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    Motivation and Performance: Prof. Sidra Lecture#5

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    This document discusses motivation in the workplace and presents an integrated model of motivation. It explores sources of individual motivation including extrinsic rewards like pay for performance as well as intrinsic rewards from job design. Theories of job design are presented, including job characteristics theory and how job enlargement and enrichment can impact motivation. Alternative work arrangements like flexible timing, job sharing, and telecommuting are also mentioned as ways to create a more motivating work environment.

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    Motivation and Performance: Prof. Sidra Lecture#5

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    azamtoor
    54 views19 pages
    This document discusses motivation in the workplace and presents an integrated model of motivation. It explores sources of individual motivation including extrinsic rewards like pay for performance as well as intrinsic rewards from job design. Theories of job design are presented, including job characteristics theory and how job enlargement and enrichment can impact motivation. Alternative work arrangements like flexible timing, job sharing, and telecommuting are also mentioned as ways to create a more motivating work environment.

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    Organizational Behavior

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    This document discusses motivation in the workplace and presents an integrated model of motivation. It explores sources of individual motivation including extrinsic rewards like pay for performance as well as intrinsic rewards from job design. Theories of job design are presented, including job characteristics theory and how job enlargement and enrichment can impact motivation. Alternative work arrangements like flexible timing, job sharing, and telecommuting are also mentioned as ways to create a more motivating work environment.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    54 views19 pages

    Motivation and Performance: Prof. Sidra Lecture#5

    Uploaded by

    azamtoor
    This document discusses motivation in the workplace and presents an integrated model of motivation. It explores sources of individual motivation including extrinsic rewards like pay for performance as well as intrinsic rewards from job design. Theories of job design are presented, including job characteristics theory and how job enlargement and enrichment can impact motivation. Alternative work arrangements like flexible timing, job sharing, and telecommuting are also mentioned as ways to create a more motivating work environment.

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    You are on page 1of 19

    MOTIVATION AND

    PERFORMANCE
    Prof. sidra
    Lecture#5

    WHAT ARE THE CHALLENGES OF


    MOTIVATION IN THE NEW WORKPLACE?
    Integrated model of motivation
    Motivation leads to work effort that, when combined
    with appropriate individual abilities and organizational
    support, leads to performance accomplishment.
    The

    motivational impact of any rewards received for


    this performance accomplishment depends on equity
    and reinforcement considerations.

    Ultimately, satisfaction

    with rewards should lead to


    increased motivation to work hard in the future.
    2

    FIGURE 14.8 AN INTEGRATED


    APPROACH TO MOTIVATIONAL DYNAMICS.

    SOURCES OF INDIVIDUAL MOTIVATION?


    Extrinsic rewards.
    Positively valued work outcomes given to the

    individual by some other person.

    Intrinsic rewards.
    Positively valued work outcomes that the individual

    receives directly as a result of task performance.

    EXTRINSIC MOTIVATIONAL WAYS


    Pay for performance (Performance contingent pay)
    Earn

    more when you produce more and earn less


    when you produce less.

    Paying

    people for performance is consistent with:


    Equity theory.
    Expectancy theory.
    Reinforcement theory.

    EXTRINSIC MOTIVATIONAL WAYS


    PAY FOR PERFORMANCE
    Merit

    pay

    Awards a pay increase in proportion to individual


    performance contributions.
    Provides performance contingent reinforcement.
    May not succeed due to weakness in performance
    appraisal system or lack of consistency in application.

    Bonus

    pay plans

    One-time or lump-sum payments based on the


    accomplishment of specific performance targets or
    some extraordinary contribution.
    6

    EXTRINSIC MOTIVATIONAL WAYS


    PAY FOR PERFORMANCE
    Profit-sharing

    Some or all employees receive a proportion of net


    profits earned by the organization.

    Gain-sharing

    plans

    Groups of employees share in any savings realized


    through their efforts to reduce costs and increase
    productivity.

    Employee

    plans

    stock ownership plans

    Employees own stock in the company that employs


    them.

    COMPETENCY-BASED REWARDS

    Pay increases with competencies acquired or


    demonstrated

    Skill-based pay
    Pay increases with skill modules learned

    Advantages
    More flexible work force, better quality, consistent
    with employability

    Disadvantages
    Potentially subjective, higher training costs

    INTRINSIC MOTIVATIONAL WAYS JOB DESIGN


    ALTERNATIVES

    Person + good job fit = Intrinsic motivation


    Job Design
    Process of specifying job task and work
    arrangements.

    MOTIVATING JOBS THROUGH JOB REDESIGN

    Scientifically managed jobs


    Taylors scientific management used systematic study of
    job components to develop practices to increase people
    efficiency. (Boring, repetitive, few skills utilized)

    Job Enlargement
    Add more tasks of similar skill level to the job.
    Horizontal Loading
    Job Enrichment
    Add more responsibility and autonomy
    Vertical Loading
    to the job.
    Job Rotation

    Movement of person from place to another.

    JOB ENLARGEMENT AND JOB ENRICHMENT: A


    COMPARISON

    Standard Job

    Enlarged Job
    Job enlargement adds more tasks
    at the same level of responsibility.
    Task
    1
    (low)

    (high)

    Task
    1

    Task
    2

    (low)
    (low) Number of Tasks (high)
    (horizontal job loading)

    Task
    2

    Task
    3

    Task
    4

    (low)

    Level of Responsibility
    (vertical job loading)

    Level of Responsibility
    (vertical job loading)

    (high)

    Level of Responsibility
    (vertical job loading)

    (high)

    Number of Tasks
    (horizontal job loading)

    Enhanced Job
    Task
    1

    Task
    2

    (high)

    Job enrichment adds


    more responsibility
    to the same number
    of tasks.

    (low)
    (low) Number of Tasks (high)
    (horizontal job loading)
    18

    JOB DESIGN THEORY


    Job Characteristics Model
    (J.Richard Hackman & Greg
    Oldham)
    Identifies five job
    characteristics and their
    relationship to personal and
    work outcomes which makes
    the job more meaningful.

    Characteristics:
    Characteristics:
    1.
    1. Skill
    Skillvariety
    variety
    2.
    2. Task
    Taskidentity
    identity
    3.
    3. Task
    Task
    significance
    significance
    4.
    4. Autonomy
    Autonomy
    5.
    5. Feedback
    Feedback

    612

    JOB DESIGN THEORY (CONTD)


    Skill Variety
    The degree to which a job requires a
    variety of different activities.
    Task Identity
    The degree to which the job requires completion of a
    whole and identifiable piece of work.
    Task Significance
    The degree to which the job has a substantial impact on
    the lives or work of other people.
    613

    JOB DESIGN THEORY (CONTD)


    Autonomy
    The 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 out.

    614

    JOB DESIGN THEORY (CONTD)


    Feedback
    The degree to which carrying out the work activities
    required by a job results in the individual obtaining direct
    and clear information about the effectiveness of his or her
    performance.

    615

    JOB CHARACTERISTICS MODEL


    Job Characteristics

    Critical Psyc. States

    Experienced
    Meaningfulness of
    Work

    Skill Variety
    Task Identity

    Task Significance
    Autonomy
    Feedback

    Responsibility for
    work outcomes
    Knowledge of
    Results

    Growth Need Strength

    Job Outcomes
    Internal work
    motivation
    Job satisfaction
    Growth
    Satisfaction
    Low absenteeism
    High quality
    performance

    COMPUTING A MOTIVATING
    POTENTIAL SCORE

    People
    Peoplewho
    whowork
    workon
    onjobs
    jobswith
    withhigh
    highcore
    coredimensions
    dimensionsare
    are
    generally
    generallymore
    moremotivated,
    motivated,satisfied,
    satisfied,and
    andproductive.
    productive.
    Job
    Jobdimensions
    dimensionsoperate
    operatethrough
    throughthe
    thepsychological
    psychologicalstates
    statesinin
    influencing
    influencingpersonal
    personaland
    andwork
    workoutcome
    outcomevariables
    variablesrather
    ratherthan
    than
    influencing
    influencingthem
    themdirectly.
    directly.

    617

    ALTERNATIVE WORK
    ARRANGEMENTS

    Making environment more motivating by:

    Flexible timing . Office timing 6to6 spend 8 hours a day


    (Increase productivity, reduce absenteeism)
    Job sharing.Allows two or more individual to split 40hours a week job
    (Two talented persons, increase motivation but difficult of
    find two compatible person for same post)
    Telecommuting.Work two days a week at their home
    and computer is linked with office
    (High productivity, less turnover, reduce office space
    cost, less direct supervision, difficult at the time of
    promotion)
    618

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