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7-1©2005 Prentice Hall 7: Creating a Motivating Work Setting Chapter 7: Creating a Motivating Work Setting Organizational Behavior 4th Edition JENNIFER GEORGE & GERARD JONES
7-2 ©2005 Prentice Hall Chapter Objectives Appreciate the advantages and disadvantages of the scientific management approach to job design Describe the job characteristics model and its implications for using job design to create a motivating work setting Understand implications of the social information processing model
7-3 ©2005 Prentice Hall Chapter Objectives Appreciate how and why organizational objectives can motivate employees Describe goal setting theory and the kinds of goals that contribute to a motivating work setting
7-4 ©2005 Prentice Hall Opening Case: Motivating Employees at Norsk Hydro How can organizations create a motivating work setting? Norway’s biggest industrial company Known for initiatives to promote job satisfaction and well-being Holistic approach to job design Emphasis on work significance
7-5 ©2005 Prentice Hall What is Job Design? The process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks Job design may increase motivation and encourage good performance
7-6 ©2005 Prentice Hall Job Design: Early Approaches Scientific Management Job Enlargement Job Enrichment
7-7 ©2005 Prentice Hall Scientific Management A set of principles and practices stressing job simplification and specialization There is one best way to perform any job Management’s responsibility is to determine what that way is Time and Motion Studies
7-8 ©2005 Prentice Hall Disadvantages of the Scientific Management Method Perception of lost control over work behaviors Repetitive, boring tasks Works feels depersonalized, meaningless, and monotonous Job dissatisfaction is high No opportunity to develop and acquire new skills
7-9 ©2005 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
7-10 ©2005 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 Herzberg’s Motivator-Hygiene Theory
7-11 ©2005 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
7-12 ©2005 Prentice Hall The Job Characteristics Model Skill variety Task identity Task significance Autonomy Feedback
7-13 ©2005 Prentice Hall Job Diagnostic Survey Scales used to measure the five dimensions Allows for the computation of a job’s motivating potential score –A measure of the overall potential of a job to foster intrinsic motivation –Average of skill variety, task identity, and task significance multiplied by autonomy and feedback Identifies the dimensions most in need of redesign
7-14 ©2005 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
7-15 ©2005 Prentice Hall Job Dimensions and Psychological States Experienced meaningfulness of the work Experienced responsibility for work outcomes Knowledge of results
7-16 ©2005 Prentice Hall Work and Personal Outcomes High intrinsic motivation High job performance High job satisfaction Low absenteeism and turnover
7-17 ©2005 Prentice Hall Individual Differences Growth-need strength Knowledge and skills Satisfaction with the work context
7-18 ©2005 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 and work outcomes
7-19 ©2005 Prentice Hall Meeting Organizational Objectives Social Identity Theory Goal Setting Management by Objectives (MBO)
7-20 ©2005 Prentice Hall Social Identity Theory People tend to classify themselves and others into social categories –Team membership –Religious affiliation
7-21 ©2005 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 to contribute inputs to their jobs Stresses importance of ensuring that employees’ inputs result in acceptable levels of job performance
7-22 ©2005 Prentice Hall What is a Goal? What an individual is trying to accomplish through his or her behavior and actions
7-23 ©2005 Prentice Hall Goal Characteristics Specificity Difficulty
7-24 ©2005 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
7-25 ©2005 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
7-1©2005 Prentice Hall 7 Creating a Motivating Work Setting Chapter 7 Creating a Motivating Work Setting.
7. CHAPTER 7 Motivation Tools I: Job Design and Goal Setting Copyright © 1999 Addison Wesley Longman 2 Definition Job Design: The process of linking specific.
Chapter 7 MOTIVATION TOOLS I: JOB DESIGN AND GOAL SETTING.
GOAL SETTING AND JOB DESIGN APPROACHES TO MOTIVATION.
Chapter 9b Job design and work organization Source: Bettman/Corbis.
Section 9 Job Design Managing Performance through Job Design.
A tool for motivating workers A tool for increasing efficiencies Job Design: The process of linking specific tasks to specific jobs and deciding.
Job design n What is job design and why is it important? n What are the approaches used in designing jobs?
MOTIVATION MOTIVATION DEFINED ä Willingness to exert high levels of effort to reach organizational goals.
Schermerhorn - Chapter 121 Motivation and Human Needs 4 Hierarchy of Needs Theory –Developed by Abraham Maslow –Lower order and higher order needs affect.
Chapter 6 Jobs & the Design of Work. Job Compared to Work Job - a set of specified work and task activities that engage an individual in an organization.
Job Design Lecture #10. Job Design Job Characteristics Model Hackman-Oldham Model Job Description Index Model of Job Design Model of Job Redesign.
Chapter 16 Motivating Employees. The Concept of Motivation Motivation - the arousal, direction, and persistence of behavior Forces either intrinsic or.
Motivation in Organizations Chapter 6. © Copyright 2003, Prentice Hall 2 Learning Objectives 1. Define motivation and explain its importance in the field.
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Fifteen Managing Performance through Job Design and Goal Setting.
Motivating Employees Chapter 12. Motivation The psychological processes that arouse and direct goal-directed behavior.
Job and Organizational Design. Approaches to Job Design Work Simplification –Advocated by Frederick Taylor Break jobs down into simple components (small.
Chapter 8 Job Redesign and Job Enrichment. 2 Learning Objectives 1)Explain what job design is all about. 2)Describe how job rotation, job enlargement,
Possible Sources of Dissatisfaction with Assembly Line Jobs Repetitiveness Involvement with only a Portion of the Total Production Cycle Limited Social.
MOTIVATIONMOTIVATION MOTIVATION DEFINED Willingness to exert high levels of effort to reach organizational goals.
Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Chapter.
Chapter 14 Work Motivation Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002.
Examples of “Classic” Theories of Work Motivation (Mobilization?) Needs theories Maslow’s hierarchy of needs Herzberg’s two factor theory Aldefer’s ERG.
LECTURE 9 APPLYING MOTIVATION THEORIES: JOB DESIGN AND EMPOWERMENT.
MANAGEMENT RICHARD L. DAFT. Motivating Employees CHAPTER 17.
1 Knowledge Objectives 1.Identify need-based theories and explain their practical management applications. 2.Describe expectancy theory and management.
EMPLOYEE MOTIVATION MGMT 371: CHAPTER 6. EMPLOYEE MOTIVATION Job Performance Model Need Theories Motivational Job Design Intrinsic Motivation.
Chapter 16 Motivating Employees. The Concept of Motivation Motivation - the arousal of enthusiasm and persistence to pursue a course of action Forces.
JOB DESIGN,. JOB DESIGN Job design is a way of organising tasks, duties and responsibilities into a productive unit of the work. An outgrowth of job analysis.
Business in Action 6e Bovée/Thill Employee Motivation Chapter 10.
© 2013 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Motivation I: Needs, Job Design and Satisfaction Chapter Six.
© 2007 Prentice Hall Inc. All rights reserved. Motivation: From Concepts to Applications Chapter SEVEN.
© 2003 McGraw-Hill Ryerson Ltd. Motivation Chapter Three.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Prepared by Charlie Cook The University of West Alabama © 2012 South-Western, a part of Cengage Learning All rights reserved. Individual Performance Chapter.
Chapter 12 Motivation. Learning Objectives After reading this chapter, you should be able to: Differentiate between extrinsic and intrinsic motivation.
12 Chapter Motivation McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 8 Motivation Through Needs, Job Design & Intrinsic Rewards What Does Motivation What Does Motivation Involve? Involve? Need Theories of Need Theories.
Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 14 Work Motivation.
Hackman & Oldham’s Job Characteristics Model Core DimensionsPsychological StatesOutcomes Skill Variety Task Identity Task Signif. Autonomy Feedback Meaningfulness.
©Prentice Hall, 2001Chapter 101 Motivating and Rewarding Employees.
CHAPTER 7 Motivation Introduction to Industrial/Organizational Psychology by Ronald Riggio.
Job and Organizational Design. Approaches to Job Design Work Simplification Advocated by Frederick Taylor Break jobs down into simple components (small.
Job Design Chapter 11 Lawrence Erlbaum Associates, Publisher, Copyright
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