1. BY Mrs. Rand Omran Alastal 08-0

2. Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Motivation: From Concepts to Applications 8-1

3. 1.Describe the job characteristics model and evaluate the way it motivates by changing the work environment. 2.Compare and contrast the main ways jobs can be redesigned. 3.Identify three alternative work arrangements and show how they might motivate employees. 4.Give examples of employee involvement measures and show how they can motivate employees. 5.Demonstrate how the different types of variable-pay programs can increase employee motivation. 6.Show how flexible benefits turn benefits into motivators. 7.Identify the motivational benefits of intrinsic rewards. After studying this chapter you should be able to: 8-2

4. content  1. motivating by job design.  2. employee involvement.  3. using rewards to motivate employee.  4. Summary and implications for managers 1-3

5. 1. Motivating by Job Design: The Job Characteristics Model  Research in job design suggests the way the elements in a job are organized can increase or decrease effort and also suggests what those elements are.  We’ll first review the job characteristics model and then discuss some ways jobs can be redesigned.  Finally, we’ll explore alternative work arrangements. 8-4

6. The Job Characteristics Model  Developed by J. Richard Hackman and Greg Oldham, the job characteristics model (JCM) :  the process that any job can be described in terms of five core job dimensions, skill variety, task identity, task significance autonomy and feedback.  Five Core Job Dimensions 1.Skill Variety: 2.Task Identity 3.Task significance 4.Autonomy 5.feedback 8-5

7. The Job Characteristics Model  Five Core Job Dimensions 1.Skill Variety: degree to which the job requires a variety of different activities. 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 or work 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 8-6

8. How Can Jobs be Redesigned? Job Rotation The periodic shifting of an employee from one task to another. Job Enrichment The vertical expansion of jobs which increases the degree to which the worker controls the planning, execution, and evaluation of the work. 8-7

9. Strengths of Job Rotation Reduces boredom Increases understanding of work contribution Increased skills Helps managers in scheduling 8-8

10. Strengths of Job Rotation  Strengths of Job Rotation(advantages): 1. reduces boredom 2. increases motivation 3. helps employees better understand how their work contributes to the organization.  An indirect benefit is that employees with a wider range of skills give management more flexibility in scheduling work, adapting to changes, and filling vacancies. 8-9

11. Strengths of Job Rotation  Job Rotation Drawbacks: (disadvantages): 1. increase Training costs of moving a worker into a new position 2. reduces productivity just when efficiency at the prior job is creating organizational economies. 3. creates disruptions when members of the work group have to adjust to the new employee. 4. Supervisors may also have to spend more time answering questions and monitoring the work of recently rotated employees. 8-10

12. Job Enrichment  Job enrichment expands jobs by increasing the degree to which the worker controls the planning, execution, and evaluation of the work.  An enriched job organizes tasks to: 1. allow the worker to do a complete activity 2. increases the employee’s freedom and independence 3. increases responsibility 4. provides feedback  so individuals can assess and correct their own performance. 8-11

13. Alternative Work Arrangements  Identify three alternative work arrangements they might motivate employees?  1. Flextime: Flexible work hours employees.  2. Job Sharing Job Sharing allows two or more individuals to split a traditional 40-hour-a-week job.  3. Telecommuting working from home at least 2 days a week on a computer linked to the employer’s office. 8-12

14. Social and Physical Context of Work  1. Social Context Some social characteristics that improve job performance include: a.Interdependence b.Social support c.Interactions with other people outside of work  2. Physical Context The work context will also affect employee satisfaction a.Work that is hot, loud, and dangerous is less satisfying b.Work that is controlled, relatively quiet, and safe will be more satisfying 8-13

15. 2. Employee Involvement  Employee Involvement:  A participative process that uses employees’ input to increase their commitment to the organization’s success.  If we engage workers in decisions that affect them and increase their autonomy and control over their work lives, they will become more motivated, more committed to the organization, more productive, and more satisfied with their jobs. 8-14

16. 2. Employee Involvement Examples of Employee Involvement Programs 1. Participative Management 2. Representative Participation 8-15

17. Examples of Employee Involvement Programs  Give examples of employee involvement measures and show how they can motivate employees?  1. Participative Management: A process in which subordinates share a significant degree of decision-making power with their immediate superiors.  2. Representative Participation: A system in which workers participate in organizational decision making through a small group of representative employees. 8-16

18. 3. Using Rewards to Motivate Employees  Although pay is not the primary factor driving job satisfaction, it is a motivator. 1. Establish a pay structure (What to pay?) 2. Variable-pay programs (How to pay?) 8-17

19. Establishing a Pay Structure Internal Pay Equity External Pay Equity 8-18

20. What to Pay: Establishing a Pay Structure  There are many ways to pay employees.  The process of initially setting pay levels entails balancing  Internal equity — the worth of the job to the organization (usually established through a technical process called job evaluation)  External equity : the external competitiveness of an organization’s pay relative to pay elsewhere in its industry (usually established through pay surveys).  The best pay system pays what the job is worth (internal equity) while also paying competitively relative to the labor market. 8-19

21. How to Pay?  variable-pay programs 1.piece-rate pay 2.merit-based pay 3.bonuses 4.skill-based pay 5.profit-sharing plans 6.gainsharing 7.employee stock ownership plans 8.evaluation of variable pay 8-20

22. Flexible Benefits  Flexible benefits:  a benefits plan that allowing each employee to choose the compensation package that best satisfies his or her current needs and situations. 8-21

23. Employee Recognition Programs  Employee rewards need to be intrinsic and extrinsic.  Employee recognition programs are a good method of intrinsic rewards. 1.The rewards can range from a simple thank-you to more widely publicized formal programs. 2.Advantages of recognition programs are that they are inexpensive and effective. 3.Some critics say they can be politically 4.motivated and if they are perceived to be 5. applied unfairly, they can cause more harm than good. 8-22

24. 7. Summary and Managerial 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 6-23

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