10th Edition
Managing Organizational Behavior
Moorhead & Griffin
Chapter 5
Individual Performance
© 2012 South-Western, a part of Cengage Learning
All rights reserved.
Prepared by Charlie Cook
The University of West Alabama
Chapter Learning Objectives
After studying this chapter you should be able to:
1. Relate motivation and employee performance.
2. Discuss work design, including its evolution and
alternative approaches.
3. Relate employment involvement in work and
motivation.
4. Identify and describe key flexible work arrangements.
© 2012 South-Western, a part of Cengage Learning
5–2
Motivation and Employee Performance
• Using Theories of Motivation
–No single theory explains motivation—each theory
covers only some factors that motivate behavior
–More than one theory or method can be used to
enhance performance in an organization
–Each theory or method must be tied to specific need
or process and translated into operational terms that
foster enhanced performance
© 2012 South-Western, a part of Cengage Learning
5–3
5.1
Enhancing Performance in Organizations
© 2012 South-Western, a part of Cengage Learning
5–4
Work Design in Organizations
• Job Design
–How organizations define and structure jobs to have a
positive impact on motivation, performance, and job
satisfaction
• Job Specialization (Fredrick Taylor)
–Jobs should be scientifically studied, broken down into
small component tasks, and then standardized across
all workers doing those jobs
–Follows Adam Smith’s concept of the division of labor
–Jobs designed for efficiency can become boring and
monotonous, resulting in job dissatisfaction
© 2012 South-Western, a part of Cengage Learning
5–5
Early Alternatives to Job Specialization
Job Rotation
Systematically moving workers from one
job to another in an attempt to minimize
monotony and boredom
Job Enlargement
Giving workers more tasks to perform
(horizontal job loading)
Job Enrichment
(vertical job loading)
© 2012 South-Western, a part of Cengage Learning
Giving workers a greater variety of tasks
to perform and more control over how to
perform them
5–6
Work Design in Organizations
• The Job Characteristics Theory
– Critical psychological states of workers
1. Experienced meaningfulness of the work
2. Experienced responsibility for work outcomes
3. Knowledge of results
– Motivational properties of tasks
1.
2.
3.
4.
5.
Skill variety
Task identity
Task significance
Autonomy
Feedback
© 2012 South-Western, a part of Cengage Learning
5–7
5.2
The Job Characteristics Theory
Reference: Reprinted from J. R. Hackman and G. R.
Oldham, “Motivation Through the Design of Work:
Test of a Theory,” Organizational Behavior and
Human Performance, vol. 16, pp. 250–279.
Copyright 1976, with permission of Elsevier.
© 2012 South-Western, a part of Cengage Learning
5–8
5.3
Implementing the Job Characteristics Theory
© 2012 South-Western, a part of Cengage Learning
5–9
Job Characteristics Theory:
Research Findings
• Research generally supports the theory,
however:
–Performance seldom found to correlate with job
characteristics
–Measures used to test theory are not always valid and
reliable
–Role of individual differences is not supported
–Theory is lacking in specific guidelines for
implementation
© 2012 South-Western, a part of Cengage Learning
5–10
Employee Involvement and Motivation
• Extending job design to include:
–Participation
• Giving employees a voice in making decisions
about their own work
–Empowerment
• Enabling workers to set their own work goals,
make decisions, and solve problems within
their sphere of responsibility and authority
© 2012 South-Western, a part of Cengage Learning
5–11
Employee Involvement and Motivation
• Early Perspectives on Employee Involvement
–In the beginning:
• Employee satisfaction is a result of their participation
in decision-making
–Recently:
• Employees are valued human resources who can
contribute to organizational effectiveness
• Their participation is valued
© 2012 South-Western, a part of Cengage Learning
5–12
Employee Involvement and Motivation
• Areas of Employee Involvement
–Personal job-related decisions
–Administrative matters (e.g., work schedules)
–Product quality decisions
• Techniques and Issues in Employee
Involvement
–Empowerment through work teams (quality circles)
–Decentralization of decision-making and increased
delegation
© 2012 South-Western, a part of Cengage Learning
5–13
Requirements for Effective Empowerment
• An organization must be:
–Sincere in its efforts to spread power and
autonomy to lower levels of the organization
–Committed to maintaining participation and
empowerment
–Systematic and patient in its efforts to empower
workers
–Prepared to increase its commitment to training
© 2012 South-Western, a part of Cengage Learning
5–14
Flexible Work Arrangements
• Variable Work Schedules
–Compressed work schedule
• Employees work a full forty-hour week in fewer than
the traditional five days
–Flexible work schedules (flextime)
• Employees gain more personal control over the hours
they work each day
• Job Sharing
–Part-time employees share one full-time job
• Telecommuting
–Employees spend part of their time working off-site
© 2012 South-Western, a part of Cengage Learning
5–15
5.4
Flexible Work Schedules
© 2012 South-Western, a part of Cengage Learning
5–16
Flexible Work Arrangements (cont’d)
• Telecommuting’s Benefits to Organizations
–Reduced absenteeism and turnover
–Reduction in indirect expenses
• Telecommuting’s Downside Considerations
–Employees miss the workplace social interaction
–Employees lack self-control/discipline
–Difficulties arise in coordinating in-face meetings
–Workplace safety requirements
–Information security (cybercrime)
© 2012 South-Western, a part of Cengage Learning
5–17
Organizational Behavior in Action
• After reading the chapter:
–How would you decide to quit a “good” job to follow
your dreams?
–Isn’t job enlargement just another way that
management can get more work out of employees?
–What are the core dimensions of your professor’s job?
–Which flexible work arrangement appeals the most to
you?
© 2012 South-Western, a part of Cengage Learning
5–18