MOTIVATIONS
5.2 Motivation Application
5.1 Motivation Concept
Job Characteristics Model (JCM) (5 core job dimensions)
3 key elements
Intensity
Skill variety
Task identity
Motivate employees
Task Significance
Using BENEFITS
Direction
What benefits and choices to offer
Using EXTRINSIC REWARDS
Autonomy
Feedback
Persistence
degree to which job requires a variety of different activities -> worker use a number of different skills & talents
Using INTRINSIC REWARDS
How hard a person tries
How long a person maintain their effort
Pay structure
Pay plans
degree to which job requires completion of a whole & identificable piece of work (multitask or single task)
Classic theories
Internal equity—the worth of the job to the organization
Maslow’s Hierarchy of Needs
External equity—the competitiveness of an organization’s pay relative to pay in its industry
Two-factor theory
McClelland’s Theory of Needs
degree to which job has substantial impact on lives or work of other ppl
degree to which job provides substantial freedom, independence, and discretion -> indiv to schedule & determine work
Pay-for-Performance Efficacy
degree to which carrying out work acts required = job result in individual obtaining direct and clear in4 about effectiveness
5 levels of Needs
Satisfaction - No satisfaction
Dissatisfaction - No dissatisfaction
Need for achievement (nAch)
Need for power (nPow)
Need for affiliation (nAfl)
Pay Secrecy
Orientation that benefits the organization
Motivators
Hygiene factors
Piece-Rate Pay
Merit-Based Pay
Bonuses
Profit-Sharing Plan
Employee Stock Ownership Plan
desire to obtain excellent results
control and influence the behavior of others
desire for friendly, close interpersonal relationships
Meaningful work
Contemporary theories
Content-based
Give employee feeling of responsibility for work outcomes
Self-determination theory (SDT)
show them how effectively employee are performing (knowledge of results)
Regulatory focus theory
Job engagement
Cognitive evaluation theory
Self-concordance theory
Basic psychological needs
effects of external consequences on internal motivation
achieving goals -> align with one's interests, values
A pay plan in which workers are paid a fixed sum or each unit of production completed.
Need for autonomy
Need for competence
Promotion focus
Prevention focus
Personal & work outcomes 
A pay plan based on performance appraisal ratings.
investment of an employee’s physical, cognitive, emotional energies into job performance
A pay plan that rewards employees for recent performance rather than historical performance
Motivating potential score (MPS)
(skill variety + task identity + task significance)/3 x autonomy x feedback
Distributee compensation based on some established formula designed around a company’s
profitability
A company-established benefits plan in which employees acquire stock, often at elowmarket prices, as part of their benefits
Motivation to avoid loss, w. emphasis on obligations & responsibilities
Motivation to achieve gains, w. emphasis on aspirations & ideals
Context-based
Process-based
Benefits packages: health care, retirement savings, student loan repayment assistance,..
Job Redesign
Organizational Justice
Flexible benefits: Choose the compensation package based on current needs and situation
Job Rotation
The periodic shifting of an
employee from one task to another
Job Enrichment
Adding high-level responsibilities to a job to increase intrinsic motivation
Relational Job Design
Constructing jobs -> employees see positivee difference they can make in lives of others directly through their work
Need to be self-directed and to feel self-determined
Employee Recognition Programs
A plan to encourage specific employee behaviors
by formally appreciating specific employee contribution
Recognition programs NOT expensive
Work in long run
Determination to improve & persistence, sustained effort and attention
Ppl are in the same situation so they act in the same way
Reinforcement : Behavior => Consequences
Operant conditioning theory : Learn to behave => get what want / avoid what hate
Social learning theory
Expectancy Theory
3 relationships
Goal setting theory goal => work motivation
Goal origin : self set goal => emloyee enthusiam more than being ordered
Goal characteristics : specific goals => performance, difficult =.> higher performance
Self-eficacy theory: belief - capable performing task
Enactive Mastery
Vicarious modeling
Verbal persuasion
Arousal
Pygmalion effect
Self fulfilling prophecy
Learn = observation & direct experience
Act in a certain way = followed bygiven outcome , actractiveness of outcome
Effort - performance
Performance- reward
Reward-personal
Gain experience
increase confidence when see other do
energized state
Alternative Work Arrangement
Flextime
flexible work hours -> allows employees some discretion over when they arrive at and leave work
Reduce absenteesm
Improve productivity
Schedule satisfaction
Job Sharing
Def: Two or more people split a traditional full-time job
Characteristics
Declining in use.
Difficult to find compatible pairs to successfully coordinate the intricacies of one job.
Increases flexibility & motivation & satisfaction when a full-time job is just not practical
Telecommuting
Def: Working from home or anywhere else outside physical workplace.
Benefits
increases performance and job satisfaction
reduces role stress and turnover intentions
reduce work–family conflict
reduce carbon emissions & energy consumption, fewer traffic jam
Downsides
Employeer
demotive office workers
Employee
reduce job satisfaction and coworker relationship quality
out of sight, out of mind -> affect promotions
Assess-create-support framework
Assessing employee telecommuting needs.
Creating practices that empower employees to maintain work–home boundaries.
Supporting these practices through adjustment, encouragement, role-modeling, and monitoring
Employee Involvement
lead to social loafing
Difficult to coordinate teamwork.
Difficult to evaluate non-quantitative performance
increase feelings of isolation
Employee involvement and participation (EIP)
Def: participative process that uses employees’ input to increase their commitment to the organization’s success.
Major forms
Participative Management
Process: subordinates share significant degree of decision-making power with their immediate superiors
Representative Participation
Characteristics
Joint decision making.
Acts as a panacea for poor morale and low productivity.
Trust and confidence in leaders is essential.
Studies of the participation–performance have yielded mixed results.
workers participate in organizational decision making through a small group of representative employees
2 Types
Board representatives
Works councils
Equity theory
individuals make comparisons of their job inputs and outcomes relative to those of others and then respond to any inequities
Inequity => actions:
Change inputs.
Change outcomes.
Distort perceptions of self.
Distort perceptions of others.
Choose a different referent.
Leave the field.
TYPES of justice
Distributive justice: fairness of the outcomes
Procedural justice: how outcomes are allocated
Interactional justice: sensitivity to the quality of interpersonal treatment
Informational justice
Interpersonal justice
Justice Outcomes
All the types of justice -> link to higher levels of task performance and citizenship.
Third-party, or observer, reactions to injustice can be substantial.
Promoting Justice
Adopting strong justice guidelines: not always universally effective.
Culture and Justice
Inputs and outcomes are valued differently in various cultures.
- Lại Hiền Giang - 2004000028
- Nguyễn Minh Hiền - 2004000039
- Dương Gia Huệ - 2004000042
- Phong Kim Ngân - 2004000072
- Vương Sỹ Mai Phương - 2004000085
Nhóm 5 Anh Em Siêu Nhân