Organizational Behavior: Motivation: From Concepts To Applications

Robbins, Judge, and Vohra
Organizational Behavior
14th Edition
Motivation: From Concepts to Applications

Kelli J. Schutte
William Jewell College Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
8-0
Chapter Learning Objectives

After studying this chapter, you should be able to:
Describe the job characteristics model and evaluate the way it motivates by changing the work environment. Compare and contrast the main ways jobs can be redesigned. Identify three alternative work arrangements and show how they might motivate employees. Give examples of employee involvement measures and show how they can motivate employees. Demonstrate how the different types of variable-pay programs can increase employee motivation. Show how flexible benefits turn benefits into motivators. Identify the motivational benefits of intrinsic rewards.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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The Job Characteristics Model

Five Core Job Dimensions 1. Skill Variety: degree to which the job incorporates a
number of different skills and talents 2. Task Identity: degree to which the job requires the completion of a whole and identifiable piece of work
3. Task Significance: how the job impacts the lives of others 4. Autonomy: identifies how much freedom and independence the worker has over the job 5. Feedback: how much the job generates direct and clear information about the workers performance
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How Can Jobs be Redesigned?

Job Rotation
The shifting of an employee from one task to another with similar skill requirements.
Job Enrichment
The expansion of a job by increasing the degree to which the worker controls the planning, execution, and evaluation of the work.
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Strengths of Job Rotation
Helps managers in scheduling
Reduces boredom
Increased skills
Increases understanding of work contribution
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Job Enrichment Possible Actions

Combine Tasks Form Natural Work Units Establish Client Relations Expand Jobs Vertically Open Feedback Channels
E X H I B I T 8-2
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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 a traditional 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.
8-6
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
Employee involvement is a participative process that uses employees input to increase their commitment to the organizations success.
Examples of Employee Involvement Programs Participative Management Representative Participation
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Using Rewards to Motivate Employees

Although pay is not the primary factor driving job satisfaction, it is a motivator.
Establish a pay structure Variable-pay programs
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Establishing a Pay Structure
Internal Pay Equity
External Pay Equity
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How to Pay
Variable-Pay Programs
Piece-Rate Pay Merit-Based Pay Bonuses Skill-Based Pay Profit-Sharing Plans Gainsharing Employee Stock Ownership Plans
8-11
Types of Variable-Pay Programs

Piece-Rate Pay
Pays a fixed sum of money for each unit of production completed. For example: Workers selling peanuts and soda get Rs.10 for each bag of peanuts 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 time based on individual and/or organizational performance.
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More Types of Variable-Pay Programs

Skill-Based Pay
Pays based on the number of skills employees have or the number 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 predetermined formula.
Gainsharing
Pays for improvements in group productivity from one period to another. It is a group incentive plan.
Employee Stock Ownership Plans (ESOP)

Provides each employee with the opportunity to acquire stock as part of their benefit package.
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Flexible Benefits
Flexible benefits give individual rewards by allowing each employee to choose the compensation package that best satisfies his or her current needs and situations.
8-14
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 to other 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
Differ among countries
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Summary and Managerial Implications

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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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Robbins, Judge, and Vohra

Motivation: From Concepts to Applications

Chapter Learning Objectives

The Job Characteristics Model

How Can Jobs be Redesigned?

Strengths of Job Rotation

Helps managers in scheduling

Increases understanding of work contribution

Job Enrichment Possible Actions

Alternative Work Arrangements

Social and Physical Context of Work

Examples of Employee Involvement Programs Participative Management Representative Participation

Using Rewards to Motivate Employees

Establishing a Pay Structure

Internal Pay Equity

External Pay Equity

Types of Variable-Pay Programs

More Types of Variable-Pay Programs

Employee Stock Ownership Plans (ESOP)

Employee Recognition Programs

Summary and Managerial Implications

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

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