Motivation Concepts To Applications - Job Design

Front 1

Job designs

Back 1

suggests the way that elements in a job are organized can act to increase or decrease effort

Front 2

Job Characteristics Model (JCM) 5 core dimensions

Back 2

1. skill variety - degree that job requires a variety of different activities so worker can use a number of skills and talents
2. task identity - degree to which a job requires completion of a whole and identifiable piece of work
3. Task significance - degree job has impact on the lives of others
4. autonomy
5. feedback - degree of direct and clear info about performance

summarizes the intrinsic job characteristics that can be altered to add value and motivate

Front 3

Psychological states and personal and work outcomes resulting from job characteristics model

Back 3

skill variety, task identification, and task significance increase the meaningfulness of work and produce internal work motivation

autonomy fosters responsibility for outcomes for the work which decreases absenteeism and turnover, and increases quality of work performance

feedback gives knowledge of the actual results of activities which strengths growth, decreases absenteeism, and increases quality of performance

Front 4

Redesigning jobs

Back 4

1. job rotation
2. job enrichment

Front 5

Job rotation

Back 5

periodic shifting of employees tasks to another within the organization that requires similar skill

strength:
-reduce boredom
-increase motivation
-helps employees understand how work contributes to org
-increases range of skills
-more flexibility for management
-better adaption to change
-fill vacancies

weakness
-training costs
-decreased productivity and efficiency
-disruptions

Front 6

Job enrichment

Back 6

expands jobs by increasing the degree workers control planning, execution, and evaluation of work

strength:
-increase employee freedom and independence
-increase responsibility
-provide feedback
-do complete activities

Front 7

How to enrich jobs:

Back 7

combine tasks (task identity)

form natural work units (task identity)

establish client relationships (task significance)

expand job vertically (autonomy)

opening feedback channels (feedback)

ex) providing employees stories about their customers who benefited from their work
ex) mutual assistance programs

Front 8

Effect of job enrichment

Back 8

reduces absenteeism
decreases turnover costs
increases satisfaction

Front 9

Alternative work arrangements

Back 9

flextime
jobsharing
telecommuting

Front 10

Flextime

Back 10

what mom has, give ppl number of hours per week and can come in whenever is convenient

benefits:
-reduced absenteeism
-increased productivity
- reduced overtime expenses
- down hositlity towards management
- eliminates tardiness

INCREASES AUTONOMY AND RESPONSIBILITY AND JOB SATISFACTION

drawback:
not applicable for certain jobs

Front 11

job sharing

Back 11

two or more people split a job

disadvantages:
-difficult to find compatible partners
-perceive ppl aren't committed to their jobs

advantages:
-more available talents
-increases flexibility
-increases motivation and satisfaction

Front 12

Telecommuting / working from home

Back 12

advantages:
-no commuting
-flexible hours
-freedom to dress
-no interruptions
-less turnover
-improved morale
-reduced office space costs

disadvantages
-less supervision
-no teamwork
-increased isolation

Front 13

Social Context that improves job performance

Back 13

-independence
-social support
-interactions with ppl outside of work

Front 14

Physical context of work

Back 14

-too hot, loud, dangerous = less satisfaction

Front 15

Employee involvement

Back 15

participation process that uses employees input to increase their commitment to the organization's success

1. participative managent
2. representative participation

research on these is decidedly mixed... not clear how helpful it is

Front 16

Participative management

Back 16

- joint decision making which disperses decision making power

does increase stock returns, lowers turnovers, and increases productivity - to an extent

Front 17

Representation Participation

Back 17

redistribute power within an organization

common: boards and work councils

minimal influence on working employees more symbolic

Front 18

Rewards to motivate employees

Back 18

1. what to pay
2. how to pay
3. what benefits and choices to offer
4. how to construct employee recognition

Front 19

What to pay

Back 19

two ways: internal and external equity

internal - worth of the job to the organization (better but done while remaining competitive)
external - competitiveness of org's pay relative to industry

pay more: better qualified, more motivated ppl, last longer
pay = highest single operating cost for organization

Front 20

How to pay

Back 20

1. Variable pay program (bases portion of employees pay on some individual or organizational measure of performance - enhance motivation don't have sense of entitlement)
2. flexible benefits
3. intrinsic rewards

Front 21

Variable pay programs

Back 21

1. price rate pay - paying fixed sum for each unit production completed (pure = no base salary) - not feasible for all jobs but motivating

2. merit based pay - based on performance appraisal ratings - expectancy theory: strong relationship between effort and performance and rewards. bad be/c based on annual performance ratings, pay raise pool fluctuates and unions resist them

3. bonuses - high incentive b/c reward recent performance, bad when vulnerable to cuts and major part of income

4. skill based pay - how many skills they have / jobs they can do (Mr. Wilkinson?) increased flexibility, filling staff = easier, facilitates communication, don't address performance and ppl "top out"

5. profit sharing - positive attitudes, psychological ownership

6. gainsharing - improvements in productivity create gains for everyone - disperse money allocated rewards based on productivity

7. employee stock ownership plans - work harder for the success of the organization = your success, increases job satisfaction and motivation, can cause unethical behavior

Front 22

Flexible benefits

Back 22

- compensation package based on needs and situations INTERESTS

Front 23

Intrinsic rewards

Back 23

- inexpensive (praise is free)
- better in long term
- susceptible to political manipulation so better when performance factors are objective (sales)