MOTIVATION Job Design and Involvement HERZBERG Movement vs

MOTIVATION Job Design and Involvement

HERZBERG ä ä ä Movement vs. Motivation KITA What’s wrong with KITA? With movement?

TYPES OF MOTIVATION ä Extrinsic Motivation: ä "What gets rewarded gets done" ä Based on extrinsic/tangible rewards ä Intrinsic Motivation: ä "What is rewarding gets done" ä Based on intrinsic/intangible rewards

Job Design ä (Taylor’s) scientific management ä Job enlargement ä Job rotation ä Job enrichment (Herzberg) ä Hygienes (salary, relationships, setting. . . ) ä Motivators (responsibility, achievement, recognition…) Dissatisfied Neutral Motivated

Job Characteristics Model Core Job Dimensions Skill Variety Task Identity Task Significance Critical Psychological States Experienced Meaningfulness of Work Autonomy Experienced Responsibility for Outcomes of Work Feedback Knowledge of Actual Results of Work Activities Personal & Work Outcomes High Internal Work Motivation High-quality Work Performance High Satisfaction with Work Low Absenteeism & Turnover

IMPLEMENTING CONCEPTS CORE JOB DIMENSIONS Combining Tasks Skill Variety Forming Natural Work Units Task Identity CRITICAL PSYCHOLOGICAL STATES Experienced Meaningfulness PERSONAL WORK OUTCOMES High Internal Work Motivation Task Significance Establishing Client Relationships Autonomy Experienced Responsibility for Outcomes of Work High Satisfaction with the Work Vertical Loading Opening Feedback Channels High Quality Work Performance Feedback Knowledge of the Actual Results of Work activities - STRENGTH OF EMPLOYEE’S GROWTH NEEDS - KNOWLEDGE & SKILLS - CONTEXT SATISFACTION Low Absenteeism and turnover

PPG I. III. IV. What and why of a self-directed work force. The self-directed employee Evaluation of the assessment center process The tensions at Berea

I. What and why ä “A self-managed work system is one which is designed to produce high levels of employee involvement and motivation through enriched jobs, shared authority and decision making, team-based organization structures, and open communications. ” David A. Garvin in Understanding Self-Managing Work Systems

II. The Self-directed employee ä ä PPG developed an assessment center and used extensive simulations and interviews to find the right employees. What was it that they were really looking for?

III. Assessment Center Process ä Do you think the assessment center and simulations are effective? Are there any flaws? ä

IV. The tensions at Brea ä What are the fundamental tensions at the Brea plant?

IV. The tensions at Brea ä What are the fundamental tensions at the Brea plant? ä Where do you draw the line about which decisions employees should and should not make?

Production Tasks Personnel Functions Prepare & Maintain Cost budget Set production/team goals Work with external customers/suppliers Select production/work methods Implement process improvements Perform routine equip maintenance Stop production to address quality concerns Work with internal customers and suppliers Assign daily tasks to work team members Maintain safety and housekeeping Make compensation decisions Handle performance appraisals Handle individual performance problems Select team members Determine & address training needs Handle vacation scheduling

IV. The tensions at Brea ä What are the fundamental tensions at the Brea plant? ä Where do you draw the line about which decisions employees should and should not make? ä Why is there so much grumbling going on at the plant?