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Chapter 7 Creating a Motivating Work Setting

Chapter 7 Creating a Motivating Work Setting. 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

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Chapter 7 Creating a Motivating Work Setting

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  1. Chapter 7Creating a Motivating Work Setting

  2. 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

  3. Figure 7.1 Motivation Tools

  4. What is Job Design? • What employees do • What techniques, equipment, and procedures • May increase motivation and encourage good performance

  5. Job Design: Early Approaches • Scientific Management • Job Enlargement • Job Enrichment

  6. Scientific Management • 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. Disadvantages of the Scientific Management Method • Loss of control • Repetitive, boring tasks • Meaningless, monotonous work • High job dissatisfaction • No opportunity to develop and acquire new skills

  8. Job Enlargement/Enrichment • Enlargement • Scope • Same level of difficulty and responsibility/ Horizontal loading • Enrichment • Depth • more responsibility and control • Vertical job loading

  9. Figure 7.4 The Job Characteristics Model

  10. Job Diagnostic Survey • Motivation Potential Score (MPS) • Identifies the dimensions most in need of redesign • Average of skill variety, task identity, and task significance multiplied by autonomy and feedback

  11. Figure 7.3 Sample Job Diagnostic Survey Profiles

  12. The Social Information Processing Model • Factors other than the core dimensions influence employees’ response to job design • Social information • Social environment provides information about how jobs and work outcomes should be evaluated

  13. Meeting Organizational Objectives • Social Identity Theory • Goal Setting • Management by Objectives (MBO)

  14. Social Identity Theory • People tend to classify themselves and others into social categories • Team membership • Religious affiliation

  15. Goal Setting • Types of goals most effective • High levels of motivation &performance • Emphasizes how to motivate • Contribute inputs to their jobs • Ensure that employees • Inputs result in acceptable levels of job performance

  16. Goal Characteristics • Specificity • Moderately Difficult • Attainable • Realistic • Time based

  17. Management By Objectives (MBO) • Goal-setting process • Setting and evaluation of goals with manager on periodic basis • Basic Steps • Goal setting • Implementation • evaluation

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