ch07 - presentation
TRANSCRIPT
-
7/29/2019 Ch07 - Presentation
1/24
2007 Prentice Hall
Understanding and
Managing
Organizational
Behavior
Fifth Edition
Jennifer M. George
Gareth R. Jones
Image from opening case
7 Creating a Motivating Work Setting
-
7/29/2019 Ch07 - Presentation
2/24
7-2 2007 Prentice Hall
Exhibit 7.1 Motivation Tools
-
7/29/2019 Ch07 - Presentation
3/24
7-3 2007 Prentice Hall
What Is Job Design?
Linking specific tasks to specific jobs
Deciding what techniques, equipment, and
procedures should be used to perform those
tasks
Job design may increase motivation and
encourage good performance
-
7/29/2019 Ch07 - Presentation
4/24
7-4 2007 Prentice Hall
Job Design: Early Approaches
Scientific Management
Job Enlargement
Job Enrichment
-
7/29/2019 Ch07 - Presentation
5/24
7-5 2007 Prentice Hall
Scientific Management
A set of principles and practices stressing
job simplification and specialization
There is one best way to perform any job
Managements responsibility is to determine
what that way is
Time and motion studies
-
7/29/2019 Ch07 - Presentation
6/24
7-6 2007 Prentice Hall
Disadvantages of the Scientific
Management Method
Loss of control
Repetitive, boring tasks
Meaningless, monotonous work High job dissatisfaction
No opportunity to develop and acquire new
skills
-
7/29/2019 Ch07 - Presentation
7/24
7-7 2007 Prentice Hall
Job Enlargement
Increasing the number of tasks an employee
performs but keeping all of the tasks at the
same level of difficulty and responsibility
Horizontal job loading
Do more tasks
Equal level of responsibility
Intended to increase intrinsic motivation
-
7/29/2019 Ch07 - Presentation
8/24
7-8 2007 Prentice Hall
Job Enrichment
Designing jobs to provide opportunities for
employee growth by giving employees
more responsibility and control over their
work Vertical job loading
Based on Herzbergs motivator-hygiene
theory
-
7/29/2019 Ch07 - Presentation
9/24
7-9 2007 Prentice Hall
Enrichment Methods
Allow employees to plan their own work
schedules
Allow employees to decide how the work
should be performed
Allow employees to check their own work
Allow employees to learn new skills
-
7/29/2019 Ch07 - Presentation
10/24
7-10 2007 Prentice Hall
The Job Characteristics Model
Skill variety
Task identity
Task significance Autonomy
Feedback
-
7/29/2019 Ch07 - Presentation
11/24
7-11 2007 Prentice Hall
Job Diagnostic Survey
Scales used to measure the five dimensions
Allows for the computation of a jobs motivating
potential score
A measure of the overall potential of a job tofoster intrinsic motivation
Average of skill variety, task identity, and task
significance multiplied by autonomy and
feedback
Identifies the dimensions most in need of redesign
-
7/29/2019 Ch07 - Presentation
12/24
7-12 2007 Prentice Hall
Ways to Redesign Jobs to
Increase MPS
Combine tasks so that an employee is
responsible for work from start to finish
Group tasks into natural work units
Allow employees to interact with customers
or clients
Vertically load jobs to give employees more
control and higher levels of responsibility
Open feedback channels
-
7/29/2019 Ch07 - Presentation
13/24
7-13 2007 Prentice Hall
Job Dimensions and
Psychological States
Experienced meaningfulness of the work
Experienced responsibility for work
outcomes
Knowledge of results
-
7/29/2019 Ch07 - Presentation
14/24
7-14 2007 Prentice Hall
Work and Personal Outcomes
High intrinsic motivation
High job performance
High job satisfaction Low absenteeism and turnover
-
7/29/2019 Ch07 - Presentation
15/24
7-15 2007 Prentice Hall
Exhibit 7.5
Job Characteristics Model
-
7/29/2019 Ch07 - Presentation
16/24
7-16 2007 Prentice Hall
Individual Differences
Growth-need strength
Knowledge and skills
Satisfaction with the work context
-
7/29/2019 Ch07 - Presentation
17/24
7-17 2007 Prentice Hall
The Social Information
Processing Model
Factors other than the core dimensions
influence how employees respond to job
design
Social information
Social environment provides
employees with information about how
they should evaluate their jobs andwork outcomes
-
7/29/2019 Ch07 - Presentation
18/24
7-18 2007 Prentice Hall
Meeting Organizational
Objectives
Social Identity Theory
Goal Setting
Management by Objectives (MBO)
-
7/29/2019 Ch07 - Presentation
19/24
7-19 2007 Prentice Hall
Social Identity Theory
People tend to classify themselves and
others into social categories
Team membership
Religious affiliation
-
7/29/2019 Ch07 - Presentation
20/24
7-20 2007 Prentice Hall
Goal Setting
Explains what types of goals are most
effective in producing high levels of
motivation and performance
Emphasizes how to motivate employees tocontribute inputs to their jobs
Stresses importance of ensuring that
employees inputs result in acceptablelevels of job performance
-
7/29/2019 Ch07 - Presentation
21/24
7-21 2007 Prentice Hall
Goal Characteristics
Specificity Difficulty
-
7/29/2019 Ch07 - Presentation
22/24
7-22 2007 Prentice Hall
How Do Goals Affect
Motivation?
By directing employees attention and action
toward goal-relevant activities
By encouraging higher levels of effort
By encouraging the development of action
plans
By causing persistence in the face of
difficulty
-
7/29/2019 Ch07 - Presentation
23/24
7-23 2007 Prentice Hall
Management by Objectives (MBO)
Goal-setting process
Setting and evaluation of goals with
manager on periodic basis
Basic Steps
Goal setting
Implementation
Evaluation
-
7/29/2019 Ch07 - Presentation
24/24
7-24 2007 Prentice Hall
Exhibit 7.7 Basic Steps in MBO
Goalsetting
Implementation Evaluation