Motivation: From Concepts to Applications

1. Motivation: From Concepts to Applications April 1, 2014 Chapter 5

2. A Key Point Performance = Effort x Ability x Support/Resources Motivation is the concern over controlling (increasing) effort MQM 421/Spring 2006

3. A Key Thought “An essential element of organizations is the willingness of persons to contribute their individual efforts to the. . .system. The power of cooperation, which is often spectacularly great when contrasted with that even of large numbers of individuals unorganized, is nevertheless dependent on the willingness of individuals to cooperate and to contribute their efforts to the [organizations].” Chester Barnard, The Functions of the Executive MQM 421/Spring 2006

4. Management by Objectives(MBO) Emphasizes converting overall organizational objectives into specific objectives for individual units and members that are tangible, verifiable, and measurable MQM 421/Spring 2006

5. Cascading of Objectives Overall organizational objectives Divisionalobjectives Departmentalobjectives Individualobjectives MQM 421/Spring 2006

6. Management by Objectives Four ingredients common to MBO programs: 1. Goal specificity 2. Participative decision making 3. Explicit time period 4. Performance feedback MQM 421/Spring 2006

7. Management by Objectives • Organizational objectives translated to specific objectives for each level (division, department, individual) • Lower-level managers participate in setting their own goals MQM 421/Spring 2006

8. Management by Objectives • Results in hierarchy of objectives that links one level to the next • If all individuals achieve goals, organizational objectives will be attained. MQM 421/Spring 2006

9. Behavior Modification (OB Mod) The application of reinforcement theory to individuals in the work setting MQM 421/Spring 2006

10. Measure:Baseline thefrequency ofresponse Identifyexistingbehavioralcontingenciesthroughfunctional analysis Identifyperformancerelatedbehavioralevents Developintervention strategy Steps in OB MOD Applyappropriatestrategy No Measure:Chart thefrequencyof responseafterintervention Evaluate for performanceimprovement Maintaindesirablebehavior Problemsolved? Yes MQM 421/Spring 2006

11. Employee Recognition Programs Programs where specific types of behavior are encouraged and the procedures for attaining recognition are clearly identified MQM 421/Spring 2006

12. Employee Recognition Programs • Rewarding behavior with recognition immediately leads to its repetition. • To maximize motivation potential, publicly communicate who and why is being recognized. MQM 421/Spring 2006

13. Employee Recognition Programs Critics argue that employee recognition programs are highly susceptible to political manipulation by management MQM 421/Spring 2006

14. Employee involvement • Participative process that uses the entire capacity of employees • Designed to encourage increased commitment to the organization’s success MQM 421/Spring 2006

15. Employee involvement Involving workers in decisions that will affect them and increasing their autonomy and control over their work lives MQM 421/Spring 2006

16. Employee Involvement Will make employees: • More motivated • More committed to the organization • More productive • More satisfied with their jobs MQM 421/Spring 2006

17. Participative Management   • Employees actually share a significant degree of decision-making power with their immediate superiors • Not appropriate for every organization or every work unit MQM 421/Spring 2006

18. Participative Management • Must be adequate time to participate • Issues in which employees get involved must be relevant to them • Employees must have the ability (intelligence, technical knowledge, communication skills) to participate • Organization’s culture must support employee involvement MQM 421/Spring 2006

19. Representative Participation   • Workers are represented by a small group of employees who actually participate • Goal is to redistribute power within an organization • Overall influence on working employees seems to be minimal MQM 421/Spring 2006

20. Representative Participation   • Works councils • Board representatives MQM 421/Spring 2006

21. Employee Stock Ownership Plans • Company-established benefit plans in which employees acquire stock, often at below-market prices, as part of their benefits • Have the potential to increase employee job satisfaction and work motivation MQM 421/Spring 2006

22. Job Redesign and Scheduling Programs • Job rotation • periodic shifting of an employee from one task to another • Reduces boredom and increases motivation • Job enlargement • Increasing the number and variety of tasks that an individual performed • Job enrichment • increases the degree to which the worker controls the planning, execution, and evaluation of his or her work MQM 421/Spring 2006

23. How does management enrich an employee’s job? • Combine tasks • Form natural work units • Establish client relationships • Expand jobs vertically • Open feedback channels MQM 421/Spring 2006

24. Flextime Benefits include: • Reduced absenteeism • Increased productivity • Reduced overtime expenses • Lessening in hostility toward management • Reduced traffic congestion around work sites, • Elimination of tardiness • Increased autonomy and responsibility for employees that may increase employee job satisfaction MQM 421/Spring 2006

25. Job Sharing Allows two or more individuals to split a traditional 40-hour-a-week job MQM 421/Spring 2006

26. Telecommuting Employees who do their work at home at least two days a week on a computer that is linked to their office MQM 421/Spring 2006

27. Telecommuting Benefits include: • larger labor pool from which to select • higher productivity • less turnover • improved morale • reduced office-space costs MQM 421/Spring 2006

28. Telecommuting: Downsides • The major downside for management is less direct supervision of employees • May make it more difficult for management to coordinate teamwork • Lose of social network for employees MQM 421/Spring 2006

29. Variable-Pay Programs A portion of an employee’s pay is based on some individual or organizational measure of performance or both MQM 421/Spring 2006

30. Incentive Pay Programs • Piece-rate plans • Wage incentives • Profit sharing • Bonuses • Gainsharing MQM 421/Spring 2006

31. Skill-Based Pay Plans Sets pay levels on the basis of how many skills employees have or how many jobs they can do MQM 421/Spring 2006

32. Motivating a Diverse Workforce • Be flexible • Be ready to design work schedules, compensation plans, benefits, physical work settings to reflect your employees’ varied needs MQM 421/Spring 2006