1. Motivation From Concepts to ApplicationsOB
Motivation From Concepts to Applications

2. Job Characteristics Model The Way it Motivates by Changing#1
Job Characteristics Model
And
The Way it Motivates by Changing
Work Environment

3. Job Design
The way the elements in a job are organized.

4. Job Design Theory Job Characteristics Model
A Model that Identifies five job characteristics and their relationship to personal and work outcomes.
Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback

5. Job Design Theory Job Characteristics Model
Jobs with skill variety, task identity, task significance, autonomy, and for which feedback of results is given, directly affect three psychological states of employees:
Knowledge of results
Meaningfulness of work
Personal feelings of responsibility for results
Increases in these psychological states result in increased motivation, performance, and job satisfaction.

6. Job Design Theory Skill Variety Task Identity Task Significance
The degree to which a job requires a variety of different activities (how may different skills are used in a given day, week, month?)
Task Identity
The degree to which the job requires completion of a whole and identifiable piece of work (from beginning to end)
Task Significance
The degree to which the job has a substantial impact on the lives or work of other people

7. Job Design Theory Autonomy Feedback
The degree to which the job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out. (Sales man schedule at Gestetner)
Feedback
The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.
Assembly line at Celestica. Malaysian tour feedback

8. #2
Ways of
Redesigning The Job

9. Job Design Theory Job Rotation Job Enlargement Job Enrichment
The periodic shifting of a worker from one task to another
Job Enlargement
The horizontal expansion of jobs
Job Enrichment
The vertical expansion of jobs

10. Job Enlargement & Enrichment
Job enlargement means taking charge of more duties and responsibilities which are not mentioned in the job description.
Job enrichment gives more control and managerial access to perform tasks and responsibilities
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11. #3
Work Arrangements
&
How they Motivate

12. Alternative Work Arrangements
Beyond redesigning the nature of work itself and involving employees in decisions, another approach to making the work environment more motivating is to alter work arrangements. There are three alternative work arrangements:
Flextime
Job sharing
telecommuting

13. Alternative Work Arrangements
Flextime
Employees work during a common core time period each day but have discretion in forming their total workday from a flexible set of hours outside the core.
The work timings are generally so designed and decided such that there are maximum possible employees available when they are needed the most. Earlier Flextime was regarding as a good way of managing the employees, but now the companies around the world are widely practicing it.

14. Alternative Work Arrangements
Flextime Benefits
The obvious benefit to an employer is the ability to accommodate employees who have trouble balancing their jobs and their families. In order to retain those employees it would be in the company's best interests to allow their staff to have a flexible schedule. You'll gain increased productivity and worker satisfaction, along with decreased absenteeism and turnover--all great money-savers for your company

15. Alternative Work Arrangements
Job Sharing
The practice of having two or more people split a 40-hour-a-week job.
Job sharing is an employment arrangement where typically two people are retained on a part-time or reduced-time basis to perform a job normally fulfilled by one person working full-time
Job sharing allows an organization to draw on the talents of more than one individual in a given job it increases flexibility. It can increase motivation and satisfaction for those to whom a 40 hour a week job is just not practical

16. Job Sharing Advantages Disadvantages
For employees seeking more free time for themselves, job sharing may be a way to take back more control of their personal lives. Employees who job share frequently attribute their decision to "quality of life" issues. Studies have shown that net productivity increases when two people share the same 40-hour job.
Disadvantages
conflicting decisions due to poor communication between the job sharers
There may be confusion from clients who have to deal with two separate people

17. Alternative Work Arrangements
Telecommuting
Employees do their work at home on a computer that is linked to their office
Categories of Telecommuting Jobs
Routine information-handling tasks
Mobile activities
Professional and other knowledge-related tasks

18. Alternative Work Arrangements
Telecommuting
Employees do their work at home at least two days a week on a computer that is linked to their office.
The Virtual Office
Employees work out of their home on a relatively permanent basis.
Typical Telecommuting Jobs
Professional and other knowledge-related tasks
Routine information-handling tasks
Mobile activities

19. Telecommuting Advantages Disadvantages Higher Productivity
Less Turnover
Disadvantages
For people for have high social need, telecommunicating can increase feelings of isolation

20. Performance = f(A x M x O)

21. #4
Give Examples of employee involvement measures and show how they can motivate employees?

22. Employee Involvement Program
A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization’s success

23. Examples of Employee Involvement
Participative Management
Subordinates share a significant degree of decision-making power with their immediate superiors
Representative Participation
Workers participate in organizational decision making through a small group of representative employees.
Works Councils
Groups of nominated employees who must be consulted when management makes decisions about personnel
Board Representative
A form of representative participation; employees sit on a company’s board of directors and represent the interests of the firm’s employees.

24. Examples of Employee Involvement
Quality Circle
A work group of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions

25. EI Programs and Motivation Theories
Theory Y (Believing Employees Want to Be Involved)
Employee Involvement Programs
Two-Factor Theory (Intrinsic Motivation)
ERG Theory (Employee Needs)

26. Show how Flexible Benefits#6
Show how Flexible Benefits
turn benefits into motivators?

27. Flexible Benefits
Employees tailor their benefit program to meet their personal need by picking and choosing from a menu of benefit options.

28. Flexible Benefits Modular Plans Core-Plus Plans
Predesigned benefits packages for specific groups of employees
Core-Plus Plans
A core of essential benefits and a menu-like selection of other benefit options
Flexible Spending Plans
Allow employees to use their tax-free benefit dollars to purchase benefits and pay service premiums

29. How different Variable-pay#5
How different Variable-pay
Programs can increase employee motivation?

31. Rewarding Employees: 4 Aspects
What to Pay (Internal vs. external equity)
How to Pay (e.g., Piece rate, merit based, bonuses, profit sharing, gain sharing, ESOPs, skill-based pay)
What Benefits to Offer (e.g., Flexible benefits)
How to Recognize Employees

32. Rewarding Employees Variable Pay Programs
A portion of an employee’s pay is based on some individual and/or organization measure of performance.
Piece rate pay plans
Profit sharing plans
Gain sharing plans

33. Variable Pay Programs Piece Rate Pay Plans Profit Sharing Plans
Workers are paid a fixed sum for each unit of production completed.
Profit Sharing Plans
Organization-wide programs that distribute compensation based on some established formula designed around a company’s profitability
Gain Sharing
An incentive plan in which improvements in group productivity determine the total amount of money that is allocated.

34. Rewarding Employees Employee Stock Ownership Plans (ESOPs)
Company-established benefit plans in which employees acquire stock as part of their benefits.

35. Rewarding Employees Skill-based Pay Plans
Pay levels are based on how many skills employees have or how many jobs they can do.
Benefits of Skill-based Pay Plans:
Provides staffing flexibility
Facilitates communication across the organization
Lessens “protection of territory” behaviors
Meets the needs of employees for advancement (without promotion)
Leads to performance improvements

36. Rewarding Employees Drawbacks of Skill-based Pay Plans:
Lack of additional learning opportunities that will increase employee pay
Continuing to pay employees for skills that have become obsolete
Paying for skills that are of no immediate use to the organization
Paying for a skill, not for the level of employee performance for the particular skill

37. Their Motivational Benefits#7
Intrinsic Rewards
And
Their Motivational Benefits

38. Employee Recognition Programs
Intrinsic rewards: Stimulate Intrinsic Motivation
Personal attention given to employee
Approval and appreciation for a job well done
Growing in popularity and usage
Benefits of Programs
Fulfill employees’ desire for recognition
Inexpensive to implement
Encourages repetition of desired behaviors
Drawbacks of Programs
Susceptible to manipulation by management

39. E X H I B I T 7–2
From the Wall Street Journal, October 21, Reprinted by permission of Cartoon Features Syndicate.

40. Implication for Managers
In Order to Motivate Employees
Recognize individual differences
Use goals and feedback
Allow employees to participate in decisions that affect them
Link rewards to performance
Check the system for equity

41. Thank you !