Organizational Behavior Chapter 7 Creating a Motivating Work
Organizational Behavior Chapter 7: Creating a Motivating Work Setting 4 th Edition JENNIFER GEORGE & GERARD JONES 7 -1 © 2005 Prentice Hall
Chapter Objectives § Appreciate the advantages and disadvantages of the scientific management approach to job design § Describe the job characteristics model and its implications for using job design to create a motivating work setting § Understand implications of the social information processing model 7 -2 © 2005 Prentice Hall
Chapter Objectives § Appreciate how and why organizational objectives can motivate employees § Describe goal setting theory and the kinds of goals that contribute to a motivating work setting 7 -3 © 2005 Prentice Hall
Opening Case: Motivating Employees at Norsk Hydro § How can organizations create a motivating work setting? § Norway’s biggest industrial company § Known for initiatives to promote job satisfaction and well-being § Holistic approach to job design § Emphasis on work significance 7 -4 © 2005 Prentice Hall
What is Job Design? § The process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks § Job design may increase motivation and encourage good performance 7 -5 © 2005 Prentice Hall
Job Design: Early Approaches § Scientific Management § Job Enlargement § Job Enrichment 7 -6 © 2005 Prentice Hall
Scientific Management § A set of principles and practices stressing job simplification and specialization § There is one best way to perform any job § Management’s responsibility is to determine what that way is § Time and Motion Studies 7 -7 © 2005 Prentice Hall
Disadvantages of the Scientific Management Method § Perception of lost control over work behaviors § Repetitive, boring tasks § Works feels depersonalized, meaningless, and monotonous § Job dissatisfaction is high § No opportunity to develop and acquire new skills 7 -8 © 2005 Prentice Hall
Job Enlargement § Increasing the number of tasks an employee performs but keeping all of the tasks at the same level of difficulty and responsibility § Horizontal job loading § Do more tasks § Equal level of responsibility § Intended to increase intrinsic motivation 7 -9 © 2005 Prentice Hall
Job Enrichment § Designing jobs to provide opportunities for employee growth by giving employees more responsibility and control over their work § Vertical job loading § Based on Herzberg’s Motivator-Hygiene Theory 7 -10 © 2005 Prentice Hall
Enrichment Methods § Allow employees to plan their own work schedules § 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 © 2005 Prentice Hall
The Job Characteristics Model § § § 7 -12 Skill variety Task identity Task significance Autonomy Feedback © 2005 Prentice Hall
Job Diagnostic Survey § Scales used to measure the five dimensions § Allows for the computation of a job’s motivating potential score – A measure of the overall potential of a job to foster intrinsic motivation – Average of skill variety, task identity, and task significance multiplied by autonomy and feedback § Identifies the dimensions most in need of redesign 7 -13 © 2005 Prentice Hall
Ways to Redesign Jobs to Increase MPS § Combine tasks so that an employee is responsible for work from start to finish § Group tasks into 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 -14 © 2005 Prentice Hall
Job Dimensions and Psychological States § Experienced meaningfulness of the work § Experienced responsibility for work outcomes § Knowledge of results 7 -15 © 2005 Prentice Hall
Work and Personal Outcomes § § 7 -16 High intrinsic motivation High job performance High job satisfaction Low absenteeism and turnover © 2005 Prentice Hall
Individual Differences § Growth-need strength § Knowledge and skills § Satisfaction with the work context 7 -17 © 2005 Prentice Hall
The Social Information Processing Model § 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 -18 © 2005 Prentice Hall
Meeting Organizational Objectives § Social Identity Theory § Goal Setting § Management by Objectives (MBO) 7 -19 © 2005 Prentice Hall
Social Identity Theory § People tend to classify themselves and others into social categories – Team membership – Religious affiliation 7 -20 © 2005 Prentice Hall
Goal Setting § Explains what types of goals are most effective in producing high levels of motivation and performance § Emphasizes how to motivate employees to contribute inputs to their jobs § Stresses importance of ensuring that employees’ inputs result in acceptable levels of job performance 7 -21 © 2005 Prentice Hall
What is a Goal? § What an individual is trying to accomplish through his or her behavior and actions 7 -22 © 2005 Prentice Hall
Goal Characteristics § Specificity § Difficulty 7 -23 © 2005 Prentice Hall
How Do Goals Affect Motivation? § By directing employees’ attention and action toward goal-relevant activities § By encouraging higher levels of effort § By encouraging the development of action plans § By causing persistence in the face of difficulty 7 -24 © 2005 Prentice Hall
Management By Objectives (MBO) § Goal-setting process – Setting and evaluation of goals with manager on periodic basis § Basic Steps – Goal setting – Implementation – evaluation 7 -25 © 2005 Prentice Hall
- Slides: 25