Copyright ©2012 Pearson Education Chapter 7 Motivation II: Applied Concepts 7-1 Essentials of Organizational Behavior, 11/e Global Edition Stephen P. Robbins & Timothy A. Judge

Copyright ©2012 Pearson Education After studying this chapter, you should be able to: Describe the job characteristics model and evaluate the way it motivates by changing the work environment. 2. Compare and contrast the three main ways jobs can be redesigned. 3. Give examples of employee involvement measures and show how they can motivate employees. 4. Demonstrate how the different types of variable-pay programs can increase employee motivation. 5. Show how flexible benefits turn benefits into motivators. 6. Identify the motivational benefits of intrinsic rewards.

Copyright ©2012 Pearson Education Motivating by Changing the Work Environment: JCM 7-3 The Job Characteristics Model - jobs are described in terms of five core dimensions:  Skill variety  Task identity  Task significance  Autonomy  Feedback

Copyright ©2012 Pearson Education The Job Characteristics Model 7-4

Copyright ©2012 Pearson Education JCM: Designing Motivational Jobs 7-5  JCM-designed jobs give internal rewards  Individual’s growth needs are moderating factors  Motivating jobs must be:  Autonomous  Provide feedback, and  Have at least one of the three meaningfulness factors

Copyright ©2012 Pearson Education How Can Jobs be Redesigned? 7-6 Job redesign refers to designing a better fit between workers and their jobs any set of activities that involves the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on the job productivity. any work changes that increase work quality or productivity. Alters basic relationship between worker and job. changing the tasks or the way work is performed in an existing job. to changes in the design of individual jobs.

Copyright ©2012 Pearson Education How Can Jobs be Redesigned? 7-7 Job Redesign Techniques Job Rotation The periodic shifting of an employee from one task to another Job enlargement – Horizontal Increasing the number and variety of tasks that an individual performed Job Enrichment – Vertical Increasing the degree to which the worker controls the planning, execution and evaluation of the work Adding one or more motivating factors to job activities (such as increasing responsibility or recognition)

Copyright ©2012 Pearson Education Guidelines for Enriching a Job Using JCM 7-8 Enrichment reduces turnover and absenteeism while increasing satisfaction.

Copyright ©2012 Pearson Education Alternate Work Arrangements 7-9  Flextime -Some discretion over when worker starts and leaves -Allow people to choose their work hours by adjusting a standard work schedule  Job Sharing Allows two or more individuals to split a traditional 40-hour-a-week job  Telecommuting -Work remotely at least two days per week -Employees who do their work at home at least two days a week on a computer that is linked to their office

Copyright ©2012 Pearson Education Flextime Benefits include:  reduced absenteeism  increased productivity  reduced overtime expenses  lessening in hostility toward management  reduced traffic congestion around work sites,  elimination of tardiness  increased autonomy and responsibility for employees that may increase employee job satisfaction

Copyright ©2012 Pearson Education Modified Work Schedules and Alternative Workplaces  Disadvantages  Challenging to coordinate and manage  Poor fit for some workers  Lack of network and coworker contact  Lack of management belief  Advantages  More satisfied, committed employees  Reduced stress  Improved productivity  Less congestion

Copyright ©2012 Pearson Education The Social and Physical Context 7-12  Social characteristics that improve job performance:  Interdependence  Social support  Interactions with people outside the workplace  Work context also affects performance. Some things to consider are:  Temperature  Noise level  Safety

Copyright ©2012 Pearson Education Employee Involvement A participative process that uses the input of employees to increase their commitment to the organization’s success -Involving workers in decisions that will affect them and increasing their autonomy and control over their work lives Two types: Participative Management Representative Participation

Copyright ©2012 Pearson Education Participative Management 7-14  Subordinates share a significant degree of decision-making power with superiors  Not appropriate for every organization or every work unit  Required conditions:  Issues must be relevant  Employees must be competent and knowledgeable  All parties must act in good faith  Organization’s culture must support employee involvement  Only a modest influence on productivity, motivation, and job satisfaction

Copyright ©2012 Pearson Education Representative Participation 7-15  Workers are represented by a small group of employees who participate in decisions affecting personnel  Works Councils  Board membership  Desires to redistribute power within an organization  Does not appear to be very motivational

Copyright ©2012 Pearson Education Rewarding Employees 7-16 Major strategic rewards decisions: 1. What to pay employees 2. How to pay individual employees 3. What benefits to offer 4. How to construct employee recognition programs

Copyright ©2012 Pearson Education 1. What to Pay 7-17  Need to establish a pay structure  Balance between:  Internal equity – the worth of the job to the organization  External equity – the external competitiveness of an organization’s pay relative to pay elsewhere in its industry  A strategic decision with trade-offs

Copyright ©2012 Pearson Education 2. How to Pay: Variable-Pay Programs 7-18 Bases a portion of the pay on a given measure of performance  Piece-Rate Pay – workers are paid a fixed sum for each unit of production completed  Merit-Based Pay – pay is based on individual performance appraisal ratings  Bonuses – rewards employees for recent performance  Skill-Based Pay – pay is based on skills acquired instead of job title or rank – doesn’t address the level of performance

Copyright ©2012 Pearson Education More Variable Pay Programs 7-19  Profit-Sharing Plans – organization-wide programs that distribute compensation based on an established formula designed around profitability  Gainsharing – compensation based on sharing of gains from improved productivity  Employee Stock Ownership Plans (ESOPs) – plans in which employees acquire stock, often at below-market prices While it appears that pay does increase productivity, it seems that not everyone responds positively to variable-pay plans.

Copyright ©2012 Pearson Education 3. What Benefit to Offer: Flexible Benefits 7-20 Each employee creates a benefit package tailored to their own needs and situation  Modular plans – predesigned packages to meet the needs of a specific group  Core-plus plans – core of essential benefits and menu of options to choose from  Flexible spending plans – full choice from menu of options

Copyright ©2012 Pearson Education 4. How to Recognize Them: Employee Recognition Programs 7-21  In addition to pay there are intrinsic rewards  Can be as simple as a spontaneous comment  Can be formalized in a program  Programs where specific types of behavior are encouraged and the procedures for attaining recognition are clearly identified  Recognition is the most powerful workplace motivator – and the least expensive!

Copyright ©2012 Pearson Education Employee Recognition Programs  Rewarding behavior with recognition immediately leads to its repetition.  To maximize motivation potential, publicly communicate who and why is being recognized.  Critics argue that employee recognition programs are highly susceptible to political manipulation by management

Copyright ©2012 Pearson Education Global Implications 7-23 Do motivational approaches vary by culture?  Job Characteristics/Enrichment: may not be the same in collectivist cultures  Telecommuting, variable pay, flexible benefits: while all of these seem to be on the increase, not enough research has been done to make any conclusions  Employee Involvement: important to modify practices to reflect national culture

Copyright ©2012 Pearson Education Implications for Managers 7-24  Recognize and allow for individual differences  Use specific goals and feedback  Allow employees to participate in decisions that affect them  Link rewards to performance  Check the reward system for equity

Copyright ©2012 Pearson Education Keep in Mind… 7-25  Most people respond to the intrinsic job characteristics of the JCM  It is not clear that employee involvement programs work – use caution!  Variable-pay plans can enhance motivation

Copyright ©2012 Pearson Education Summary Described the job characteristics model and evaluated the way it motivates by changing their work environment. 2. Compared and contrasted the three main ways jobs could be redesigned. 3. Gave examples of employee involvement measures and how they could motivate employees. 4. Demonstrated how the different types of variable-pay programs could increase employee motivation. 5. Showed how flexible benefits can turn benefits into motivators. 6. Identified the motivational factors of intrinsic rewards.

Copyright ©2012 Pearson Education 7-27 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.