Organizational behavior 14th by robbins 08

Robbins, Judge, and Vohra Organizational Behavior 14th Edition Motivation: Motivation: From From Concepts Concepts to to Applications Applications Kelli J Schutte William Jewell College Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-1 Chapter Chapter Learning Learning Objectives Objectives  After studying this chapter, you should be able to: – Describe the job characteristics model and evaluate the way it motivates by changing the work environment – Compare and contrast the main ways jobs can be redesigned – Identify three alternative work arrangements and show how they might motivate employees – Give examples of employee involvement measures and show how they can motivate employees – Demonstrate how the different types of variable-pay programs can increase employee motivation – Show how flexible benefits turn benefits into motivators – Identify the motivational benefits of intrinsic rewards Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-2 The The Job Job Characteristics Characteristics Model Model  Five Core Job Dimensions Skill Variety: degree to which the job incorporates a number of different skills and talents Task Identity: degree to which the job requires the completion of a whole and identifiable piece of work Task Significance: how the job impacts the lives of others Autonomy: identifies how much freedom and independence the worker has over the job Feedback: how much the job generates direct and clear information about the worker’s performance Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-3 How How Can Can Jobs Jobs be be Redesigned? Redesigned? Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-4 Strengths Strengths of of Job Job Rotation Rotation Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-5 Job Job Enrichment Enrichment –– Possible Possible Actions Actions E X H I B I T 8-2 E X H I B I T 8-2 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-6 Alternative Alternative Work Work Arrangements Arrangements  Flextime – Flextime allows employees to choose the hours they work within a defined period of time  Job Sharing – Job sharing allows two or more individuals to split a traditional 40-hour-a-week job  Telecommuting – Telecommuting allows workers to work from home at least days a week on a computer linked to the employer’s office Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-7 Social Social and and Physical Physical Context Context of of Work Work  Social Context – Some social characteristics that improve job performance include: • Interdependence • Social support • Interactions with other people outside of work  Physical Context – The work context will also affect employee satisfaction • Work that is hot, loud, and dangerous is less satisfying • Work that is controlled, relatively quiet, and safe will be more satisfying Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-8 Employee Employee Involvement Involvement Employee involvement is a participative process that uses employees’ input to increase their commitment to the organization’s success Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-9 Using Using Rewards Rewards to to Motivate Motivate Employees Employees  Although pay is not the primary factor driving job satisfaction, it is a motivator – Establish a pay structure – Variable-pay programs Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-10 Establishing Establishing aa Pay Pay Structure Structure Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-11 How How to to Pay Pay Variable-Pay Programs – – – – – – – Piece-Rate Pay Merit-Based Pay Bonuses Skill-Based Pay Profit-Sharing Plans Gainsharing Employee Stock Ownership Plans Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-12 Types Types of of Variable-Pay Variable-Pay Programs Programs  Piece-Rate Pay – Pays a fixed sum of money for each unit of production completed For example: Workers selling peanuts and soda get Rs.10 for each bag of peanuts sold  Merit-Based Pay – Pays for individual performance based on performance appraisal results If appraisals are designed correctly, workers performing at a high level will get more pay  Bonuses – Pay a lump sum at the end of a designated period of time based on individual and/or organizational performance Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-13 More More Types Types of of Variable-Pay Variable-Pay Programs Programs  Skill-Based Pay – Pays based on the number of skills employees have or the number of jobs they can  Profit-Sharing Plans – Pays out a portion of the organization’s profitability It is an organization-wide program and is based on a predetermined formula  Gainsharing – Pays for improvements in group productivity from one period to another It is a group incentive plan  Employee Stock Ownership Plans (ESOP) – Provides each employee with the opportunity to acquire stock as part of their benefit package Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-14 Flexible Flexible Benefits Benefits  Flexible benefits give individual rewards by allowing each employee to choose the compensation package that best satisfies his or her current needs and situations Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-15 Employee Employee Recognition Recognition Programs Programs  Employee rewards need to be intrinsic and extrinsic Employee recognition programs are a good method of intrinsic rewards – The rewards can range from a simple thank-you to more widely publicized formal programs – Advantages of recognition programs are that they are inexpensive and effective – Some critics say they can be politically motivated and if they are perceived to be applied unfairly, they can cause more harm than good Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-16 Global Global Implications Implications  Job Characteristics and Job Enrichment – Studies not yield consistent results about applicability to other cultures  Telecommuting – Most common in the United States  Variable Pay – Most believe variable pay systems work best in individualistic cultures such as the United States – Fairness is an important factor  Flexible Benefits – Popular in all cultures  Employee Involvement – Differ among countries Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-17 Summary Summary and and Managerial Managerial Implications Implications  Recognize individual differences  Use goals and feedback  Allow employees to participate in decisions that affect them  Link rewards to performance  Check the system for equity Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-18 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher Printed in the United States of America Copyright ©2011 Pearson Education, Inc  Publishing as Prentice Hall Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-19 ... on individual and/or organizational performance Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 8-13 More... adaptation from the United States edition of Organizational Behavior, 14e 8-14 Flexible Flexible Benefits Benefits  Flexible benefits give individual rewards by allowing each employee to choose the... States edition of Organizational Behavior, 14e 8-18 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic,