资源描述
单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,Motivation: From,Concepts to,Applications,Chapter,SEVEN,Job Design Theory,Characteristics,1.,Skill variety,2.,Task identity,3.,Task significance,4.,Autonomy,5.,Feedback,Job Characteristics,Model,Identifies five job,characteristics and their,relationship to personal and,work outcomes,Job Design Theory (contd),?,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.,Characteristics,Examples,Skill Variety,?,High variety,The owner-operator of a garage who does electrical repair, rebuilds engines,does body work, and interacts with customers,?,Low variety,A bodyshop worker who sprays paint eight hours a day,Task Identity,?,High identity,A cabinetmaker who designs a piece of furniture, selects the wood, builds the,object, and finishes it to perfection,?,Low identity,A worker in a furniture factory who operates a lathe to make table legs,Task Significance,?,High significance,Nursing the sick in a hospital intensive care unit,?,Low significance,Sweeping hospital floors,Autonomy,?,High autonomy,A telephone installer who schedules his or her own work for the day, and,decides on the best techniques for a particular installation,?,Low autonomy,A telephone operator who must handle calls as they come according to a,routine, highly specified procedure,Feedback,?,High feedback,An electronics factory worker who assembles a radio and then tests it to,determine if it operates properly,?,Low feedback,An electronics factory worker who assembles a radio and then routes it to a,quality control inspector who tests and adjusts it,Examples of High and Low Job Characteristics,The Job Characteristics Model,E X H I B I T 7,1,Source:,J.R. Hackman and G.R. Oldham,Work Design,(excerpted from pp. 78,80). ? 1980 by,Addison-Wesley Publishing Co., Inc. Reprinted by permission of Addison-Wesley Longman, Inc.,Job Design Theory (contd),Skill Variety,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,Job Design Theory (contd),Autonomy,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,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,Computing a Motivating Potential Score,People who work on jobs with high core dimensions,are generally more motivated, satisfied, and,productive.,Job dimensions operate through the psychological,states in influencing personal and work outcome,variables rather than influencing them directly.,Job Design and Scheduling,Job Rotation,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,Guidelines for Enriching a Job,E X H I B I T 7,2,Source:,J.R. Hackman and J.L. Suttle, eds.,Improving Life at Work,(Glenview, IL: Scott Foresman, 1977), p. 138.,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.,Job Sharing,The practice of having two or more people split a 40-,hour-a-week job,Example of a Flextime Schedule,E X H I B I T 7,3,Alternative Work Arrangements, cont.,Categories of Telecommuting Jobs,?,Routine information-handling tasks,?,Mobile activities,?,Professional and other knowledge-,related tasks,Telecommuting,Employees do their work at home on a computer that is,linked to their office.,Telecommuting,?,Advantages,Larger labor pool,Higher productivity,Less turnover,Improved morale,Reduced office-space,costs,?,Disadvantages,(Employer),Less direct supervision,of employees,Difficult to coordinate,teamwork,Difficult to evaluate,non-quantitative,performance,Performance =,f,(A x M x O),E X H I B I T 6,9,Source:,Adapted from M. Blumberg and C.D. Pringle, “The Missing Opportunity in,Organizational Research: Some Implications for a Theory of Work Performance,”,Academy of Management Review, October 1982, p. 565.,What Is Employee Involvement?,Employee Involvement Program,A participative process that uses the entire capacity of,employees and is designed to encourage increased,commitment to the organizations success,Examples of Employee Involvement Programs,Participative Management,A process in which subordinates share a significant,degree of decision-making power with their immediate,superiors,Examples of Employee Involvement,Programs (contd),Representative,Participation,Workers participate in,organizational decision,making through a small,group of representative,employees.,Works Councils,Groups of nominated or,elected employees who must,be consulted when manage-,ment makes decisions,involving personnel,Board Representative,A form of representative,participation; employees sit on,a companys board of directors,and represent the interests of,the firms employees.,Examples of Employee Involvement,Programs (contd),Quality Circle,A work group of employees who meet regularly to,discuss their quality problems, investigate causes,recommend solutions, and take corrective actions,Linking EI Programs and Motivation Theories,Employee,Involvement,Programs,Theory Y,(Believing,Employees,Want to Be,Involved),Two-Factor,Theory,(,Intrinsic,Motivation),ERG Theory,(,Employee,Needs),Rewarding Employees: Four 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,Rewarding Employees: Variable Pay Programs,Variable Pay Programs,A portion of an employees pay is based on some,individual and/or organization measure of performance.,?,Piece rate pay plans,?,Profit sharing plans,?,Gain sharing plans,Variable Pay Programs (contd),Profit Sharing Plans,Organization-wide programs that distribute compensation,based on some established formula designed around a,companys profitability,Gain Sharing,An incentive plan in which improvements in group,productivity determine the total amount of money that is,allocated.,Piece Rate Pay Plans,Workers are paid a fixed sum for each,unit of production completed.,Rewarding Employees,Employee Stock Ownership Plans (ESOPs),Company-established benefit plans in which employees,acquire stock as part of their benefits.,Skill-based Pay Plans,Benefits of Skill-based Pay Plans:,1.,Provides staffing flexibility,2.,Facilitates communication across the organization,3.,Lessens “protection of territory” behaviors,4.,Meets the needs of employees for advancement,(without promotion),5.,Leads to performance improvements,Pay levels are based on how many skills employees,have or how many jobs they can do.,Skill-,based Pay Plans (contd),Drawbacks of Skill-based Pay Plans:,1.,Lack of additional learning opportunities that will,increase employee pay,2.,Continuing to pay employees for skills that have,become obsolete,3.,Paying for skills that are of no immediate use to the,organization,4.,Paying for a skill, not for the level of employee,performance for the particular skill,Linking Skill-based Plans and Motivation Theories,Skill-based Pay,Plans,Reinforcement,Theory,Equity,Theory,ERG Theory,(Growth),McClellands,Need for,Achievement,Flexible Benefits,Flexible Spending Plans,Allow employees to use,their tax-free benefit dollars,to purchase benefits and,pay service premiums,Modular 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,Employees tailor their,benefit program to,meet their personal,need by picking and,choosing from a menu,of benefit options.,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,E X H I B I T 7,2,From the Wall Street Journal, October 21, 1997. Reprinted by permission of Cartoon Features Syndicate.,Implications 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,Flexible benefits are recommended most,strongly by _ Theory.,Chapter Check-up: Motivation Applications,Expectancy theory,suggests that,individuals should be rewarded with,something they value.,According to Expectancy Theory, a student will,not be motivated to attend class if she/he doesnt,care about grades. What other kind of application,might be plausible for a professor to implement,as a reward theory in class? Use models from,this chapter to discuss with a classmate and,arrive at a suggestion,.,Chapter Check-up: Motivation Applications,
展开阅读全文