1 / 14

MOTIVATION

MOTIVATION. Job Design and Involvement. HERZBERG. Movement vs. Motivation KITA What’s wrong with KITA? With movement?. TYPES OF MOTIVATION. Extrinsic Motivation: "What gets rewarded gets done" Based on extrinsic/tangible rewards Intrinsic Motivation: "What is rewarding gets done"

dharwood
Download Presentation

MOTIVATION

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. MOTIVATION Job Design and Involvement

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

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

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

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

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

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

  8. I. What and why • “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

  9. II. The Self-directed employee • 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?

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

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

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

  13. Production Tasks 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 Personnel Functions Make compensation decisions Handle performance appraisals Handle individual performance problems Select team members Determine & address training needs Handle vacation scheduling

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

More Related