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Motivation: from concepts to applications (Motivation by job design: the…
Motivation: from concepts to applications
Motivation by job design: the job characteristic model
Job design: the way elements in a job are organized
Job characteristic model: any job can be described in terms of five core job dimensions
Skill variety: degree a job requires a variety of different activities
Task identity: degree a job requires completion of a whole and identifiable piece of work
Task significance: degree a job has a substantial impact on the lives or work of other people
Autonomy: degree a job provides substantial freedom, independence and discretion to the individual in scheduling the work in determining the procedures to be used in carrying it out
Feedback: degree carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of their performance
Motivating potential score: predictive index that suggest the motivating potential in a job
MPS= (skill variety+task identity+task significance)/3 X autonomy X feedback
How can job be redesign?
Job rotation (tackle over-routinization): the period shifting of an employee from one task to another
Job enrichment: The vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution and evaluation of the work
combine tasks
form natural work unit
expand job vertically
open feedback channels
Relational job design: prosocially motivate people
better connect employees with the beneficiaries of their work (customer...)
employees see that their actions affect a real, live person and have tangible consequence
make customers more accessible in memory and more emotionally vivid -> employees consider the effects of their actions more
employees easily take the perspective of beneficiaries -> higher level of commitment
Alternative work arrangements
Flextime: flexible work hour
benefits: reduced absenteeism, increased productivity, reduced overtime expenses, reduced hostility towards management, reduced traffic congestion, improved punctuality and increased autonomy and responsibility for employees, -> increase job satisfaction
drawbacks: not applicable to every job (only for clerical tasks for employees' interaction with people outside their department is limited)
Job sharing: allows many individuals to split a traditional 40-hour-a-week job
benefits: increase flexibility -> motivation and satisfaction
drawbacks: finding compatible pair of employees who can coordinate the intricacies of one job
Teleworking: working from home at least 2 days a week on a computer that is linked to the employee's office
benefits: larger labor pool to select, higher productivity, less turnover, improved morale and reduced office-space cost, reduce carbon emissions, lower office energy consumption
drawbacks: less direct supervision of employees, feelings of isolation and reduce job satisfaction, disadvantage at pay rise and promotions
The social and physical context of work
interdependence, social support and interaction with other people outside work
tools and working conditions
Employees involvement: a participative process that uses the input of employees and is intended to increase employee commitment to an organization's success
Participative management: a process in which subordinates hare a significant degree of decision-making power with their immediate superiors
Representative particiation: a system in which worker participate in organizational decision making through a small group of representative employees
Linking employee involvement programmes and motivation theories
theory Y - participative management
theory X - traditional autocratic style of managing people
2-factors: employees involvement program provide intrinsic motivation by increasing opportunities for growth, responsibility and involvement in the work
Using rewards to motivate employees
How to pay: rewarding individuals employees through variable-pay programme
Variable-pay programme: bases a portion of an employee's pay on some individual or organizational measure of performance -->
-> reduce expenses when performance declined, recognize contribution
Piece-rate pay plan: worker are paid a fixed sum for each unit of production completed (not feasible for some jobs)
Merit-based pay: based on performance appraisal ratings
based solely on one performance appraisal
sometimes the pay rise pool fluctuates based on economic conditions that have nothing to do with performance
Bonuses: rewards employees for recent performance rather than historical performance
when bonuses are large percentage of total pay or when employees take bonuses for granted
motivation to earn rewards for each category when bonuses are divided into many categories
Skill-based pay: sets pay level on the basis of how many skills employee have or how many jobs they can do
people can be frustrated in challenging environment
people acquire skills for which there may be no immediate need
Profit-sharing plans: distributes compensation based on some established formula designed around a company's profitability
Gainsharing: formula-based group incentive plan using improvement in group productivity from one period to another to determine the total amount of money allocated
Employees stock ownership plan: company-established benefits plan which employees acquire stock, often at below-market price, as part of their benefits
Evaluation of variable pay: stimulate higher profitability to company
Flexible benefits: a benefits plan that allows each employee to put together a benefits package individually tailored to their own needs and situation
Modular plan: predesigned packages or modules of benefits, each of which meets the needs of a specific group of employees
Core-plus plan: consist of a core of essential benefits and a menu-like selection of others from which employees can select (employees is given benefit credits)
Flexible spending plan: allow employees to set aside pretax pay up to the amount offered in the plan to spend on particular benefits (eg: health care, dental premiums)
Intrinsic rewards: employee recognition programmes
inexpensive
highly susceptible to political manipulation by management