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Kelli J. SchutteWilliam Jewell College

Robbins & Judge

Organizational Behavior14th Edition

Motivation: From

Concepts to Applications

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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.

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The Job Characteristics Model

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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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Job Characteristics TheoryJob Characteristics Theory

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How Can Jobs be Redesigned?

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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.

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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

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Employee Involvement

Definition: A participative process that usesemployees input to increase their commitment to

the organizations success.

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Using Rewards to MotivateEmployees

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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

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How to Pay

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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.

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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.

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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.

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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.

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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

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Summary and ManagerialImplications

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Recognize individual differences

Use goals and feedback

Allow employees to participate in decisions that affectthem

Link rewards to performance

Check the system for equity