Real life example
Rain Ashbell
Chapter8MotivationApplicationsBB2.pptxChapter 8: Motivation:
From Concepts to Applications
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Chapter Outline
The job characteristics model
Jobs redesign methods
Alternative work arrangements
Different types of variable-pay programs Flexible benefits
Motivational benefits of intrinsic rewards
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Job Characteristics Model
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Job Characteristics Model
Motivating Potential Score (MPS)
Identifies the dimensions most in need of redesign
The core dimensions combined into a single predictive index
Average of skill variety, task identity, and task significance multiplied by autonomy and feedback
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Sample Job Diagnostic Survey Profiles
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Chapter Outline
The job characteristics model
Jobs redesign methods
Alternative work arrangements
Different types of variable-pay programs
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Job Redesign
Job Rotation
Job Enrichment
Job Enrichment
Relational Job Design
Alternative Work Arrangements
Flextime
Telecommuting
Social and Physical Context Of Work
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Job Redesign
Job Rotation
Strengths:
reduces boredom, increases motivation
Weaknesses:
creates disruptions,
extra time supervisors and training time
reduced efficiencies.
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Job Redesign
Job Enrichment
Increasing a job’s high-level responsibilities to increase intrinsic motivation.
Involves adding another layer of responsibility and meaning.
Can be effective at reducing turnover.
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Job Redesign
Relational Job Design
To make jobs more pro-socially motivating:
Connect employees with the beneficiaries of their work.
Meet beneficiaries
Employees see that their actions affect a real person, and that their jobs have tangible consequences.
employees consider the effects of their actions more.
Fosters higher levels of commitment.
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Flextime
Benefits
reduced absenteeism, increased productivity, reduced overtime expense, and increased autonomy
Drawback
Not applicable to all jobs or all workers.
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Alternative Work Arrangements
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Telecommuting: Virtual office
Advantages
Higher productivity
Less turnover
Reduced office-space costs
Disadvantages
Employer
Less direct supervision of employees.
Difficult to coordinate teamwork.
Employee
May not be noticed for his or her efforts
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Alternative Work Arrangements
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The Social and Physical Context Of Work
The JCM
Intrinsic motivation -> satisfied
Social aspects and work context -> important as other job design features.
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Alternative Work Arrangements
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Variable-Pay Programs
What to Pay: Establishing a Pay Structure
balancing internal equity and external equity.
paying above market.
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Variable-Pay Programs
What to Pay: Establishing a Pay Structure
balancing internal equity and external equity.
paying above market.
Pay not solely on credentials or length of service.
Merit-based pay
Profit sharing
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Variable-Pay Programs
Merit-Based Pay
performance appraisal ratings.
differentiate pay based on performance.
relationships between performance and rewards.
Limitations
Based on annual performance appraisal;
merit pool fluctuations ->economic conditions
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Variable-Pay Programs
What to Pay: Establishing a Pay Structure
balancing internal equity and external equity.
paying above market.
Moving away from paying solely on credentials or length of service.
Merit-based pay
Profit sharing
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Profit-Sharing Plans
Organization-wide
distribute compensation based on some established formula centered around a company’s profitability.
Employees have a feeling of psychological ownership
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Variable-Pay Programs
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Evaluation of Variable Pay
Do variable-pay programs increase motivation and productivity? The answer is a qualified yes.
Studies generally support the idea that organizations with profit-sharing plans have higher levels of profitability than those without them.
Are there cultural differences?
Maybe, but more research is needed.
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Variable-Pay Programs
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Implications for Managers
????
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Evans Group: http://www.youtube.com/watch?v=H70F2-mJyh4
Threadless: http://vimeo.com/4550602
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