"no-emphasis\">Musk<\/span>\u2019s compensation is tied to the market capitalization of the company.[footnote]Jena McGregor, \u201cElon Musk\u2019s Pay Deal Could Be Worth $55.8 Billion\u2014But He Could Also Get Nothing,\u201d The Washington Post, https:\/\/www.ndtv.com, January 28, 2018.[\/footnote] The percentage of annual payroll companies commit for pay-for-performance bonuses has fluctuated slightly in recent years but remains above 12 percent and is expected to continue.[footnote]\u201cDespite Surge in Job Growth, Pay Raises and Bonuses for U.S. Workers Unlikely to Rise in 2018,\u201d Aon Media Center, http:\/\/www.aon.mediaroom.com, accessed January 14, 2018; Jena McGregor, \u201cYour Chances of Getting a Bigger Raise or Bonus in 2018 Just Went Down,\u201d The Washington Post, https:\/\/www.washingtonpost.com, accessed January 14, 2018.[\/footnote]\r\n<div class=\"textbox key-takeaways\">\r\n<h3>Key Takeaways<\/h3>\r\n<div class=\"concept-check\">\r\n<ol id=\"fs-idm215444896\">\r\n \t<li>Explain the difference between job enlargement and job enrichment.<\/li>\r\n \t<li>What are the four work-scheduling options that can enhance employee performance?<\/li>\r\n \t<li>Are all employees motivated by the same economic incentives? Explain.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n<div id=\"fs-idm157155744\" class=\"section-summary\">\r\n<h3>Summary of Learning Outcomes<\/h3>\r\n<ol id=\"fs-idm210462480\" start=\"7\">\r\n \t<li>How can managers redesign existing jobs to increase employee motivation and performance?<\/li>\r\n<\/ol>\r\n<p id=\"fs-idm200092864\">The horizontal expansion of a job, which involves increasing the number and variety of tasks that a person performs, is called job enlargement. Increasing task diversity can enhance job satisfaction, particularly when the job is mundane and repetitive in nature. Job enrichment is the vertical expansion of an employee\u2019s job to provide the employee with more autonomy, responsibility, and decision-making authority. Other popular motivational tools include work-scheduling options, employee-recognition programs, empowerment, and variable-pay programs.<\/p>\r\n\r\n<\/div>\r\n<div class=\"textbox shaded\">\r\n<h3>Glossary<\/h3>\r\n<dl id=\"fs-idm199830672\">\r\n \t<dt>job enlargement<\/dt>\r\n \t<dd>The horizontal expansion of a job by increasing the number and variety of tasks that a person performs.<\/dd>\r\n<\/dl>\r\n<dl id=\"fs-idm195647472\">\r\n \t<dt>job enrichment<\/dt>\r\n \t<dd id=\"fs-idm193430288\">The vertical expansion of a job by increasing the employee\u2019s autonomy, responsibility, and decision-making authority.<\/dd>\r\n<\/dl>\r\n<dl id=\"fs-idm187957296\">\r\n \t<dt>job rotation<\/dt>\r\n \t<dd id=\"fs-idm195764144\">The shifting of workers from one job to another; also called cross-training.<\/dd>\r\n<\/dl>\r\n<dl id=\"fs-idm203552128\">\r\n \t<dt>job sharing<\/dt>\r\n \t<dd>A scheduling option that allows two individuals to split the tasks, responsibilities, and work hours of one 40-hour-per-week job.<\/dd>\r\n<\/dl>\r\n<\/div>","rendered":"<ol id=\"fs-idm184383056\" start=\"7\">\n<li>How can managers redesign existing jobs to increase employee motivation and performance?<\/li>\n<\/ol>\n<p>The material presented thus far in this chapter demonstrates the wide variety of theorists and research studies that have contributed to our current understanding of employee motivation. Now we turn our attention to more practical matters, to ways that these concepts can be applied in the workplace to meet organizational goals and improve individual performance.<\/p>\n<div id=\"fs-idm200116736\" class=\"bc-section section\">\n<h3>Motivational Job Design<\/h3>\n<p id=\"fs-idm207115376\">How might managers redesign or modify existing jobs to increase employee motivation and performance? The following three options have been used extensively in the workplace:<\/p>\n<ul>\n<li><em>Job enlargement<\/em>. The horizontal expansion of a job, increasing the number and variety of tasks that a person performs, is called <strong>job enlargement<\/strong>. Increasing task diversity can enhance job satisfaction, particularly when the job is mundane and repetitive in nature. A potential drawback to job enlargement is that employees may perceive that they are being asked to work harder and do more with no change in their level of responsibility or compensation. This can cause resentment and lead to dissatisfaction.<\/li>\n<li><em>Job enrichment<\/em>. <strong>Job enrichment<\/strong> is the vertical expansion of an employee\u2019s job. Whereas job enlargement addresses the breadth or scope of a job, enrichment attempts to increase job depth by providing the employee with more autonomy, responsibility, and decision-making authority. In an enriched job, the employee can use a variety of talents and skills and has more control over the planning, execution, and evaluation of the required tasks. In general, job enrichment has been found to increase job satisfaction and reduce absenteeism and turnover.<\/li>\n<li><em>Job rotation<\/em>. Also called <em>cross-training,<\/em> <strong>job rotation<\/strong> is the shifting of workers from one job to another. This may be done to broaden an employee\u2019s skill base or because an employee has ceased to be interested in or challenged by a particular job. The organization may benefit from job rotation because it increases flexibility in scheduling and production and because employees can be shifted to cover for absent workers or changes in production or operations. It is also a valuable tool for training lower-level managers in a variety of functional areas. Drawbacks of job rotation include an increase in training costs and decreased productivity while employees are getting \u201cup to speed\u201d in new task areas.<\/li>\n<\/ul>\n<\/div>\n<div class=\"bc-section section\">\n<h3>Work-Scheduling Options<\/h3>\n<p>As companies try to meet the needs of a diverse workforce and retain quality employees while remaining competitive and financially prosperous, managers are challenged to find new ways to keep workers motivated and satisfied. Increasingly popular are alternatives to the traditional work schedule, such as flextime, compressed workweek, four-day workweek, telecommuting, and job sharing.<\/p>\n<p id=\"fs-idm194757360\">One option for employees who want an adjustable schedule is <em>flextime<\/em>, in use at 57 percent of U.S. companies.<a class=\"footnote\" title=\"Catey Hill, \u201c6 Jobs Where Workers Get a Flexible Schedule\u2014and Easily Make $100,000,\u201d Moneyish, https:\/\/moneyish.com, accessed January 12, 2018; \u201c2017 Employee Benefits: Remaining Competitive in a Challenging Talent Marketplace,\u201d Society for Human Resource Management, https:\/\/www.shrm.org, accessed November 16, 2017.\" id=\"return-footnote-168-1\" href=\"#footnote-168-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a> Flextime allows employees to decide what their work hours will be. Employees are generally expected to work a certain number of hours per week but have some discretion as to when they arrive at work and when they leave for the day.<\/p>\n<p id=\"fs-idm195064112\">Another option for employees who want to maximize their leisure hours, indulge in three-day weekends, and avoid commuting during morning and evening rush hours is the <em>compressed workweek.<\/em> Employees work the traditional 40 hours, but fit those hours into a shorter workweek. Most common is the 4-40 schedule, where employees work four 10-hour days a week. Organizations that offer this option claim benefits ranging from increased motivation and productivity to reduced absenteeism and turnover. According to the Society for Human Resource Management, 29 percent of U.S. companies offered employees a compressed workweek in 2017, down from 35 percent in 2013. One of the reasons for the downward trend may be the increasing popularity of a four-day workweek.<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-168-2\" href=\"#footnote-168-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a><\/p>\n<p id=\"fs-idm196406192\">In 2017 the Society for Human Resource Management began tracking the popularity of a <em>four-day workweek<\/em>, offered in 13 percent of U.S. companies. In this option, employees work only four days a week, the same as a compressed workweek, but work 32 hours or less. The year before, <span class=\"no-emphasis\">Amazon<\/span> announced a pilot project that allows some tech teams in their human resources department to work fewer hours for 75 percent of pay but retain the same benefits as full-time employees. In contrast, <span class=\"no-emphasis\">Tower Paddle Boards<\/span> made permanent its pilot of reducing the workday to only five hours for the entire company. Employees retain the same pay and obligations as before so are challenged to be more productive in less time. In addition, the company started a 5 percent profit-sharing plan. Founder Stephan Aarstol says he expected to lose some revenue for a bit, but that didn\u2019t happen. Revenue the first year was up 40 percent.<a class=\"footnote\" title=\"\u201cPiloting the Part-Time Team Initiative,\u201d https:\/\/www.amazon.jobs, accessed January 13, 2018; \u201c2017 Employee Benefits,\u201d Society for Human Resource Management, https:\/\/www.shrm.org, accessed November 16, 2017; Karen Turner, \u201cAmazon Is Piloting Teams with a 30-hour Workweek,\u201d The Washington Post, https:\/\/www.washingtonpost.com, accessed November 16, 2017; David Morris, \u201cAmazon Tests 30-Hour Work Week,\u201d Fortune, http:\/\/fortune.com, accessed November 16, 2017; Theresa Agovino, \u201cIs It Time to Kill the 40-Hour Workweek?,\u201d Society for Human Resource Management, https:\/\/www.shrm.org, accessed November 16, 2017; Stephan Aarstol, \u201cWhat Happened When I Moved My Company to a 5-Hour Workday,\u201d Fast Company, https:\/\/www.fastcompany.com, accessed November 16, 2017.\" id=\"return-footnote-168-3\" href=\"#footnote-168-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a><\/p>\n<p id=\"fs-idm199593200\"><em>Telecommuting<\/em> is a work-scheduling option that allows employees to work from home via a computer that is linked with their office, headquarters, or colleagues. Often employers will use a mix of these scheduling options depending on the situation. Jacqueline Pawela-Crew was a group leader in <span class=\"no-emphasis\">Intel<\/span>\u2019s management engineering unit who worked a compressed schedule. She worked Monday through Thursday, and on two of those days she telecommuted from her home. On the other two days, she worked a flexible schedule, sometimes getting to the office at 6 a.m., so she could be home when her children came home from school. Her former manager, Dan Enloe, was a U.S. Navy reservist and divorced dad, so he also used <span class=\"no-emphasis\">Intel<\/span>\u2019s flexible schedule to meet his military and family needs.<a class=\"footnote\" title=\"Jacquelyn Pawela-Crew, https:\/\/www.linkedin.com, accessed October 30, 2017; Dan Enloe, https:\/\/www.linkedin.com, accessed October 30, 2017; Susan Caminiti, \u201cA Champion of Change,\u201d Fortune, September 20, 2004, p. S10.\" id=\"return-footnote-168-4\" href=\"#footnote-168-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a> He sees the flexible scheduling as a key motivator for <span class=\"no-emphasis\">Intel<\/span>\u2019s employees. \u201cI\u2019ve had workers tell me flat out, they were going to leave <span class=\"no-emphasis\">Intel<\/span> if they didn\u2019t have the option of some flexibility with their schedules,\u201d he says.<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-168-5\" href=\"#footnote-168-5\" aria-label=\"Footnote 5\"><sup class=\"footnote\">[5]<\/sup><\/a> Ricardo Semler, CEO of <span class=\"no-emphasis\">Semco<\/span>, a Brazilian conglomerate with 3,000 employees, sums up flexible work schedules this way: \u201cThe essence to us [at Semco] was that people who are free people, who [can act] based on self-interest, who can balance their own lives, are much happier, more productive people. If you take a business call on a Sunday afternoon, for instance, why not go to the movies on a Monday?\u201d <span class=\"no-emphasis\">Semco<\/span>\u2019s employees not only choose their own schedules, they often choose which part of the business to work for and even how much they\u2019ll be paid.<a class=\"footnote\" title=\"Ricardo Semler, \u201cWhat Happens When You Run a Company with (Almost) No Rules?\u201d TED Radio Hour, https:\/\/www.npr.org, accessed January 14, 2018; Mallen Baker, \u201cRicardo Semler: The Radical Boss Who Proved That Workplace Democracy Works,\u201d Mallen Baker\u2019s Respectful Business Blog, http:\/\/mallenbaker.net, accessed January 14, 2018; Stacy A. Teicher, \u201cOn the Frontier of Flexibility; Slowly, Companies Are Offering Flexible Schedules\u2014a Key Demand of Workers,\u201d The Christian Science Monitor, June 7, 2004, p. 13.\" id=\"return-footnote-168-6\" href=\"#footnote-168-6\" aria-label=\"Footnote 6\"><sup class=\"footnote\">[6]<\/sup><\/a><\/p>\n<p id=\"fs-idm173026720\"><strong>Job sharing<\/strong> is a scheduling option that allows two individuals to split the tasks, responsibilities, and work hours of one 40-hour-per-week job. Though used less frequently than flextime and the compressed workweek, this option can also provide employees with job flexibility. The primary benefit to the company is that it gets \u201ctwo for the price of one\u201d\u2014the company can draw on two sets of skills and abilities to accomplish one set of job objectives. Mary Kaye Stuart is an account executive at a broadcasting company is Austin, Texas. After her doctor warned her that the stress of her 100-mile commute could shorten her life, she pursued job sharing. She teamed up with a former coworker, and each works three days a week, working together on Wednesdays. \u201cJob sharing is a great solution to keeping people from burning out and preventing turnover,\u201d says Melissa Nicholson. She believes in the power of job sharing so much that, after years of doing it herself, she founded Work Muse to help companies set up job-share arrangements. Not all partnerships have been successful, she admits, but when they are, she loves having the ability to be flexible and for the workers to cover each other and support each other. \u201cI\u2019m able to just not think about email or work for four days a week,\u201d she said. \u201cThat\u2019s just an impossibility for most people.\u201d<a class=\"footnote\" title=\"Maria Lamagna, \u201cJob Sharing Might Be the Answer to Avoiding Burnout,\u201d New York Post, https:\/\/nypost.com, accessed January 14, 2018; Maria Lamagna, \u201cIs Job-Sharing a Cop-Out or the Way to Avoid Burnout?\u201d MarketWatch, https:\/\/www.marketwatch.com, accessed January 14, 2018; Vivian Wagner, \u201cTake This Job and Share It,\u201d AARP, https:\/\/www.aarp.org, accessed January 14, 2018; \u201cWork Muse in the News!\u201d http:\/\/workmuse.com, accessed January 14, 2018.\" id=\"return-footnote-168-7\" href=\"#footnote-168-7\" aria-label=\"Footnote 7\"><sup class=\"footnote\">[7]<\/sup><\/a><\/p>\n<p id=\"fs-idm815941824\">Although each of these work-scheduling options may have some drawbacks for the sponsoring organizations, the benefits far outweigh the problems. The number of companies offering flexible work options has grown, and the trend is expected to continue.<\/p>\n<\/div>\n<div id=\"fs-idm213907376\" class=\"bc-section section\">\n<h3>Recognition and Empowerment<\/h3>\n<p id=\"fs-idm173696368\">All employees have unique needs that they seek to fulfill through their jobs. Organizations must devise a wide array of incentives to ensure that a broad spectrum of employee needs can be addressed in the work environment, thus increasing the likelihood of motivated employees. A sampling of these motivational tools is discussed here.<\/p>\n<p id=\"fs-idm163627200\">Formal recognition of superior effort by individuals or groups in the workplace is one way to enhance employee motivation. Recognition serves as positive feedback and reinforcement, letting employees know what they have done well and that their contribution is valued by the organization. Recognition can take many forms, both formal and informal. Some companies use formal awards ceremonies to acknowledge and celebrate their employees\u2019 accomplishments. Others take advantage of informal interaction to congratulate employees on a job well done and offer encouragement for the future. Recognition can take the form of a monetary reward, a day off, a congratulatory e-mail, or a verbal \u201cpat on the back.\u201d Recognition does not have to come from superiors to be meaningful, however. At The <span class=\"no-emphasis\">Motley Fool<\/span>, a financial services company dedicated to helping people invest better, employees use the app YouEarnedIt to recognize the contributions of coworkers. In the app, employees are given \u201cgold\u201d to spend by thanking or complimenting one other along with a statement of what the recipient did to earn it. The recipients cash in the gold for real prizes or gift cards. Employees say this type of recognition may be better than management recognition.<a class=\"footnote\" title=\"Paige Magarrey, \u201cThe Motley Fool\u2019s Awesome Employee Engagement Tactics,\u201d Workopolis, https:\/\/hiring.workopolis.com, accessed January 15, 2018; Ashley Bell, \u201c33 Thoughtful Employee Recognition &amp; Appreciation Ideas for 2018,\u201d SnackNation, http:\/\/www.snacknation.com, accessed January 15, 2018; Lindsay Tigar, \u201c6 Job Perks that Actually Inspire Employee Happiness,\u201d Ladders, https:\/\/www.theladders.com, accessed January 15, 2018; \u201cOur Mission: Helping the World Invest \u2014 Better,\u201d The Motley Fool, https:\/\/www.fool.com, accessed January 15, 2018.\" id=\"return-footnote-168-8\" href=\"#footnote-168-8\" aria-label=\"Footnote 8\"><sup class=\"footnote\">[8]<\/sup><\/a><\/p>\n<p id=\"fs-idm204803792\">Employee empowerment, sometimes called employee involvement or participative management, involves delegating decision-making authority to employees at all levels of the organization, trusting employees to make the right decision. Employees are given greater responsibility for planning, implementing, and evaluating the results of decisions. Empowerment is based on the premise that human resources, especially at lower levels in the firm, are an underutilized asset. Employees are capable of contributing much more of their skills and abilities to organizational success if they are allowed to participate in the decision-making process and are given access to the resources needed to implement their decisions. <span class=\"no-emphasis\">Netflix<\/span> removes obstacles from employees\u2019 paths to success by eliminating policies and procedures to show its trust in employee decision-making, including in decisions about expenses and vacations. Netflix hires \u201cfully formed adults\u201d and tells them to use their best judgment to act in the company\u2019s best interest. The company believes employees will be more productive if not bound by processes. As a result of following these practices, Netflix is noted among companies 40 percent more productive than others.<a class=\"footnote\" title=\"\u201cWhy Employees at Apple and Google Are More Productive,\u201d Fast Company, https:\/\/www.fastcompany.com, accessed January 15, 2018; Robert Shaw, \u201cAt Netflix, Autonomy above All Else,\u201d Business Management Daily, https:\/\/www.businessmanagementdaily.com, accessed January 15, 2018; Aimee Groth, \u201cThis Company Trusts Its Employees So Much It Has a \u2018No Limits\u2019 Expense Policy,\u201d Quartz, http:\/\/quartz.com, accessed January 15, 2018; Janko Roettgers, \u201cHow Netflix Ticks: Five Key Insights from the Company\u2019s New Corporate Culture Manifesto,\u201d Variety, http:\/\/variety.com, accessed January 15, 2018; Timothy Stenovec, \u201cOne Reason for Netflix\u2019s Success \u2014It Treats Employees Like Grownups,\u201d Huffington Post, https:\/\/www.huffingtonpost.com, accessed January 15, 2018; \u201cNetflix Culture,\u201d https:\/\/jobs.netflix.com\/culture, accessed January 15, 2018.\" id=\"return-footnote-168-9\" href=\"#footnote-168-9\" aria-label=\"Footnote 9\"><sup class=\"footnote\">[9]<\/sup><\/a><\/p>\n<\/div>\n<div id=\"fs-idm202084992\" class=\"bc-section section\">\n<h3>Economic Incentives<\/h3>\n<p id=\"fs-idm202186656\">Any discussion of motivation has to include the use of monetary incentives to enhance performance. Currently, companies are using a variety of variable-pay programs such as piece-rate plans, profit sharing, gain sharing, stock options, and bonuses to encourage employees to be more productive. Unlike the standard salary or hourly wage, variable pay means that a portion of an employee\u2019s pay is directly linked to an individual or organizational performance measure. In <em>piece-rate pay plans,<\/em> for example, employees are paid a given amount for each unit they produce, directly linking the amount they earn to their productivity. <em>Profit-sharing plans<\/em> are based on overall company profitability. Using an established formula, management distributes some portion of company profits to all employees. <em>Gain-sharing plans<\/em> are incentive programs based on group productivity. Employees share in the financial gains attributed to the increased productivity of their group. This encourages employees to increase productivity within their specific work area regardless of the overall profit picture for the organization as a whole.<\/p>\n<p id=\"fs-idm202393136\">One well-known approach to monetary incentives is the award of <em>stock options<\/em>, or giving employees the right to purchase a given amount of stock at below-market prices. Stock can be a strong motivator because those who receive the options have the chance to make a lot of money. Government tax incentive changes have affected how much equity (stock) companies offer each year, indicating that stock options are declining in popularity.<a class=\"footnote\" title=\"Alan Deutschman, \u201cCan Google Stay Google?\u201d Fast Company, https:\/\/www.fastcompany.com, accessed January 14, 2018; Joseph Blasi, \u201cTech Companies Are Shutting Employees Out of the Stock Market\u2019s Boom,\u201d Fortune, http:\/\/fortune.com, accessed January 14, 2018.\" id=\"return-footnote-168-10\" href=\"#footnote-168-10\" aria-label=\"Footnote 10\"><sup class=\"footnote\">[10]<\/sup><\/a><\/p>\n<p>One popular incentive is the bonus. A <em>bonus<\/em> is simply a one-time lump-sum monetary award. In many cases, employees receive bonuses for achieving a particular performance level, such as meeting or exceeding a sales quota, and it is not uncommon for bonuses to be substantial. <span class=\"no-emphasis\">Google<\/span> created a Founders\u2019 Award and once gave $12 million in restricted stock to the winners, a huge spot bonus for great work on a project. For line and staff employees, bonuses can add up to 3 to 5 percent of their annual pay; for middle managers, that figure rises to the low double-digit percentage range. For executives, specifically senior executives, bonuses can constitute up to 50 percent of their annual compensation.<\/p>\n<p id=\"fs-idm207034448\">That\u2019s not to say that small bonuses aren\u2019t good motivators. <span class=\"no-emphasis\">Google<\/span> discovered the large range in values for the award created jealousy instead of fostering better teamwork. Based on employee input, <span class=\"no-emphasis\">Google<\/span> changed from monetary awards to experiential awards, such as gifts and trips, and everyone was happier.<a class=\"footnote\" title=\"Katie Hafner, \u201cNew Incentive for Google Employees: Awards Worth Millions,\u201d The New York Times, http:\/\/www.nytimes.com, accessed January 14, 2018; Paul Petrone, \u201cGoogle Found Out That Giving Its Employees Trips to Hawaii Is Better Than $1M Awards,\u201d LinkedIn Talent Blog, https:\/\/business.linkedin.com, accessed January 14, 2018; Quentin Hardy, \u201cClose to the Vest,\u201d Forbes, http:\/\/members.forbes.com, accessed January 14, 2018; Greg Linden, \u201cGoogle Cuts Founders\u2019 Awards,\u201d Geeking with Greg, http:\/\/glinden.blogspot.com, accessed January 14, 2018; James E. McWhinney, \u201cRaise vs. Bonus for Your Small Business Employees?\u201d Investopedia, https:\/\/www.investopedia.com, accessed January 14, 2018; Jeff D. Opdyke, \u201cGetting a Bonus Instead of a Raise: More Companies Link Pay to Performance for Broad Range of Employees,\u201d The Wall Street Journal, December 29, 2004, p. D1, D2.\" id=\"return-footnote-168-11\" href=\"#footnote-168-11\" aria-label=\"Footnote 11\"><sup class=\"footnote\">[11]<\/sup><\/a> \u201cSpot\u201d bonuses allow companies to target employees that impact the bottom line and can help motivate average employees. Sarah Clausen received her first bonus from Dallas-based <span class=\"no-emphasis\">Associa<\/span>, a property management company, for overseeing the rollout of video-based town halls. \u201cIt really creates a feeling that your work is being valued and appreciated,\u201d she says. \u201cIt definitely leads me to want to stay here and do a good job.\u201d<a class=\"footnote\" title=\"Paul Davidson, \u201cGot a Small Raise? The Rest May Be in Your Bonus,\u201d USA Today, https:\/\/www.usatoday.com, accessed January 14, 2018.\" id=\"return-footnote-168-12\" href=\"#footnote-168-12\" aria-label=\"Footnote 12\"><sup class=\"footnote\">[12]<\/sup><\/a><\/p>\n<p>Regardless of their size, bonuses are replacing the raise as the way companies compensate employees for a job well done and motivate them to perform at even higher levels. That is because bonuses can vary according to outcomes. Financial incentives that allow variability in compensation to reflect an individual employee\u2019s contribution are generally known as <em>pay-for-performance<\/em> programs. One of the many companies that use pay-for-performance programs is Allstate, which assigns employees\u2019 individual performance one of five grades. The size of an employee\u2019s bonus depends on his or her grade. For example, one worker may receive a bonus of 5.5 percent of her annual pay, but the worker in the next cubicle doing the exact same job\u2014though less efficiently or productively\u2014may receive only 2 percent. The pay-for-performance approach can also be used for CEOs. <span class=\"no-emphasis\">Tesla<\/span> announced that CEO Elon <span class=\"no-emphasis\">Musk<\/span>\u2019s compensation could be worth up to $55.8 billion over the next ten years, or nothing. <span class=\"no-emphasis\">Musk<\/span>\u2019s compensation is tied to the market capitalization of the company.<a class=\"footnote\" title=\"Jena McGregor, \u201cElon Musk\u2019s Pay Deal Could Be Worth $55.8 Billion\u2014But He Could Also Get Nothing,\u201d The Washington Post, https:\/\/www.ndtv.com, January 28, 2018.\" id=\"return-footnote-168-13\" href=\"#footnote-168-13\" aria-label=\"Footnote 13\"><sup class=\"footnote\">[13]<\/sup><\/a> The percentage of annual payroll companies commit for pay-for-performance bonuses has fluctuated slightly in recent years but remains above 12 percent and is expected to continue.<a class=\"footnote\" title=\"\u201cDespite Surge in Job Growth, Pay Raises and Bonuses for U.S. Workers Unlikely to Rise in 2018,\u201d Aon Media Center, http:\/\/www.aon.mediaroom.com, accessed January 14, 2018; Jena McGregor, \u201cYour Chances of Getting a Bigger Raise or Bonus in 2018 Just Went Down,\u201d The Washington Post, https:\/\/www.washingtonpost.com, accessed January 14, 2018.\" id=\"return-footnote-168-14\" href=\"#footnote-168-14\" aria-label=\"Footnote 14\"><sup class=\"footnote\">[14]<\/sup><\/a><\/p>\n<div class=\"textbox key-takeaways\">\n<h3>Key Takeaways<\/h3>\n<div class=\"concept-check\">\n<ol id=\"fs-idm215444896\">\n<li>Explain the difference between job enlargement and job enrichment.<\/li>\n<li>What are the four work-scheduling options that can enhance employee performance?<\/li>\n<li>Are all employees motivated by the same economic incentives? Explain.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<\/div>\n<div id=\"fs-idm157155744\" class=\"section-summary\">\n<h3>Summary of Learning Outcomes<\/h3>\n<ol id=\"fs-idm210462480\" start=\"7\">\n<li>How can managers redesign existing jobs to increase employee motivation and performance?<\/li>\n<\/ol>\n<p id=\"fs-idm200092864\">The horizontal expansion of a job, which involves increasing the number and variety of tasks that a person performs, is called job enlargement. Increasing task diversity can enhance job satisfaction, particularly when the job is mundane and repetitive in nature. Job enrichment is the vertical expansion of an employee\u2019s job to provide the employee with more autonomy, responsibility, and decision-making authority. Other popular motivational tools include work-scheduling options, employee-recognition programs, empowerment, and variable-pay programs.<\/p>\n<\/div>\n<div class=\"textbox shaded\">\n<h3>Glossary<\/h3>\n<dl id=\"fs-idm199830672\">\n<dt>job enlargement<\/dt>\n<dd>The horizontal expansion of a job by increasing the number and variety of tasks that a person performs.<\/dd>\n<\/dl>\n<dl id=\"fs-idm195647472\">\n<dt>job enrichment<\/dt>\n<dd id=\"fs-idm193430288\">The vertical expansion of a job by increasing the employee\u2019s autonomy, responsibility, and decision-making authority.<\/dd>\n<\/dl>\n<dl id=\"fs-idm187957296\">\n<dt>job rotation<\/dt>\n<dd id=\"fs-idm195764144\">The shifting of workers from one job to another; also called cross-training.<\/dd>\n<\/dl>\n<dl id=\"fs-idm203552128\">\n<dt>job sharing<\/dt>\n<dd>A scheduling option that allows two individuals to split the tasks, responsibilities, and work hours of one 40-hour-per-week job.<\/dd>\n<\/dl>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-168\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Intro to Business. <strong>Authored by<\/strong>: Gitman, et. al. <strong>Provided by<\/strong>: OpenStax. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"http:\/\/cnx.org\/contents\/4e09771f-a8aa-40ce-9063-aa58cc24e77f@8.2\">http:\/\/cnx.org\/contents\/4e09771f-a8aa-40ce-9063-aa58cc24e77f@8.2<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em>. <strong>License Terms<\/strong>: Download for free at http:\/\/cnx.org\/contents\/4e09771f-a8aa-40ce-9063-aa58cc24e77f@8.2<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-168-1\">Catey Hill, \u201c6 Jobs Where Workers Get a Flexible Schedule\u2014and Easily Make $100,000,\u201d Moneyish, https:\/\/moneyish.com, accessed January 12, 2018; \u201c2017 Employee Benefits: Remaining Competitive in a Challenging Talent Marketplace,\u201d Society for Human Resource Management, https:\/\/www.shrm.org, accessed November 16, 2017. <a href=\"#return-footnote-168-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-168-2\">Ibid. <a href=\"#return-footnote-168-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-168-3\">\u201cPiloting the Part-Time Team Initiative,\u201d https:\/\/www.amazon.jobs, accessed January 13, 2018; \u201c2017 Employee Benefits,\u201d Society for Human Resource Management, https:\/\/www.shrm.org, accessed November 16, 2017; Karen Turner, \u201cAmazon Is Piloting Teams with a 30-hour Workweek,\u201d The Washington Post, https:\/\/www.washingtonpost.com, accessed November 16, 2017; David Morris, \u201cAmazon Tests 30-Hour Work Week,\u201d Fortune, http:\/\/fortune.com, accessed November 16, 2017; Theresa Agovino, \u201cIs It Time to Kill the 40-Hour Workweek?,\u201d Society for Human Resource Management, https:\/\/www.shrm.org, accessed November 16, 2017; Stephan Aarstol, \u201cWhat Happened When I Moved My Company to a 5-Hour Workday,\u201d Fast Company, https:\/\/www.fastcompany.com, accessed November 16, 2017. <a href=\"#return-footnote-168-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-168-4\">Jacquelyn Pawela-Crew, https:\/\/www.linkedin.com, accessed October 30, 2017; Dan Enloe, https:\/\/www.linkedin.com, accessed October 30, 2017; Susan Caminiti, \u201cA Champion of Change,\u201d Fortune, September 20, 2004, p. S10. <a href=\"#return-footnote-168-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><li id=\"footnote-168-5\">Ibid. <a href=\"#return-footnote-168-5\" class=\"return-footnote\" aria-label=\"Return to footnote 5\">&crarr;<\/a><\/li><li id=\"footnote-168-6\">Ricardo Semler, \u201cWhat Happens When You Run a Company with (Almost) No Rules?\u201d TED Radio Hour, https:\/\/www.npr.org, accessed January 14, 2018; Mallen Baker, \u201cRicardo Semler: The Radical Boss Who Proved That Workplace Democracy Works,\u201d Mallen Baker\u2019s Respectful Business Blog, http:\/\/mallenbaker.net, accessed January 14, 2018; Stacy A. Teicher, \u201cOn the Frontier of Flexibility; Slowly, Companies Are Offering Flexible Schedules\u2014a Key Demand of Workers,\u201d The Christian Science Monitor, June 7, 2004, p. 13. <a href=\"#return-footnote-168-6\" class=\"return-footnote\" aria-label=\"Return to footnote 6\">&crarr;<\/a><\/li><li id=\"footnote-168-7\">Maria Lamagna, \u201cJob Sharing Might Be the Answer to Avoiding Burnout,\u201d New York Post, https:\/\/nypost.com, accessed January 14, 2018; Maria Lamagna, \u201cIs Job-Sharing a Cop-Out or the Way to Avoid Burnout?\u201d MarketWatch, https:\/\/www.marketwatch.com, accessed January 14, 2018; Vivian Wagner, \u201cTake This Job and Share It,\u201d AARP, https:\/\/www.aarp.org, accessed January 14, 2018; \u201cWork Muse in the News!\u201d http:\/\/workmuse.com, accessed January 14, 2018. <a href=\"#return-footnote-168-7\" class=\"return-footnote\" aria-label=\"Return to footnote 7\">&crarr;<\/a><\/li><li id=\"footnote-168-8\">Paige Magarrey, \u201cThe Motley Fool\u2019s Awesome Employee Engagement Tactics,\u201d Workopolis, https:\/\/hiring.workopolis.com, accessed January 15, 2018; Ashley Bell, \u201c33 Thoughtful Employee Recognition &amp; Appreciation Ideas for 2018,\u201d SnackNation, http:\/\/www.snacknation.com, accessed January 15, 2018; Lindsay Tigar, \u201c6 Job Perks that Actually Inspire Employee Happiness,\u201d Ladders, https:\/\/www.theladders.com, accessed January 15, 2018; \u201cOur Mission: Helping the World Invest \u2014 Better,\u201d The Motley Fool, https:\/\/www.fool.com, accessed January 15, 2018. <a href=\"#return-footnote-168-8\" class=\"return-footnote\" aria-label=\"Return to footnote 8\">&crarr;<\/a><\/li><li id=\"footnote-168-9\">\u201cWhy Employees at Apple and Google Are More Productive,\u201d Fast Company, https:\/\/www.fastcompany.com, accessed January 15, 2018; Robert Shaw, \u201cAt Netflix, Autonomy above All Else,\u201d Business Management Daily, https:\/\/www.businessmanagementdaily.com, accessed January 15, 2018; Aimee Groth, \u201cThis Company Trusts Its Employees So Much It Has a \u2018No Limits\u2019 Expense Policy,\u201d Quartz, http:\/\/quartz.com, accessed January 15, 2018; Janko Roettgers, \u201cHow Netflix Ticks: Five Key Insights from the Company\u2019s New Corporate Culture Manifesto,\u201d Variety, http:\/\/variety.com, accessed January 15, 2018; Timothy Stenovec, \u201cOne Reason for Netflix\u2019s Success \u2014It Treats Employees Like Grownups,\u201d Huffington Post, https:\/\/www.huffingtonpost.com, accessed January 15, 2018; \u201cNetflix Culture,\u201d https:\/\/jobs.netflix.com\/culture, accessed January 15, 2018. <a href=\"#return-footnote-168-9\" class=\"return-footnote\" aria-label=\"Return to footnote 9\">&crarr;<\/a><\/li><li id=\"footnote-168-10\">Alan Deutschman, \u201cCan Google Stay Google?\u201d Fast Company, https:\/\/www.fastcompany.com, accessed January 14, 2018; Joseph Blasi, \u201cTech Companies Are Shutting Employees Out of the Stock Market\u2019s Boom,\u201d Fortune, http:\/\/fortune.com, accessed January 14, 2018. <a href=\"#return-footnote-168-10\" class=\"return-footnote\" aria-label=\"Return to footnote 10\">&crarr;<\/a><\/li><li id=\"footnote-168-11\">Katie Hafner, \u201cNew Incentive for Google Employees: Awards Worth Millions,\u201d The New York Times, http:\/\/www.nytimes.com, accessed January 14, 2018; Paul Petrone, \u201cGoogle Found Out That Giving Its Employees Trips to Hawaii Is Better Than $1M Awards,\u201d LinkedIn Talent Blog, https:\/\/business.linkedin.com, accessed January 14, 2018; Quentin Hardy, \u201cClose to the Vest,\u201d Forbes, http:\/\/members.forbes.com, accessed January 14, 2018; Greg Linden, \u201cGoogle Cuts Founders\u2019 Awards,\u201d Geeking with Greg, http:\/\/glinden.blogspot.com, accessed January 14, 2018; James E. McWhinney, \u201cRaise vs. Bonus for Your Small Business Employees?\u201d Investopedia, https:\/\/www.investopedia.com, accessed January 14, 2018; Jeff D. Opdyke, \u201cGetting a Bonus Instead of a Raise: More Companies Link Pay to Performance for Broad Range of Employees,\u201d The Wall Street Journal, December 29, 2004, p. D1, D2. <a href=\"#return-footnote-168-11\" class=\"return-footnote\" aria-label=\"Return to footnote 11\">&crarr;<\/a><\/li><li id=\"footnote-168-12\">Paul Davidson, \u201cGot a Small Raise? The Rest May Be in Your Bonus,\u201d USA Today, https:\/\/www.usatoday.com, accessed January 14, 2018. <a href=\"#return-footnote-168-12\" class=\"return-footnote\" aria-label=\"Return to footnote 12\">&crarr;<\/a><\/li><li id=\"footnote-168-13\">Jena McGregor, \u201cElon Musk\u2019s Pay Deal Could Be Worth $55.8 Billion\u2014But He Could Also Get Nothing,\u201d The Washington Post, https:\/\/www.ndtv.com, January 28, 2018. <a href=\"#return-footnote-168-13\" class=\"return-footnote\" aria-label=\"Return to footnote 13\">&crarr;<\/a><\/li><li id=\"footnote-168-14\">\u201cDespite Surge in Job Growth, Pay Raises and Bonuses for U.S. Workers Unlikely to Rise in 2018,\u201d Aon Media Center, http:\/\/www.aon.mediaroom.com, accessed January 14, 2018; Jena McGregor, \u201cYour Chances of Getting a Bigger Raise or Bonus in 2018 Just Went Down,\u201d The Washington Post, https:\/\/www.washingtonpost.com, accessed January 14, 2018. <a href=\"#return-footnote-168-14\" class=\"return-footnote\" aria-label=\"Return to footnote 14\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":311,"menu_order":8,"template":"","meta":{"_candela_citation":"[{\"type\":\"cc\",\"description\":\"Intro to Business\",\"author\":\"Gitman, et. al\",\"organization\":\"OpenStax\",\"url\":\"http:\/\/cnx.org\/contents\/4e09771f-a8aa-40ce-9063-aa58cc24e77f@8.2\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"Download for free at http:\/\/cnx.org\/contents\/4e09771f-a8aa-40ce-9063-aa58cc24e77f@8.2\"}]","CANDELA_OUTCOMES_GUID":"","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-168","chapter","type-chapter","status-publish","hentry"],"part":155,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/pressbooks\/v2\/chapters\/168","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/wp\/v2\/users\/311"}],"version-history":[{"count":2,"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/pressbooks\/v2\/chapters\/168\/revisions"}],"predecessor-version":[{"id":497,"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/pressbooks\/v2\/chapters\/168\/revisions\/497"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/pressbooks\/v2\/parts\/155"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/pressbooks\/v2\/chapters\/168\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/wp\/v2\/media?parent=168"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/pressbooks\/v2\/chapter-type?post=168"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/wp\/v2\/contributor?post=168"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/wp-json\/wp\/v2\/license?post=168"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}