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Robbins Eob15 PPT 08

This chapter discusses various ways to motivate employees through job design and rewards. It introduces the job characteristics model which proposes that motivating jobs have five core dimensions: skill variety, task identity, task significance, autonomy, and feedback. Jobs can be redesigned through methods like job rotation and job enrichment. Alternative work arrangements like telecommuting and flexible schedules can also increase motivation. Employee involvement measures and variable pay programs that tie rewards to performance are additional motivators discussed. Intrinsic rewards from recognition programs further enhance motivation. The chapter provides managers with strategies for applying these concepts to improve motivation in their organizations.

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16 views21 pages

Robbins Eob15 PPT 08

This chapter discusses various ways to motivate employees through job design and rewards. It introduces the job characteristics model which proposes that motivating jobs have five core dimensions: skill variety, task identity, task significance, autonomy, and feedback. Jobs can be redesigned through methods like job rotation and job enrichment. Alternative work arrangements like telecommuting and flexible schedules can also increase motivation. Employee involvement measures and variable pay programs that tie rewards to performance are additional motivators discussed. Intrinsic rewards from recognition programs further enhance motivation. The chapter provides managers with strategies for applying these concepts to improve motivation in their organizations.

Uploaded by

thienmanvt123
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
You are on page 1/ 21

Essentials of Organizational Behavior

Fifteenth Edition, Global Edition

Chapter 8
Motivation: From Concepts to
Applications

Copyright © 2022 Pearson Education, Ltd.


Learning Objectives
8.1 Describe how the job characteristics model (JCM) motivates
by changing the work environment.
8.2 Compare the main ways jobs can be redesigned.
8.3 Explain how specific alternative work arrangements can
motivate employees.
8.4 Describe how employee involvement measures can motivate
employees.
8.5 Demonstrate how the different types of variable-pay programs
can increase employee motivation.
8.6 Show how flexible benefits turn benefits into motivators.
8.7 Identify the motivational benefits of intrinsic rewards.

Copyright © 2022 Pearson Education, Ltd.


Motivating by Job Design: The Job
Characteristics Model
Learning Objective 8.1
• Job characteristics model: jobs are described in
terms of five core dimensions:
– Skill variety
– Task identity
– Task significance
– Autonomy
– Feedback

Copyright © 2022 Pearson Education, Ltd.


The Job Characteristics Model (Exhibit 8-1)

Copyright © 2022 Pearson Education, Ltd.


Designing Motivational Jobs
• JCM-designed jobs give internal rewards
• Individual’s growth needs are moderating factors
• Motivating Potential Score (MPS)
– Combined core dimensions of the JCM into a single
predictive index

Copyright © 2022 Pearson Education, Ltd.


Job Redesign: Job Rotation and Job
Enrichment
Learning Objective 8.2
• Job Rotation
– The periodic shifting of an employee from one task to
another
▪ Also called cross-training
– Increases job satisfaction and organizational
commitment
– Job Enrichment
▪ High level responsibilities are added to the job

Copyright © 2022 Pearson Education, Ltd.


Redesigning Jobs: Relational Job Design
• Relational Job Design
– Designing work so employees are motivated to
promote the well-being of the organization’s
beneficiaries stakeholders
▪ Relate stories from customers who have benefited from the
company’s products or services
▪ Connect employees directly with beneficiaries

Copyright © 2022 Pearson Education, Ltd.


Alternative Work Arrangements
Learning Objective 8.3

• Flextime
– Some discretion over when worker starts and leaves
• Job Sharing
– Two or more individuals split a traditional job
• Telecommuting
– Work remotely at least two days per week

Copyright © 2022 Pearson Education, Ltd.


Employee Involvement
Learning Objective 8.4

• Employee involvement and participation (EIP):


a participative process that uses the input of
employees to increase their commitment to the
organization’s success
• Two types:
1. Participative management
2. Representative participation

Copyright © 2022 Pearson Education, Ltd.


Participative Management
• Participative management: subordinates share a
significant degree of decision-making power with
superiors
– To be effective:
▪ Followers must have confidence and trust in leaders
▪ Leaders should avoid coercion, stress organizational
consequences of decisions and review progress periodically
– Mixed findings

Copyright © 2022 Pearson Education, Ltd.


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 motivational

Copyright © 2022 Pearson Education, Ltd.


Using Extrinsic Rewards to Motivate
Employees
• Major strategic rewards decisions:
– What to pay employees
– How to pay individual employees

Copyright © 2022 Pearson Education, Ltd.


What to Pay
• Establishing 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

Copyright © 2022 Pearson Education, Ltd.


How to Pay
• Variable-Pay Programs
– Base a portion of the pay on a given measure of
performance
▪ Piece-rate pay plan
▪ Merit-based pay
▪ Bonuses
▪ Profit-sharing plans
▪ Employee-stock ownership plan (ESOP)

Copyright © 2022 Pearson Education, Ltd.


Variable-Pay Programs (1 of 2)
Learning Objective 8.5

• 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

Copyright © 2022 Pearson Education, Ltd.


Variable-Pay Programs (2 of 2)
• Profit Sharing Plans: organization-wide
programs distributing compensation based on
some established formula around a company’s
profitability
• Employee Stock Ownership Plans (ESOPs):
plans in which employees acquire stock, often at
below-market prices

Copyright © 2022 Pearson Education, Ltd.


Using Benefits to Motivate Employees
Learning Objective 8.6

• Benefits are both an employee provision and an


employee motivator
• Individual employees value the components of
benefits packages differently
• A flexible benefits program allows each
employee to create a benefits package individually
tailored to their own needs and situation.

Copyright © 2022 Pearson Education, Ltd.


Using Intrinsic Rewards to Motivate
Employees
Learning Objective 8.7
• Employee recognition programs: plans to
encourage specific employee behaviors by
formally appreciating specific employee
contributions
– Can be as simple as a spontaneous comment
– Can be formalized in a program
– Recognition is a powerful workplace motivator – and
can be inexpensive – but fairness is important

Copyright © 2022 Pearson Education, Ltd.


Implications for Managers
• Recognize individual differences
• Use goals and feedback
• Allow employees to participate in decisions that
affect them
• Link rewards to performance
• Check the reward system for equity

Copyright © 2022 Pearson Education, Ltd.


Discussion Questions (1 of 2)
• Consider the job of an order-taker at a fast food
restaurant. Using the job characteristics model,
specifically discuss how the MPS might be
increased (addressing the five core job
characteristics).
• How do bonuses help to alleviate some of the
limitations of merit-based pay in differentiating
between high and low performers?

Copyright © 2022 Pearson Education, Ltd.


Discussion Questions (2 of 2)
• Discuss the advantages and disadvantages of
using teacher pay-for-performance plans.
• Why is pay secrecy considered bad?
• In the COVID-19 pandemic, large numbers of
employees across the globe became
telecommuters – working from home. This is likely
to continue as the “new normal.” Discuss specific
strategies that managers can use to increase the
effectiveness of their telecommuters.

Copyright © 2022 Pearson Education, Ltd.

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