lecture 6, applications of motivation

8/2/2019 Lecture 6, Applications of Motivation

1/29

Applications of Motivation

1


2/29

Job Characteristic Model (JCM)(J. Richard Hackman)

1. Skill variety: The degree to which a job requires a variety of different

activities2. Task Identity: The degree to which a job requires completion of a whole

and identifiable piece of work

3. Task Significance: the degree to which a job has a substantial impact onthe lives or work of other people

4. Autonomy: The degree to which a job provides substantial freedom and

discretion to the individual in scheduling the work and in determining theprocedures to be used in carrying it out

5. Feedback: The degree to which carrying out the work activities requiredby a job results in the individual obtaining direct and clear informationabout the effectiveness of his or her performance

How to measure Motivation?

2


3/29

Job Characteristic Model: Examples

3

Characteristics Examples

Skill Variety High variety The owner-operator of a garage who does electrical repair, rebuilds engines,

does body work, and interacts with customers

Low variety A bodyshop worker who sprays paint eight hours a day

Task Identity

High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the

object, and finishes it to perfection

Low identity A worker in a furniture factory who operates a lathe to make table legs

Task Significance

High significance Nursing the sick in a hospital intensive care unit

Low significance Sweeping hospital floors

Autonomy

High autonomy A telephone installer who schedules his or her own work for the day, and

decides on the best techniques for a particular installation

Low autonomy A telephone operator who must handle calls as they come according to a

routine, highly specified procedure

Feedback

High feedback An electronics factory worker who assembles a radio and then tests it to

determine if it operates properly

Low feedback An electronics factory worker who assembles a radio and then routes it to a

quality control inspector who tests and adjusts it


4/29

4

Job Characteristic Model: Examples


5/29

5

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 psychological states result in

increased motivation, performance, and job

satisfaction.

Job Characteristic Model


6/29

Motivating Potential Score (MPS)

The core dimensions can be combined into a single predictiveindex, called motivating potential score (MPS)

MPS = Skill variety + Task identity + Task Significance x Autonomy x Feedback

3

Five key characteristics could be used to describe the motivating potential of a job

Workers who possessed what Hackman called "high growth needs" responded

positively to high motivating potential jobs, but those with low growth needs did not.

6


7/29

Make a Job better-off (Job Redesign)

Job

Enlargement

Job

Rotation

Job EnrichmentAlternative Work

Arrangements

JobRedesign

FlextimeJob Sharing

Telecommuting

7


8/29

Job Rotation: When an activity is no longer challenging, the

employee is rotated to another job, usually at the same level.

Singapore airline, American Express, shadow member,

potential manager or supervisor.

Job Enlargement: Increasing the number and variety of tasks

that an individual performs. Job enlargement results in jobs

with more diversity.

Job Sharing: An arrangement that allows two or more individuals

to split a traditional 40-hour-a-week job


8


9/29

9

Job Enrichment: The vertical expansion of jobs, which increases thedegree to which the worker controls the planning, execution, and

evaluation of the work.



10/29

10


Flextime

Employees work during a common core time periodeach day but have discretion in forming their totalworkday from a flexible set of hours outside the core.


11/29

11

Telecommuting: Working from home at least two days aweek on a computer that is linked to the employees office


Categories of telecommuting jobs:

Routine information handling tasks Professional and other knowledge-related

tasks

Mobile activities


12/29

12

Telecommuting

Advantages

Larger labor pool

Higher productivity

Less turnover

Improved morale

Reduced office-space costs

Disadvantages (Employer)

Less direct

supervision of

employees

Difficult to

coordinate

teamwork

Difficult to evaluate

non-quantitative

performance


13/29

Ability and Motivation

Equation

Performance = f (A x M)

Performance = f (A x M x O)

Function to Perform = f

Ability to Perform = A

Motivation of Work = M

Opportunity to Perform = O

13


14/29

Employee Involvement

in Decision-making

Why should we involve the workers in decision-making?

Rationale of employee involvement

Improves organizational performance

Improves employee commitment to the change necessary for

company survival and growth

Builds employee relations based on a culture of openness and trust;

one organization in particular had experienced employee involvementas a way of avoiding acrimonious employee relations

Motivating employees and maximizing their contribution to the

organization

14


15/29


in Decision-making

Participative Management: A process in which subordinates share a

significant degree of decision-making power with their immediate superiors.

Representative Participation: A system in which workers participate inorganizational decision making through a small group of representative

employees

Quality Circle: A work group of employees who meet regularly to discuss

their quality problem, investigate causes, recommend solutions, and takecorrective actions

Employee Involvement Programs

15


16/29


in Decision-making

Structure of consultation and decision making

General

Consultation

Committee

Direct

Consultation

Decision

Making

Joint

Working

Groups

A range of business and other issues

which are discussed with employee

representatives before management

made a final decision

Focusing on a particular

issue and where theemployees involved could

have considerable influence

on the outcomes

Allowing individual

employees to make their

views known on particular

issues this was typicallyachieved via face-to-face.

16


17/29

Employee involvement programslinks to

Motivation theories

X and Y Theory

X

Y

If your organization believes in participative management

programs, it represents Y theory characteristics

X theory aligns with the more traditional autocratic style of

managing people 17


18/29


Motivation theories

Two factors theory/Hygiene Theory

Extrinsic

Factors

Intrinsic

Factors

Employee involvement programs could provide employees with intrinsic motivation

by increasing opportunities (extrinsic factors) for growth, responsibility, and

involvement in the work itself18


19/29


Motivation theories

Maslows Theory of Hierarchy of needs

Self-Actualiz.

Self-Esteem

Social

Safety/Protection

Physiological needs

High

Level

LowLevel

self-respect, recognition, autonomy

Achieving ones growth, potential, self fulfillmen

19


20/29

20

How to give Rewardsto

Motivate Employees


21/29


Motivate Employees

What to Pay: Payment Strategy

Internal Equity Internal Equity

Established through

Technical evaluation

Job Evaluation

Comparison (same jobs)

Employee < other employees

Employee > other employees

Employee = other employees

Established through

External competitiveness

Pay Surveys

Comparison (same jobs)

Organization < other Organizations (Wal-Mart)

Organization > other Organizations (Google)

Organization < other Organizations

21


22/29


Motivate Employees

How to Pay

Fixed Salary Variable Salary

Demotivation factors are high of

fixed-salaried employees

Motivation level is higher. IBM, Wal-Mart,

Pizza Hut, and John Deere

forms of variable salary

Piece-rate plans

Merit-based pay

Bonus

Profit-sharing

Gain-sharing

Employee stock ownership 22


23/29

VARIABLE PAY

Piece-Rate Pay: A pay plan in which workers are paid a fixed sum for each unit of

production completed.

Merit-Based Pay: A pay plan based on performance appraisal ratings. IBM provides

increases to employees base salary based on their annual performance evaluation

Bonuses: A pay plan that rewards employees for recent performance rather than

historical performance

Skill-Based Pay: A pay plan that sets pay levels on the basis of how many skills employees

have or how many jobs they can do

Profit-Sharing Plan: An organization-wide program that distributes compensation based

on some established formula designed around a companys profitability

Gain-Sharing: A formula-based group incentive plan

Employee Stock ownership Plan: A company-established benefits plan in which

employees acquire stock, often at below-market prices, as part of their benefits23


24/29

24


Motivate Employees

How to give Benefits?

Fixed-Benefits Flexible-Benefits

Flexible-Spending PlansCore-Plus PlansModular Plans

Predesigned packages ofbenefits with each module

put together to meet the

needs of a specific group

of employees. Essential

benefits life insurance,

disability insurance,

expended health coverage

A core of essential

benefits and a menu-like

selection of other benefit

options from which

employees can select and

add to the core.

To set aside up to the cash

amount offered in the

plan to pay for particular

services. Take home pay

etc.


25/29

Employee Recognition Programs

Intrinsic rewards

25

Methods of Intrinsic Rewards

Gift Certificates Cash rewards

Best employee/leader or team

member of year/month

Appreciation letterShield/trophy

Gift cards for thank you or best

complement

fun at work cards/posters

Restaurant meal

Traveling tickets

Shopping vouchers

Entertainment vouchers


26/29

Discussion Questions

What are the advantages and disadvantages

ofFlextime?

26


27/29

27


What are the advantages and disadvantages

ofJob Sharing?


28/29

28


Skill variety

Task Identity

Task Significance

Autonomy

Feedback

Conceptualize your job and measure yourselfas mentioned below:


29/29

29


Skill variety

Task Identity

Task Significance

Autonomy

Feedback

Conceptualize your job and measureyourself as mentioned below:

Divide into group of two and share yourworksheet with your partner.

Calculate your Motivation Potential Score

(MPS) share with your class

lecture 6, applications of motivation

Documents