2 pages
lih1405
ch8.pptxMotivation: From Concepts to Applications
Chapter Eight
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Job Design Theory
Characteristics:
Skill variety
Task identity
Task significance
Autonomy
Feedback
Job Characteristics Model (JSM)
Identifies five job characteristics and their relationship to personal and work outcomes.
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Job Design Theory (cont’d)
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 (cont’d)
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.
The way elements in a job are organized (job design) impacts motivation, satisfaction, and performance.
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Characteristics Examples
Skill Variety
High variety The owner-operator of a garage who does electrical repair, rebuilds
engines, does body work, and interacts with customers
Low variety A bodyshop worker who sprays paint eight hours a day
Task Identity
High identity A cabinetmaker who designs a piece of furniture, selects the wood,
builds the object, and finishes it to perfection
Low identity A worker in a furniture factory who operates a lathe to make table legs
Task Significance
High significance Nursing the sick in a hospital intensive care unit
Low significance Sweeping hospital floors
Autonomy
High autonomy A telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation
Low autonomy A telephone operator who must handle calls as they come according to a routine, highly specified procedure
Feedback
High feedback An electronics factory worker who assembles a radio and then tests it to
determine if it operates properly
Low feedback An electronics factory worker who assembles a radio and then routes it
to a quality control inspector who tests and adjusts it
Examples of High and Low Job Characteristics
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The Job Characteristics Model
Source: J.R. Hackman and G.R. Oldham, Work Design (excerpted from pp. 78–80). © 1980 by Addison-Wesley Publishing Co., Inc. Reprinted by permission of Addison-Wesley Longman, Inc.
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How Can Jobs Be Redesigned?
Job Rotation
The periodic shifting of a worker from one task to another
Job Enrichment
The vertical expansion of jobs, which increases the degree to which worker controls the planning, execution, and evaluation of the work
Alternative Work Arrangements
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.
Job Sharing
The practice of having two or more people split a 40-hour-a-week job
Another Alternative: Telecommuting
Telecommuting
Employees do their work at home at least two days a week on a computer that is linked to their office.
The Virtual Office
Employees work out of their home on a relatively permanent basis.
Typical Telecommuting Jobs
Professional and other knowledge-related tasks
Routine information-handling tasks
Telecommuting
Advantages
Larger labor pool
Higher productivity
Less turnover
Improved morale
Reduced office-space costs
Disadvantages (Employer)
Less direct supervision of employees
Difficult to coordinate teamwork
Difficult to evaluate non-quantitative performance
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Employee Involvement
A participative process that uses the input of employees to increase their commitment to the organization’s success.
By increasing worker autonomy and control over work lives (involvement), organizations:
Increase employee motivation
Gain greater organizational commitment
Experience greater worker productivity
Observe higher levels of job satisfaction
Types of Employee Involvement Programs
Participative Management
Subordinates share a significant degree of decision-making power with their immediate superiors
Representative Participation
Works councils
Groups of nominated or elected employees who must be consulted for any personnel decisions
Board representative
An employee sits on a company’s board of directors and represents the interests of the firm’s employees
Four Major Strategic Reward Decisions
What to pay? (pay structure)
How to pay individuals? (variable pay plans and skill-based pay plans)
What benefits to offer? Do we offer choice of benefits? (flexible benefits)
How to build recognition programs?
How to Pay - Variable Pay Programs
Types of Variable Pay Programs
A portion of an employee’s pay is based on some individual and/or organizational measure of performance
Piece Rate:
Workers are paid a fixed sum for each unit of production completed
Merit-Based:
Based on performance appraisal ratings
Gap increasing between average and top-performers
Bonuses:
Rewards employees for recent performance
How to Pay - Skill-Based Pay Programs
Types of Skill-Based Programs:
Also known as knowledge-based pay sets pay based on skills or number of jobs an employee can perform
Profit Sharing:
Organization-wide programs that distribute compensation based on some established formula designed around a company’s profitability
Gain Sharing:
An incentive plan in which improvements in group productivity determine the total amount of money that is allocated
Employee Stock Ownership Plans (ESOPs)
Company-established benefit plans in which employees acquire stock as part of their benefits
What Benefits to Offer - Flexible Benefits
Employees tailor their benefit program to meet their personal need by picking and choosing from a menu of benefit options.
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
How to Build 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
Encourage repetition of desired behaviors
Implications for Managers
In Order to Motivate Employees
Recognize 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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