Motivation from Concepts to Application by Iqbal
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Transcript of Motivation from Concepts to Application by Iqbal
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MotivationFrom Concepts to Applications
OB
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Job Characteristics Model And
The Way it Motivates by Changing Work Environment
#1
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Job Design Theory
Characteristics1. Skill variety2. Task identity3. Task significance4. Autonomy5. Feedback
Job Characteristics Model
A Model that Identifies five job characteristics and their relationship to personal and work outcomes.
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Job Design Theory
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.
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Job Design Theory
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
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Job Design Theory
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
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Ways of
Redesigning The Job
#2
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Job Design Theory
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
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Work Arrangements&
How they Motivate
#3
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Alternative Work Arrangements
Beyond redesigning the nature of work itself and involving employees in decisions, another approach to making the work environment more motivating is to alter work arrangements. There are three alternative work arrangements:
Flextime Job sharing telecommuting
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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.
The work timings are generally so designed and decided such that there are maximum possible employees available when they are needed the most. Earlier Flextime was regarding as a good way of managing the employees, but now the companies around the world are widely practicing it.
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Alternative Work Arrangements
Flextime Benefits
The obvious benefit to an employer is the ability to accommodate employees who have trouble balancing their jobs and their families. In order to retain those employees it would be in the company's best interests to allow their staff to have a flexible schedule. You'll gain increased productivity and worker satisfaction, along with decreased absenteeism and turnover--all great money-savers for your company
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Alternative Work Arrangements
Job SharingThe practice of having two or more people split a 40-
hour-a-week job.
Job sharing is an employment arrangement where typically two people are retained on a part-time or reduced-time basis to perform a job normally fulfilled by one person working full-time
Job sharing allows an organization to draw on the talents of more than one individual in a given job it increases flexibility. It can increase motivation and satisfaction for those to whom a 40 hour a week job is just not practical
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Job Sharing
AdvantagesFor employees seeking more free time for themselves, job sharing may be a way to take back more control of their personal lives. Employees who job share frequently attribute their decision to "quality of life" issues. Studies have shown that net productivity increases when two people share the same 40-hour job.
Disadvantagesconflicting decisions due to poor communication between the job sharers
There may be confusion from clients who have to deal with two separate people
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Alternative Work Arrangements
Telecommuting
Employees do their work at home on a computer that is linked to their office
Categories of Telecommuting Jobs1. Routine information-handling tasks2. Mobile activities3. Professional and other knowledge-
related tasks
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Alternative Work Arrangements
TelecommutingEmployees do their work at home at least two days a week on a computer that is linked to their office.
The Virtual OfficeEmployees work out of their home on a relatively permanent basis.
Typical Telecommuting JobsProfessional and other knowledge-related tasksRoutine information-handling tasksMobile activities
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Telecommuting
Advantages• Higher Productivity• Less Turnover
Disadvantages For people for have high social need, telecommunicating can increase feelings of isolation
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Performance = f(A x M x O)
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Give Examples of employee involvement measures and show
how they can motivate employees?
#4
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Employee Involvement Program
A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization’s success
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Examples of Employee Involvement
Participative Management
Subordinates share a significant degree of decision-making power with their immediate superiors
Representative Participation
Workers participate in organizational decision making through a small group of representative employees.
Works Councils
Groups of nominated employees who must be consulted when management makes decisions about personnel
Board Representative
A form of representative participation; employees sit on a company’s board of directors and represent the interests of the firm’s employees.
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Examples of Employee Involvement
Quality Circle
A work group of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions
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EI Programs and Motivation Theories
Employee Involvement Programs
Employee Involvement Programs
Theory Y(Believing
Employees Want to Be Involved)
Theory Y(Believing
Employees Want to Be Involved)
Two-Factor Theory
(Intrinsic Motivation)
Two-Factor Theory
(Intrinsic Motivation)
ERG Theory(Employee
Needs)
ERG Theory(Employee
Needs)
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Show how Flexible Benefits turn benefits into motivators?
#6
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Flexible Benefits
Employees tailor their benefit program to meet their personal need by picking and choosing from a menu of benefit options.
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Flexible Benefits
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
Flexible Spending Plans
Allow employees to use their tax-free benefit dollars to purchase benefits and pay service premiums
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How different Variable-payPrograms can increase employee
motivation?
#5
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Rewarding Employees: 4 AspectsWhat 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
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Rewarding Employees
Variable Pay Programs
A portion of an employee’s pay is based on some individual and/or organization measure of performance.
• Piece rate pay plans
• Profit sharing plans
• Gain sharing plans
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Variable Pay Programs
Piece Rate Pay PlansWorkers are paid a fixed sum for each unit of production completed.Profit Sharing PlansOrganization-wide programs that distribute compensation based on some established formula designed around a company’s profitabilityGain SharingAn incentive plan in which improvements in group productivity determine the total amount of money that is allocated.
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Rewarding Employees
Employee Stock Ownership Plans (ESOPs)Company-established benefit plans in which employees acquire stock as part of their benefits.
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Rewarding Employees
Skill-based Pay PlansPay levels are based on how many skills employees have or how many jobs they can do.
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
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Rewarding Employees
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
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Intrinsic RewardsAnd
Their Motivational Benefits
#7
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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
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E X H I B I T 7–2
E X H I B I T 7–2From the Wall Street Journal, October 21, 1997. Reprinted by permission of Cartoon Features Syndicate.
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Implication for Managers
In Order to Motivate EmployeesRecognize individual differences
Use goals and feedback
Allow employees to participate in decisions that affect them
Link rewards to performance
Check the system for equity
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Thank you !