1. Job Design and Involvement
MOTIVATION
Job Design and Involvement

2. HERZBERG Movement vs. Motivation KITA
What’s wrong with KITA? With movement?

3. TYPES OF MOTIVATION Extrinsic Motivation: Intrinsic Motivation:
"What gets rewarded gets done"
Based on extrinsic/tangible rewards
Intrinsic Motivation:
"What is rewarding gets done"
Based on intrinsic/intangible rewards

4. Job Design (Taylor’s) scientific management Job enlargement
Job rotation
Job enrichment (Herzberg)
Hygienes (salary, relationships, setting...)
Motivators (responsibility, achievement, recognition…)
Dissatisfied
Neutral
Motivated

5. Job Characteristics Model
Core Job
Dimensions
Personal & Work
Outcomes
Critical Psychological States
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Experienced
Meaningfulness
of Work
Responsibility for
Outcomes of Work
Knowledge of
Actual Results of
Work Activities
High Internal
Work Motivation
High-quality
Work Performance
High Satisfaction
with Work
Low Absenteeism
& Turnover

6. IMPLEMENTING CONCEPTS CORE JOB DIMENSIONS CRITICAL PSYCHOLOGICAL
STATES
PERSONAL
WORK
OUTCOMES
Combining Tasks
Forming Natural
Work Units
Establishing
Client
Relationships
Vertical Loading
Opening Feedback
Channels
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Experienced
Meaningfulness
Responsibility
for Outcomes
of Work
Knowledge of the
Actual Results of
Work activities
High Internal
Work Motivation
High Quality
Work Performance
High Satisfaction
with the Work
Low Absenteeism
and turnover
- STRENGTH OF EMPLOYEE’S
GROWTH NEEDS
- KNOWLEDGE & SKILLS
- CONTEXT SATISFACTION

7. PPG What and why of a self-directed work force.
The self-directed employee
Evaluation of the assessment center process
The tensions at Berea

8. I. What and why
“A self-managed work system is one which is designed to produce high levels of employee involvement and motivation through enriched jobs, shared authority and decision making, team-based organization structures, and open communications.”
David A. Garvin in Understanding Self-Managing Work Systems

9. II. The Self-directed employee
PPG developed an assessment center and used extensive simulations and interviews to find the right employees. What was it that they were really looking for?

10. III. Assessment Center Process
Do you think the assessment center and simulations are effective? Are there any flaws?

11. IV. The tensions at Brea
What are the fundamental tensions at the Brea plant?

12. IV. The tensions at Brea
What are the fundamental tensions at the Brea plant?
Where do you draw the line about which decisions employees should and should not make?

13. Production Tasks Personnel Functions Prepare & Maintain Cost budget
Set production/team goals
Work with external customers/suppliers
Select production/work methods
Implement process improvements
Perform routine equip maintenance
Stop production to address quality concerns
Work with internal customers and suppliers
Assign daily tasks to work team members
Maintain safety and housekeeping
Personnel Functions
Make compensation decisions
Handle performance appraisals
Handle individual performance problems
Select team members
Determine & address training needs
Handle vacation scheduling

14. IV. The tensions at Brea
What are the fundamental tensions at the Brea plant?
Where do you draw the line about which decisions employees should and should not make?
Why is there so much grumbling going on at the plant?