Prepared by Charlie Cook The University of West Alabama © 2010 South-Western, a part of Cengage Learning All rights reserved. Motivating Employee Performance Through Work Chapter 5

5–2 © 2009 South-Western, a part of Cengage Learning Chapter Learning Objectives Relate motivation and employee performance. Discuss work design, including its evolution and alternative approaches. Relate employment involvement in work and motivation. Identify and describe key flexible work arrangements. After studying this chapter you should be able to:

5–3 © 2009 South-Western, a part of Cengage Learning Motivation and Employee Performance Using Theories of Motivation  No single theory explains motivation—each theory covers only some factors that motivate behavior  More than one theory or method can be used to enhance performance in an organization  Each theory or method must be tied to specific need or process and translated into operational terms that foster enhanced performance

5–4 © 2009 South-Western, a part of Cengage Learning Work Design in Organizations Job Design  How organizations define and structure jobs to have a positive impact on motivation, performance, and job satisfaction Job Specialization (Fredrick Taylor)  Jobs should be scientifically studied, broken down into small component tasks, and then standardized across all workers doing those jobs  Follows Adam Smith’s concept of the division of labor  Jobs designed for efficiency can become boring and monotonous, resulting in job dissatisfaction

5–5 © 2009 South-Western, a part of Cengage Learning Early Alternatives to Job Specialization Job RotationSystematically moving workers from one job to another in an attempt to minimize monotony and boredom Job Enlargement (horizontal job loading) Giving workers more tasks to perform Job Enrichment (vertical job loading) Giving workers a greater variety of tasks to perform and more control over how to perform them

5–6 © 2009 South-Western, a part of Cengage Learning Work Design in Organizations The Job Characteristics Theory  Critical psychological states of workers 1.Experienced meaningfulness of the work 2.Experienced responsibility for work outcomes 3.Knowledge of results  Motivational properties of tasks 1.Skill variety 2.Task identity 3.Task significance 4.Autonomy 5.Feedback Digital Vision at Getty Images®

5–7 © 2009 South-Western, a part of Cengage Learning Figure 5.2The Job Characteristics Theory Reference: Reprinted from J. R. Hackman and G. R. Oldham, “Motivation Through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance, vol. 16, pp. 250–279. Copyright 1976, with permission of Elsevier.

5–8 © 2009 South-Western, a part of Cengage Learning Figure 5.3Implementing the Job Characteristics Theory Reference: J. R. Hackman, G. R. Oldham, R. Janson, and K. Purdy, “A New Stage for Job Enrichment.” Copyright © 1975 by the Regents of the University of California. Reprinted from California Management Review, vol. 17, no. 4. By permission of The Regents.

5–9 © 2009 South-Western, a part of Cengage Learning Job Characteristics Theory: Research Findings Research generally supports the theory, however:  Performance seldom found to correlate with job characteristics  Measures used to test theory are not always valid and reliable  Role of individual differences is not supported  Theory is lacking in specific guidelines for implementation

5–10 © 2009 South-Western, a part of Cengage Learning Employee Involvement and Motivation Extending job design to include:  Participation Giving employees a voice in making decisions about their own work  Empowerment Enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority Digital Vision at Getty Images®

5–11 © 2009 South-Western, a part of Cengage Learning Employee Involvement and Motivation Early Perspectives on Employee Involvement  In the beginning: Employee satisfaction is a result of their participation in decision-making  Recently: Employees are valued human resources who can contribute to organizational effectiveness Their participation is valued

5–12 © 2009 South-Western, a part of Cengage Learning Employee Involvement and Motivation Areas of Employee Involvement  Personal job-related decisions  Administrative matters (e.g., work schedules)  Product quality decisions Techniques and Issues in Employee Involvement  Empowerment through work teams (quality circles)  Decentralization of decision-making and increased delegation

5–13 © 2009 South-Western, a part of Cengage Learning Requirements for Effective Empowerment An organization must be:  Sincere in its efforts to spread power and autonomy to lower levels of the organization  Committed to maintaining participation and empowerment  Systematic and patient in its efforts to empower workers  Prepared to increase its commitment to training

5–14 © 2009 South-Western, a part of Cengage Learning Flexible Work Arrangements Variable Work Schedules  Compressed work schedule Employees work a full forty-hour week in fewer than the traditional five days  Flexible work schedules (flextime) Employees gain more personal control over the hours they work each day Job Sharing  Part-time employees share one full-time job Telecommuting  Employees spend part of their time working off-site

5–15 © 2009 South-Western, a part of Cengage Learning Figure 5.4Flexible Work Schedules

5–16 © 2009 South-Western, a part of Cengage Learning Flexible Work Arrangements (cont’d) Telecommuting’s Benefits to Organizations  Reduced absenteeism and turnover  Reduction in indirect expenses Telecommuting’s Downside Considerations  Employees miss the workplace social interaction  Employees lack self-control/discipline  Difficulties arise in coordinating in-face meetings  Workplace safety requirements  Information security (cybercrime)

5–17 © 2009 South-Western, a part of Cengage Learning Organizational Behavior in Action After reading the chapter:  How would you decide to quit a “good” job to follow your dreams?  Isn’t job enlargement just another way that management can get more work out of employees?  What are the core dimensions of your professor’s job?  Which flexible work arrangement appeals the most to you?