Motivation: From Concepts To Applications

Motivation:
Motivation: From
From Concepts
Concepts to
to
Applications
Applications
8-1
The
The Job
Job Characteristics
Characteristics Model
Model
 Five Core Job Dimensions
1. Skill Variety: degree to which the job incorporates a
number of different skills and talents
2. Task Identity: degree to which the job requires the
completion of a whole and identifiable piece of work
3. Task Significance: how the job impacts the lives of
others
4. Autonomy: identifies how much freedom and
independence the worker has over the job
5. Feedback: how much the job generates direct and clear
information about the worker’s performance
8-2
How
How Can
Can Jobs
Jobs be
be Redesigned?
Redesigned?
8-3
Strengths
Strengths of
of Job
Job Rotation
Rotation
8-4
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
8-5
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 2
days a week on a computer linked to the employer’s office.
8-6
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
8-7
Employee
Employee Involvement
Involvement
Employee involvement is a participative process
that uses employees’ input to increase their
commitment to the organization’s success.
8-8
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
8-9
Establishing
Establishing aa Pay
Pay Structure
Structure
8-10
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
8-11
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.
8-12
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 do.
 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.
8-13
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.
8-14
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.
8-15
Global
Global Implications
Implications
 Job Characteristics and Job Enrichment
– Studies do 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
8-16
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
8-17
 Discussion
 Individual motivation
 Industry best practices
 Survey on motivation
8-18

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