1、Motivation:From Concepts to ApplicationsChapter SEVENJob Design TheoryCharacteristics1.Skill variety2.Task identity3.Task significance4.Autonomy5.FeedbackJob Characteristics ModelIdentifies five job characteristics and their relationship to personal and work outcomesJob Design Theory(contd)?Job Char
2、acteristics Model Jobs with skill variety,task identity,task significance,autonomy,and for which feedback of results is given,directly affect three psychological states of employees:?Knowledge of results?Meaningfulness of work?Personal feelings of responsibility for results Increases in these psycho
3、logical states result in increased motivation,performance,and job satisfaction.CharacteristicsExamplesSkill Variety?High varietyThe owner-operator of a garage who does electrical repair,rebuilds engines,does body work,and interacts with customers?Low varietyA bodyshop worker who sprays paint eight h
4、ours a dayTask Identity?High identityA cabinetmaker who designs a piece of furniture,selects the wood,builds the object,and finishes it to perfection?Low identityA worker in a furniture factory who operates a lathe to make table legsTask Significance?High significanceNursing the sick in a hospital i
5、ntensive care unit?Low significanceSweeping hospital floorsAutonomy?High autonomyA telephone installer who schedules his or her own work for the day,and decides on the best techniques for a particular installation?Low autonomyA telephone operator who must handle calls as they come according to a rou
6、tine,highly specified procedureFeedback?High feedbackAn electronics factory worker who assembles a radio and then tests it todetermine if it operates properly?Low feedbackAn electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts itExa
7、mples of High and Low Job CharacteristicsThe Job Characteristics ModelE X H I B I T 7 1Source:J.R.Hackman and G.R.Oldham,Work Design(excerpted from pp.78 80).?1980 by Addison-Wesley Publishing Co.,Inc.Reprinted by permission of Addison-Wesley Longman,Inc.Job Design Theory(contd)Skill VarietyThe degr
8、ee to which a job requires a variety of different activities(how may different skills are used in a given day,week,month?)Task IdentityThe degree to which the job requires completion of a whole and identifiable piece of work(from beginning to end)Task SignificanceThe degree to which the job has a su
9、bstantial impact on the lives or work of other peopleJob Design Theory(contd)AutonomyThe degree to which the job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it outFeedbackThe degree to which carrying ou
10、t the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performanceComputing a Motivating Potential ScorePeople who work on jobs with high core dimensions are generally more motivated,satisfied,and productive.Job
11、dimensions operate through the psychological states in influencing personal and work outcome variables rather than influencing them directly.Job Design and SchedulingJob RotationThe periodic shifting of a worker from one task to anotherJob EnlargementThe horizontal expansion of jobsJob EnrichmentThe
12、 vertical expansion of jobsGuidelines for Enriching a JobE X H I B I T 7 2Source:J.R.Hackman and J.L.Suttle,eds.,Improving Life at Work(Glenview,IL:Scott Foresman,1977),p.138.Alternative Work ArrangementsFlextimeEmployees work during a common core time period each day but have discretion in forming
13、their total workday from a flexible set of hours outside the core.Job SharingThe practice of having two or more people split a 40-hour-a-week jobExample of a Flextime ScheduleE X H I B I T 7 3Alternative Work Arrangements,cont.Categories of Telecommuting Jobs?Routine information-handling tasks?Mobil
14、e activities?Professional and other knowledge-related tasksTelecommutingEmployees do their work at home on a computer that is linked to their office.Telecommuting?Advantages Larger labor pool Higher productivity Less turnover Improved morale Reduced office-space costs?Disadvantages(Employer)Less dir
15、ect supervision of employees Difficult to coordinate teamwork Difficult to evaluate non-quantitative performancePerformance=f(A x M x O)E X H I B I T 6 9Source:Adapted from M.Blumberg and C.D.Pringle,“The Missing Opportunity in Organizational Research:Some Implications for a Theory of Work Performan
16、ce,”Academy of Management Review,October 1982,p.565.What Is Employee Involvement?Employee Involvement ProgramA participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organizations successExamples of Employee Involvement ProgramsParti
17、cipative ManagementA process in which subordinates share a significant degree of decision-making power with their immediate superiorsExamples of Employee Involvement Programs(contd)Representative ParticipationWorkers participate in organizational decision making through a small group of representati
18、ve employees.Works CouncilsGroups of nominated or elected employees who must be consulted when manage-ment makes decisions involving personnelBoard RepresentativeA form of representative participation;employees sit on a companys board of directors and represent the interests of the firms employees.E
19、xamples of Employee Involvement Programs(contd)Quality CircleA work group of employees who meet regularly to discuss their quality problems,investigate causes,recommend solutions,and take corrective actionsLinking EI Programs and Motivation TheoriesEmployee Involvement ProgramsTheory Y(Believing Emp
20、loyees Want to Be Involved)Two-Factor Theory(Intrinsic Motivation)ERG Theory(EmployeeNeeds)Rewarding Employees:Four Aspects?What to Pay(Internal vs.external equity)?How to Pay(e.g.,Piece rate,merit based,bonuses,profit sharing,gain sharing,ESOPs,skill-based pay)?What Benefits to Offer(e.g.,Flexible
21、benefits)?How to Recognize EmployeesRewarding Employees:Variable Pay ProgramsVariable Pay ProgramsA portion of an employees pay is based on some individual and/or organization measure of performance.?Piece rate pay plans?Profit sharing plans?Gain sharing plansVariable Pay Programs(contd)Profit Shari
22、ng PlansOrganization-wide programs that distribute compensation based on some established formula designed around a companys profitabilityGain SharingAn incentive plan in which improvements in group productivity determine the total amount of money that is allocated.Piece Rate Pay PlansWorkers are pa
23、id a fixed sum for each unit of production completed.Rewarding Employees Employee Stock Ownership Plans(ESOPs)Company-established benefit plans in which employees acquire stock as part of their benefits.Skill-based Pay PlansBenefits of Skill-based Pay Plans:1.Provides staffing flexibility2.Facilitat
24、es communication across the organization3.Lessens“protection of territory”behaviors4.Meets the needs of employees for advancement (without promotion)5.Leads to performance improvementsPay levels are based on how many skills employees have or how many jobs they can do.Skill-based Pay Plans(contd)Draw
25、backs of Skill-based Pay Plans:1.Lack of additional learning opportunities that will increase employee pay2.Continuing to pay employees for skills that have become obsolete3.Paying for skills that are of no immediate use to the organization4.Paying for a skill,not for the level of employee performan
26、ce for the particular skillLinking Skill-based Plans and Motivation TheoriesSkill-based Pay PlansReinforcement TheoryEquity Theory ERG Theory(Growth)McClellands Need for AchievementFlexible BenefitsFlexible Spending PlansAllow employees to use their tax-free benefit dollars to purchase benefits and
27、pay service premiumsModular PlansPredesigned benefits packages for specific groups of employeesCore-Plus PlansA core of essential benefits and a menu-like selection of other benefit optionsEmployees tailor their benefit program to meet their personal need by picking and choosing from a menu of benef
28、it options.Employee Recognition Programs?Intrinsic rewards:Stimulate Intrinsic Motivation Personal attention given to employee Approval and appreciation for a job well done Growing in popularity and usage?Benefits of Programs Fulfill employees desire for recognition Inexpensive to implement Encourag
29、es repetition of desired behaviors?Drawbacks of Programs Susceptible to manipulation by management E X H I B I T 7 2From the Wall Street Journal,October 21,1997.Reprinted by permission of Cartoon Features Syndicate.Implications for Managers?In Order to Motivate Employees Recognize individual differe
30、nces Use goals and feedback Allow employees to participate in decisions that affect them Link rewards to performance Check the system for equityFlexible benefits are recommended most strongly by _ Theory.Chapter Check-up:Motivation Applications Expectancy theory suggests that individuals should be r
31、ewarded with something they value.According to Expectancy Theory,a student will not be motivated to attend class if she/he doesnt care about grades.What other kind of application might be plausible for a professor to implement as a reward theory in class?Use models from this chapter to discuss with a classmate and arrive at a suggestion.Chapter Check-up:Motivation Applications
