Chaptr 8 OB
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Transcript of Chaptr 8 OB
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Kelli J. SchutteWilliam Jewell College
Robbins & Judge
Organizational Behavior14th Edition
Motivation: From
Concepts to Applications
8-1
Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall
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Chapter Learning Objectives
After studying this chapter, you should be able to: Describe the job characteristics model and evaluate the way itmotivates by changing the work environment.
Compare and contrast job redesign strategies.
Discuss three alternative work arrangements.
Discuss employee involvement measures. Discuss variable-pay programs and their effect on employee
motivation.
Show how flexible benefits turn benefits into motivators.
Identify the motivational benefits of intrinsic rewards.
Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall 8-2
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The Job Characteristics Model
Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall 8-3
Five Core Job Dimensions Skill Variety: degree to which the job incorporates a
number of different skills and talents
Task Identity: degree to which the job requires the
completion of a whole and identifiable piece of work Task Significance: how the job impacts the lives of
others
Autonomy: identifies how much freedom and
independence the worker has over the job Feedback: how much the job generates direct and clear
information about the workers performance
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2-4
Job Characteristics TheoryJob Characteristics Theory
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How Can Jobs be Redesigned?
Copyright 2011 Pearson Education, Inc. publishing as
Prentice Hall 8-5
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Alternative Work Arrangements
Flextime Flextime allows employees to choose the hours they work
within a defined period of time.
Job Sharing
Job Sharing allows two or more individuals to split atraditional 40-hour-a-week job.
Telecommuting
Telecommuting allows workers to work from home at least 2
days a week on a computer linked to the employers office.
Copyright 2011 Pearson Education, Inc. publishing as
Prentice Hall 8-6
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Social and Physical Context of Work
Social Context Some social characteristics that improve job performance include:
Interdependence
Social support
Interactions with other people outside of work
Physical Context The work context will also affect employee satisfaction
Work that is hot, loud, and dangerous is less satisfying Work that is controlled, relatively quiet, and safe
will be more satisfying
. Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall 8-7
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Employee Involvement
Definition: A participative process that usesemployees input to increase their commitment to
the organizations success.
8-8opyright 2011 Pearson Education, Inc. publishing as Prentice Hall
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Using Rewards to MotivateEmployees
Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall 8-9
Although pay is not the primary factor driving jobsatisfaction, it is a motivator.
Establish a pay structure
Variable-pay programs
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Establishing a Pay Structure
Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall
8-10
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How to Pay
Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall 8-11
Variable-Pay ProgramsPiece-Rate Pay
Merit-Based Pay
BonusesSkill-Based Pay
Profit-Sharing Plans
GainsharingEmployee Stock Ownership Plans
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Types of Variable-Pay Programs
Piece-Rate Pay Pays a fixed sum of money for each unit of productioncompleted. For example: Ballpark workers selling peanuts
and soda get $1 for each bag of peanuts and soda sold.
Merit-Based Pay
Pays for individual performance based on performance
appraisal results. If appraisals are designed correctly, workers
performing at a high level will get more pay.
Bonuses
Pay a lump sum at the end of a designated period of timebased on individual and/or organizational performance.
Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall
8-12
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More Types of Variable-PayPrograms Skill-Based Pay
Pays based on the number of skills employees have or thenumber of jobs they can do.
Profit-Sharing Plans
Pays out a portion of the organizations profitability. It is an
organization-wide program and is based on a predeterminedformula.
Gainsharing
Pays for improvements in group productivity from one periodto another. It is a group incentive plan.
Employee Stock Ownership Plans (ESOP)
Provides each employee with the opportunity to acquire stockas part of their benefit package.
Copyright 2011 Pearson Education, Inc. publishing as
Prentice Hall. 8-13
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Flexible Benefits
Flexible benefits give individual rewards by allowingeach employee to choose the compensation package that
best satisfies his or her current needs and situations.
Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall.
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Employee Recognition Programs
Employee rewards need to be intrinsic and extrinsic.Employee recognition programs are a good method
of intrinsic rewards.
The rewards can range from a simple thank-you to more
widely publicized formal programs.
Advantages of recognition programs are that they are
inexpensive and effective.
Some critics say they can be politically
motivated and if they are perceived to be
applied unfairly, they can cause more harm
than good.
Copyright 2011 Pearson Education, Inc. publishing as
Prentice Hall.
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Global Implications
Job Characteristics and Job Enrichment Studies do not yield consistent results about applicability toother cultures
Telecommuting
Most common in the United States
Variable Pay
Most believe variable pay systems work best in individualistic
cultures such as the United States.
Fairness is an important factor
Flexible Benefits
Popular in all cultures
Employee Involvement
Differ among countries 8-16Copyright 2011 Pearson Education, Inc. publishing as PrenticeHall
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Summary and ManagerialImplications
8-17Copyright 2011 Pearson Education, Inc. publishing asPrentice Hall
Recognize individual differences
Use goals and feedback
Allow employees to participate in decisions that affectthem
Link rewards to performance
Check the system for equity