Chapter Objectives
Chapter 7
Creating a Motivating Work Setting
7-1
How do we increase work
motivation?Appreciate the advantages and
disadvantages of the scientific
management approach to job design
Describe the job characteristics model and
its implications
Understand implications of the social
information processing model
7-2
Chapter Objectives
Motivation Tools
Can organizational objectives motivate
employees?
What kinds of goals contribute to a
motivating work setting?
7-3
7-4
What is Job Design?
Job Design: Early Approaches
Linking specific tasks to specific jobs
Scientific Management
Deciding what techniques, equipment, and
procedures should be used to perform those
tasks
Job Enlargement
Job Enrichment
Job design may increase motivation and
encourage good performance
7-5
7-6
1
Scientific Management
A set of principles and practices stressing
job simplification and specialization
Scientific Management - Disadvantages
Loss of control
Repetitive, boring tasks
“One best way” to perform any job
Meaningless, monotonous work
Management’s responsibility is to determine
what that way is
High job dissatisfaction
Time and Motion Studies
No opportunity to develop and acquire new skills
7-7
7-8
Job Enlargement
Increasing the number of tasks an employee
performs but keeping all of the tasks at the same
level of difficulty and responsibility
Job Enrichment
Designing jobs to provide opportunities for
employee growth by giving employees more
responsibility and control over their work
Horizontal job loading
Do more tasks
Vertical job loading
Equal level of responsibility
Based on Herzberg’s Motivator-Hygiene Theory
Intended to increase intrinsic motivation
7-9
7-10
Enrichment Methods
Allow employees to plan their own work
schedules
The Job Characteristics Model - JCM
Allow employees to decide how the work
should be performed
Allow employees to check their own work
Allow employees to learn new skills
7-11
7-12
2
The Job Characteristics Model
JCM - Job Core Dimensions
Skill variety
Task identity
Task significance
Autonomy
Feedback
7-13
7-14
JCM - Job Diagnostic Survey
JCM - Sample Job Diagnostic Survey Profiles
Scales used to measure the five dimensions
Allows for the computation of a job’s motivating
potential score (MPS)
– A measure of the overall potential of a job to
foster intrinsic motivation
– Formula - average of scores for skill variety, task
identity, and task significance multiplied by
scores for autonomy and feedback
Identifies the dimensions most in need of redesign
7-15
7-16
JCM - Job Dimensions and
Psychological States
JCM - Redesign Jobs to Increase MPS
Combine tasks - so that an employee is
responsible for work from start to finish
Group tasks - create natural work units
Allow employees to interact with customers
or clients
Vertically load jobs to give employees more
control and higher levels of responsibility
Open feedback channels
7-17
We experience meaningfulness of the work
We experience responsibility for work
outcomes
We have knowledge of results
7-18
3
JCM - Individual Differences
JCM - Work and Personal Outcomes
High intrinsic motivation
Growth-need strength
High job performance
Knowledge and skills
High job satisfaction
Satisfaction with the work context
Low absenteeism and turnover
7-19
7-20
The Social Information
Processing Model
Can things beyond the “Job”
can affect motivation?
The Social Information
Processing Model
7-21
Factors other than the core dimensions
influence how employees respond to job
design
– Social information
• Social environment provides
employees with information about how
they should evaluate their jobs and
work outcomes
7-22
Meeting Organizational Objectives
Some Other Important Considerations
in
Social Identity Theory
Goal Setting
Motivation
Management by Objectives (MBO)
and
Meeting Organizational Objectives
7-23
7-24
4
Social Identity Theory
People tend to classify themselves and others into
social categories, or “in-group” versus “out-group”
– Team membership
– Religious affiliation
Potential for intergroup favoritism or discrimination
Can be harnessed by the organization
Goal Setting Theory
Asks and explains:
– What types of goals are most effective,
i.e., that produce high motivation and
performance?
– How do such goals motivate employees?
– The Packers are like your children. You don’t love them
because they’re good. You love them because they’re
YOURS. - A Packers fan
7-25
7-26
Goal Characteristics
How Do Goals Affect Motivation?
Focus – direct our attention and action
Activation – cause us to make greater effort
Specificity
Difficulty
Planning – cause us to make action plans
Persistence - encourage us to keep going
7-27
7-28
The MBO Cycle
Management By Objectives (MBO)
Goal-setting process
– Setting and evaluation of goals with
manager on periodic basis
Basic Steps
– Goal setting
– Implementation
– Evaluation
7-29
Goal
setting
Implementation
Evaluation
7-30
5