Fundamentals of organizational behavior 2e by dubrin ch06

Motivation Through Job DesignJob Enrichment  Is making a job more motivational and satisfying by adding variety, responsibility, and managerial decision making.. Identify workers with s

Motivational Methods and Programs

Fundamentals of

Organizational Behavior 2e

PowerPoint Presentation

Chapter 6

3 Identify rules and suggestions for motivating group

members through behavior modification.

4 Describe why recognition is a good motivator and the

nature of reward and recognition programs in the

workplace.

5 Describe how to effectively use financial incentives to

motivate others, including the use of gainsharing.

6 Choose an appropriate motivational model for a given

situation.

Motivation Through Job Design

Job Enrichment

 Is making a job more motivational and satisfying by adding variety, responsibility, and managerial decision making.

 Provides workers sense of ownership, responsibility, and

accountability for their jobs.

 Jobs are enriched by including more

planning, decision making, and

responsibility by workers.

Characteristics and Consequences of

an Enriched Job

Increased motivation, satisfaction, produc- tivity, and quality

Guidelines for Implementing Job

Enrichment

responsibility, variety, and growth.

2 Identify workers with strong needs for growth

and offer them more challenge

and responsibility in

performing enriched work.

pinpoint changes for

those who want

enrichment.

The Job Characteristics Model

A method of job design that focuses on the task and interpersonal demands of the job.

 Based on both needs theory and expectancy theory.

 Job outcomes help satisfy deficiency and growth needs.

 Core job characteristics relate to critical psychological states.

 Redesigned jobs result in heightened internal motivation

(increases in personal and work outcomes) calculated as an index called the Motivating Potential Score (MPS):

MPS =

Skill Variety +

Task Identity +

Task Significance x Autonomy x Feedback 3

The Job Characteristics Model

Five measurable characteristics of jobs:

1 Skill variety—the degree to which there are skills to perform.

2 Task Identity—the degree to which one worker does a complete job, from beginning to end, with a tangible and possible

outcome.

3 Task Significance—the degree to which work has a heavy impact

on others in the immediate organization or the external

environment.

4 Autonomy—the degree to which a job offers freedom,

independence, and discretion in its implementation.

5 Feedback—the degree to which a job provides direct information about performance.

The Job Characteristics Model

of Job Enrichment

EXHIBIT

6-2

Core Job Characteristics

Core Job

Critical

Personal and Work Outcomes

Skill Variety

Task Identity

Task Significance

Experienced Meaningfulness of Work

High Internal Work Motivation High General Job Satisfaction High Growth Satisfaction

Autonomy

Feedback from Job

Experienced Responsibility for Outcomes of Work

Knowledge of Actual Results

of Work Activities

Low Turnover and Absenteeism

High-Quality Work Performance

Strength of Employee’s Need for Growth

Strength of Employee’s Need for Growth

Source: J R Hackman and G R Oldham, Work

Redesign, (Reading, MA: Addison-Wesley, 1980) p 77.

Self-Managed Work Teams

A formally recognized group of employees who

are responsible for an entire work process or

segment that delivers a product or service to an

internal or external customer.

 Concept is widely used form of job design that is an

outgrowth of job enrichment.

 Serves to broaden the responsibility

of team members.

Key Purposes for Establishing

Self-Managed Work Teams

Increase productivity.

Enhance quality.

Reduce cycle time (amount

of time required to complete

a transaction).

Respond more rapidly to a

changing workplace.

Characteristics of a Self-Managed Work

Team

1 Team members are empowered to

share many management and

leadership functions, such as making

job assignments and giving pep talks

2 Members plan, control, and improve

their own work processes

3 Members set their own goals and

inspect their own work

4 Members create their own schedules

and review their group performance

5 Members often prepare their own

budgets and coordinated their work

with other departments

6 Members typically order materials,

keep inventories, and deal with

suppliers

7 Members are sometimes responsible for obtaining any new training that they might need (The organization, however, usually mandates the start-up training as described above.)

8 Members are authorized to hire their own replacements or assume responsibility for disciplining their own members

9 Members assume responsibility for the quality of their products and services, whether provided

to internal or external customers

EXHIBIT

Self-Managed Work Teams

Method of Operation

 Work together on an ongoing day-to-day basis.

 Often given total responsibility or “ownership” of a product

or service and to think in terms of customer requirements.

 Trained in team skills and cross-trained as generalists

rather than specialists.

Self-Managed Work Team Effectiveness

 Pro: Good record of improving productivity, quality, and

customer service.

 Con: Absenteeism is higher; equipment costs are higher in modular design.

Organizational Behavior Modification (OB Mod)

The application of reinforcement theory for

motivating people in work settings

 Focuses on behavior that requires

change or is desired.

 Typically uses positive reinforcement

rather than punishment.

 Links desired behavior with positive

consequences (more effective

and less controversial than

using negative motivators).

Steps in a Formal OB

Identifying behaviors that require change.

 Behaviors to be reinforced should be observable,

measurable, task-related, and critical to the task.

Measure baseline performance.

 Measurement techniques include direct observation, time

sampling, archival data, and historical data.

Analyze the behavioral antecedents and

contingent consequences.

 What situational factors trigger the desired behavior?

 What are the rewards for the desired behavior?

Steps in a Formal OB (cont’d)

Select an intervention strategy.

 Positive reinforcement is applied to increase behaviors and decrease dysfunctional behaviors.

 Punishment is used as a last resort.

Evaluate change in performance.

 If performance does not improve, reevaluate and change the intervention strategy.

 If performance improves, maintain with reinforcement

through a schedule of reinforcement:

Continuous

Intermittent (Ratio or Interval)

Rules for the Application of OB Mod

1 Choose an appropriate reward or punishment.

2 Reinforce the behaviors you really want to

encourage.

3 Supply ample feedback.

4 Rewards should be commensurate with the good deed.

5 Schedule rewards intermittently.

6 Reward and punishments should follow the

observed behavior closely in time.

7 Make reward visible to the recipient and to

others.

Motivation Through Recognition

1 Feedback is an essential part of recognition.

2 Praise is one of the most powerful forms of

recognition.

3 Rewards and recognition programs should be

linked to organizational goals.

4 Employee input into what type

of rewards and recognition are

valued is useful.

5 It is important to evaluate the

effectiveness of the reward

and recognition program.

Motivation Through Financial

Incentives Linking pay to performance

contingent upon) specific performance criteria.

Stock options

price (usually at time of issue)

work hard to make the company successful.

in value.

employees receive no benefit from the option.

A formal program of allowing employees to

participate financially in the productivity gains

they have achieved.

 Gainsharing is based on positive reinforcement and the

motivational impact of money.

 Productivity gains from reductions in production (or labor) costs are entered into a formula that calculates the bonus

pool that is distributed to the employees.

 Employee involvement is an essential mechanism through which operational improvements are identified,

communicated and implemented.

Problems Associated with Financial

Incentives

1 Creates disagreement with managers over the

value of employees contributions.

2 May foster conflict and lack of

cooperation among competing

groups of employees.

3 Focuses too much attention

on the external reward

and its size at the

expense of intrinsic

rewards.

Choosing an Appropriate Motivational Model

1 Carefully diagnose the situation.

2 Choose a motivational approach that best fits the situation’s deficiencies or neglected opportunity

3 Observe the people to be motivated Try to

discern their interests and concerns.

4 Apply the motivational

technique.

5 Monitor for the expected

change in performance.