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Motivation - Applications (Job Characteristics Model (5 core dimensions…
Motivation - Applications
Job Characteristics Model
5 core dimensions
Task Identity
degree to which the role requires completion of a whole and identifiable work piece
Task Significance
degree to which job has impact on lives or work of others
Skill Variety
degree to which job requires a variety of activities
Autonomy
degree of freedom provided to individual in how work is scheduled and carried out
Feedback
degree to which information can be obtained regarding the effectiveness of their performance
Motivating Potential Score
predictive index that suggests motivating potential in a job
MPS = (task variety + identity + significance)/3 + autonomy + feedback
A model that proposes that any job can be described in terms of five core job dimensions
presence of key dimensions results in motivation for employee
model is very individualistic :warning:
Job Redesign
Job Rotation
periodic shifting of employee from one task to another
increases job satisfaction and organisational commitment :check:
work more efficient with more experience :red_cross:
new role requires new training - expensive :red_cross:
disruptive - adjust to new employees and they adjust to you :red_cross:
Relational Job Design
constructing jobs so employees can see the positive difference that they make in the lives of others directly through their work
e.g medical devices
not same as CSR efforts (voluntary as opposed to part of the job)
Alternative Work Arrangements
Job Sharing
arrangement that allows two or more individuals to split a traditional 40-hour per week job
e.g one person 8-12, other 1-5
or alternating days
takes time to prepare and manage :red_cross:
difficult to find compatible partners :warning:
can draw on talents of more than 1 individual for given job :check:
Telecommuting
working from home at least two days a week on a computer that is linked to the employer's office
has to be right kind of job
larger labour pool from which to select :check:
reduction in C emissions from travel :check:
out of sight, out of mind effect :warning:
higher feelings of job isolation :red_cross:
Flextime
flexible working hours
common core hours surrounded by flexible band
increases profitability :check:
reduces absenteeism :check:
not applicable to every job :warning:
e.g receptionist
Employee Involvement and Participation
Participative Management
subordinated share a significant degree of decision-making power with their immediate superiors
can be formal or informal
followers must have trust and confidence in leaders
Representative Participation
system in which workers participate in organisational decision making through a representative small group of employees
work councils and board representatives
Participative process that uses the input of employees to increase employee commitment to organisational success
worker engaged in decision that increase their autonomy and control over their work lives - more motivated, committed, productive and satisfied with their jobs
Rewards
Establishing Pay Structure
internal equity - worth of job to organisation
external equity - competitiveness of organisations pay relative to industry
better pay - more highly motivated employees with less turnover :check:
pay incurs high organisational costs :warning:
Variable Pay Programs
Merit Based Pay
pay plan based on performance appraisal ratings
may be using it for how they
think
employees will perform - predictive :warning:
based on performance appraisal validity :warning:
Bonus
rewards employees for recent performance rather than historical performance
can be reduced based on economic activity
employees liable to cuts
can split bonuses into categories to increase motivation further
Piece Rate Pay
workers are payed a fixed sum for each unit of production completed
low performing employees not interested :red_cross:
team based pay can result in social loafing :warning:
increase in workplace injuries :red_cross:
Profit Sharing Plan
organisation wide programme that distributes compensation based on some established formula designed around a company's profitability
employees report a greater level of psychological ownership
tailored to company
e.g NGOs
Employee Stock Ownership Plan
(ESCP ) - a company established benefits plan in which employees acquire stock, often at below market prices, as part of their benefits
not necessarily linked to motivation as stock options are cashed out at later date
can result in unethical behaviour within top management
Evaluation
generally do increase motivation
depends heavily on the individual
pay plan that bases a portion of employees pay on some individual/organisational measure of performance
mixed results for organisations :warning:
Benefits
Flexible Benefits
a benefits plan that allows employee to put together a benefits package individually tailored to their won needs
based on current situation
identifying motivational impact of different provisions is difficult :red_cross:
costly :red_cross:
Intrinsic Rewards
Employee Recognition Programmes
a plan to encourage specific employee behaviours by formally appreciating specific employee contributions
e.g employee of the month
susceptible to political manipulation by management :warning:
non financial incentives
potentially stronger motivators than pay in long term