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Copyright ©2014 Pearson Education, Inc.
8-1
Chapter 7
Motivation: From Concepts to Application
Essentials of Organizational Behavior
12eStephen P. Robbins & Timothy A. Judge
Copyright ©2014 Pearson Education, Inc.
After studying this chapter, you should be
able to:1. Describe the job characteristics model and evaluate the way it motivates by changing the work environment.
2. Compare and contrast the main ways jobs can be redesigned.
3. Give examples of employee involvement measures and show how they can motivate employees.
4. Demonstrate how the different types of variable-pay programs can increase employee motivation.
5. Show how flexible benefits turn benefits into motivators.
6. Identify the motivational benefits of intrinsic rewards. 8-2
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Motivating by Changing the Work Environment:
JCMJob characteristics model: jobs are
described in terms of five core dimensions: Skill variety Task identity Task significance Autonomy Feedback
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The Job Characteristics Model
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JCM: Designing Motivational Jobs
JCM-designed jobs give internal rewards Individual’s growth needs are
moderating factors Motivating jobs must be
Autonomous Provide feedback Have at least one of the three
meaningfulness factors8-5
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How Can Jobs Be Redesigned?
Job Rotation The periodic shifting of an employee from one task to another
Job Enrichment Increasing the degree to which the worker controls the planning, execution and evaluation of the work
8-6
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Guidelines for Enriching a Job Using JCM
8-7 Enrichment reduces turnover and absenteeism
while increasing satisfaction
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Alternative Work Arrangements
Flextime Some discretion over when worker starts and leaves
Job SharingTwo or more individuals split a traditional job
Telecommuting Work remotely at least two days per week
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The Social and Physical Context of Work
Social characteristics that improve job performance Interdependence Social support Interactions with people outside the
workplace Work context also affects performance
Temperature Noise level Safety 8-9
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Employee InvolvementEmployee involvement: A
participative process that uses the input of employees to increase their commitment to the organization’s success
Two types: Participative management Representative
participation 8-10
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Participative Management Participative management:
Subordinates share a significant degree of decision-making power with superiors
Required conditions: Issues must be relevant Employees must be competent and
knowledgeable All parties must act in good faith
Only a modest influence on productivity, motivation, and job satisfaction
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Representative Participation
Representative participation: Workers are represented by a small group of employees who participate in decisions affecting personnel Works councils Board membership
Redistribute power within an organization
Does not appear to be very motivational8-12
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Rewarding Employees
Major strategic rewards decisions: What to pay employees How to pay individual
employees What benefits to offer How to construct
employee recognition programs 8-13
Copyright ©2014 Pearson Education, Inc.
What to Pay Need to establish a pay structure Balance between:
Internal equity – the worth of the job to the organization
External equity – the external competitiveness of an organization’s pay relative to pay elsewhere in its industry
A strategic decision with trade-offs
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How to Pay: Variable-Pay Programs
Bases a portion of the pay on a given measure of performance Piece-Rate Pay – workers are paid a fixed
sum for each unit of production completed Merit-Based Pay – pay is based on
individual performance appraisal ratings Bonuses – rewards employees for recent
performance Skill-Based Pay – pay is based on skills
acquired instead of job title or rank – doesn’t address the level of performance 8-15
Copyright ©2014 Pearson Education, Inc.
More Variable Pay Programs
Profit-Sharing Plans – organization-wide programs that distribute compensation based on an established formula designed around profitability
Gainsharing – compensation based on sharing of gains from improved productivity
Employee Stock Ownership Plans (ESOPs) – plans in which employees acquire stock, often at below-market prices
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While it appears that pay does increase productivity, it seems that not everyone responds positively to variable-pay plans
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What Benefit to Offer: Flexible Benefits
Each employee creates a benefit package tailored to their own needs and situation Modular plans –
predesigned packages to meet the needs of a specific group
Core-plus plans – core of essential benefits and menu of options to choose from
Flexible spending plans – full choice from menu of options
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How to Recognize Them: Employee Recognition
ProgramsIn addition to pay there are intrinsic
rewards Can be as simple as a spontaneous comment Can be formalized in a program
Recognition is the most powerful workplace motivator – and the least expensive
8-18Thank you!