1 / 24

Motivation and Job Design

Motivation and Job Design. MGMT 550, Spring 2000 Maggie Kolkena. Check-In. Learning Application: apply the reading to your world Rate your job: on a scale from 1-10 how well is your job designed?. Objectives. Review theories of motivation Examine elements of job design

gabriella-consuela
Download Presentation

Motivation and Job Design

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 and Job Design MGMT 550, Spring 2000 Maggie Kolkena

  2. Check-In • Learning Application: apply the reading to your world • Rate your job: on a scale from 1-10 how well is your job designed?

  3. Objectives • Review theories of motivation • Examine elements of job design • Introduce Socio-Tech design • Analyze real jobs • Communication in Virtual Teams

  4. How do I motivate my employees?

  5. Attribution Theory and Motivation • Perception is reality • Managers perceive that one thing or another motivates an employee • Attribution Theory: one’s beliefs influence our actions

  6. Theories of Motivation

  7. Higher Order Needs Basic Needs Maslow’s Hierarchy of Needs Self-Actualization Needs Ego/Self-esteem Needs Social Needs Security Needs Physiological Needs

  8. Higher Order Needs Basic Needs Herzberg’s Motivator-Hygiene Theory Factors that contribute to job DISSATISFACTION Factors that contribute to job SATISFACTION Hygiene Motivators

  9. Goal Setting Theory • Locke and Latham’s High Performance Cycle • MBO

  10. Rewards and Motivation • Extrinsic and intrinsic rewards: Gainsharing • Kerr: The Folly of Rewarding A While Hoping for B • Alfie Kohn: Punished by Rewards

  11. Job Design

  12. Inputs Design Components Outputs Individual Effectiveness e.g. performance, absenteeism, job satisfaction, personal development Org Design Group Design Personal Characteristics Skill Variety Autonomy Task Identity Task Significance Feedback: Results Cummings and Worley

  13. Org Design and Job Design Environment: Customer (needs) – Technology (assets required to compete) – Organization Requirements: Strategy (value proposition, goals) – Skills (individual, team and institutional) - Task Design: Structure (roles, integrating mechanisms) - Systems (methods, computer systems etc) - Staff (experts) - Social Design: Style (work habits) – Shared values (beliefs) –

  14. Background of Socio-Tech • Tavistock and the Redfield experiments • Trist:Organization Choice • Davis: job centered approach • Emerged when traditional job design focused more on the task requirements

  15. Social Requirements Technological Requirements Goal: JOINT OPTIMIZATION Socio-Tech

  16. Growth Needs High Social Needs Low Social Needs High Growth Needs Low Social/Psychological Requirements

  17. High Task Uncertainty Low Technical Interdependence High Technical Interdependence Low Task Uncertainty Technological Requirements

  18. High Growth Needs & Task Uncertainty Low Technical Interdependence & Social Needs High Technical Interdependence & Social Needs Low Growth Needs & Task Uncertainty Socio-Tech Requirements • Job Enrichment: • Variety & discretion • Feedback • Challenge • Self-Regulating Groups: • Task differentiation • Task control • Boundary control • Traditional Job Design: • Low variety • Low discretion • Routinized • Traditional Group Design: • Specified roles • External supervision • Planned interaction

  19. Application • From equal size teams around the “worst” jobs • Analyze the job using models from Chapter 4, Cummings & Worley and/or Socio-Tech • Develop recommendations to improve the job • Present your work

  20. Communications &Virtual Teams

  21. Research on Virtual Teams • Working face-to-face is necessary to form relationships and to become familiar with one another’s work style and temperament. • Valuable and informal team-building sessions occur outside business hours. • Informal meetings help team members’ size up each other. • "It’s important to develop some level of trust and relationship before you can move into electronic communication," says a Lotus representative. • Some companies regularly have a face-to-face "bonding fest" to kickoff a new project that will be completed by virtual team members. Geber, B. (1995, April). Virtual Teams

  22. Trust on Virtual Teams • A "new sociology of organizations • “Swift trust" • De-emphasizes the interpersonal dimensions • Based initially on broad categorical social structures and later on action“ • Professional reputation and integrity of the team members that warrants trusting each other right from the outset. (Jarvenpaa & Leidner, 1998)

  23. Knowledge (interpreted information) Data Information (organized data) Knowledge Management

  24. Knowledge Management & Virtual Teams • Needs • Sharing information to build trust • Making tacit knowledge explicit • How to Operationalize? • Organization priority (Chevron: "the single most important employee activity“) • Incent • Others?

More Related