Chapter 12 Motivation and Job Design

1. Schermerhorn - Chapter 12 1 Chapter 12Motivation and Job Design Planning Ahead How do needs influence motivation? What do the process theories say about motivation? What role does reinforcement play in motivation? How can motivating jobs be designed? How can motivating work schedules be arranged?

2. Schermerhorn - Chapter 12 2 Motivation and Human Needs Hierarchy of Needs Theory Developed by Abraham Maslow Lower order and higher order needs affect behavior deficit principle satisfied need is not a motivator of behavior progression principle need at one level does not become activated until the next lower need is satisfied

3. Schermerhorn - Chapter 12 3 Motivation and Human Needs Two-Factor Theory Developed by Frederick Herzberg satisfier factors (job content) things related to the nature of the job itself source of job satisfaction and motivation hygiene factors (job context) things related more to the work setting source of job dissatisfaction

4. Schermerhorn - Chapter 12 4 Motivation and Human Needs Acquired Needs Theory Developed by David McClelland Need for Achievement (nAch) desire to do something better, solve problems, master complex tasks Need for Power (nPower) desire to control, influence or be responsible for others Need for Affiliation (nAff) desire to establish and maintain friendly relations with others

5. Schermerhorn - Chapter 12 5 Content Theories of Motivation Acquired Needs Theory People develop these needs over time Each need is associated with a distinct set of work preferences managers are encouraged to recognize the strength of each need in themselves and others create work environments responsive to the strength of each need

6. Schermerhorn - Chapter 12 6 Content Theories of Motivation Acquired Needs Theory (con�t) Two types of power personal manipulation for personal gratification social directed towards group or organizational objectives

7. Schermerhorn - Chapter 12 7 Process Theories of Motivation Equity Theory Developed by J. Stacy Adams Perceived inequity is a motivating state People who feel underpaid experience a sense of anger. People who feel overpaid experience a sense of guilt. People respond to perceived inequity by changing: work inputs rewards received comparison points situation

8. Schermerhorn - Chapter 12 8 Process Theories of Motivation Expectancy Theory Developed by Victor Vroom expectancy - working hard will result in desired level of performance instrumentality - successful performance will be followed by rewards valence - value of rewards and other work related outcomes

9. Schermerhorn - Chapter 12 9 Process Theories of Motivation Expectancy Theory (con�t) Motivation (M), expectancy (E), instrumentality (I) and valence (V) are related to another in a multiplicative fashion M = E x I x V If either E, I or V is low, motivation will be low!

10. Schermerhorn - Chapter 12 10 Process Theories of Motivation Goal-Setting Theory Developed by Edwin Locke Task goals are clear and desirable performance targets. Motivational effects of task goals: Provide direction to people in their work. Clarify performance expectations. Establish a frame of reference for feedback. Provide a foundation for behavioral self-management.

11. Schermerhorn - Chapter 12 11 Reinforcement Theory of Motivation Fundamentals of reinforcement theory: Reinforcement theory focuses on the impact of external environmental consequences on behavior. Law of effect�impact of type of consequence on future behavior. Operant conditioning: Developed by B.F. Skinner Applies law of effect to control behavior by manipulating its consequences.

12. Schermerhorn - Chapter 12 12 Reinforcement Theory of Motivation Operant conditioning strategies: Positive reinforcement Increases the frequency of a behavior through the contingent presentation of a pleasant consequence. Negative reinforcement Increases the frequency of a behavior through the contingent removal of an unpleasant consequence.

13. Schermerhorn - Chapter 12 13 Reinforcement Theory of Motivation Operant conditioning strategies: Punishment Decreases the frequency of a behavior through the contingent presentation of an unpleasant consequence. Extinction Decreases the frequency of a behavior through the contingent removal of a pleasant consequence.

14. Schermerhorn - Chapter 12 14 Reinforcement Theory of Motivation Guidelines for using positive reinforcement Clearly identify desired work behaviors. Maintain a diverse inventory of rewards. Inform everyone about what must be done to get rewards. Recognize individual differences when allocating rewards. Follow the laws of immediate and contingent reinforcement.

15. Schermerhorn - Chapter 12 15 Reinforcement Theory of Motivation Guidelines for using punishment: Tell the person what is being done wrong. Tell the person what is being done right. Match the punishment to the behavior. Administer punishment in private. Follow the laws of immediate and contingent reinforcement.

16. Schermerhorn - Chapter 12 16 Motivation and Job Design Job collection of tasks performed in support of organizational objectives Job Design process of creating or defining jobs by assigning specific work tasks to individuals and groups

17. Schermerhorn - Chapter 12 17 Motivation and Job Design Job Performance quantity and quality of tasks accomplished by an individual or group at work value-added criterion

18. Schermerhorn - Chapter 12 18 Motivation and Job Design Job Satisfaction degree to which an individual feels positively or negatively about various aspects of the job less turnover and absenteeism among satisfied workers

19. Schermerhorn - Chapter 12 19 Motivation and Job Design Job Simplification standardizing work procedures employing people in well-defined tasks can result in boredom extreme form is automation

20. Schermerhorn - Chapter 12 20 Motivation and Job Design Job Rotation and Job Enlargement Job Rotation increases task variety by shifting workers between different jobs regular periodically keeps managers informed about job demands

21. Schermerhorn - Chapter 12 21 Motivation and Job Design Job Rotation and Job Enlargement Job Enlargement increases task variety by combining two or more tasks previously assigned to other workers horizontal loading

22. Schermerhorn - Chapter 12 22 Motivation and Job Design Job Enrichment building more opportunities for satisfaction into a job job depth (vertical loading)

23. Schermerhorn - Chapter 12 23 Motivation and Job Design Job Characteristics Model diagnostic approach to job enrichment five core job characteristics job high in core characteristics is enriched

24. Schermerhorn - Chapter 12 24 Motivation and Job Design Core Characteristics of Job Characteristics Model skill variety task identity task significance autonomy feedback

25. Schermerhorn - Chapter 12 25 Motivation and Job Design Improving Core Characteristics form natural work units combine tasks establish client relationships open feedback channels practice vertical loading

26. Schermerhorn - Chapter 12 26 Alternative Work Arrangements Compressed Workweek schedule that allows a full-time job to be completed in less than standard 5 days of 8-hour shifts

27. Schermerhorn - Chapter 12 27 Alternative Work Arrangements 4-40 (also known as 4-10) employees work 4 days, 10 hours each day increased leisure time, lower commuting costs increased fatigue, family scheduling problems, union objections

28. Schermerhorn - Chapter 12 28 Alternative Work Arrangements Flexible Working Hours any work schedule which gives employees some choice in daily work hours core time - all employees must be at work allows employees to schedule around personal and family responsibilities daily, weekly or monthly arrangements

29. Schermerhorn - Chapter 12 29 Alternative Work Arrangements Job Sharing One full-time job is split between two or more persons. Organizations benefit by employing talented people who would otherwise be unable to work.

30. Schermerhorn - Chapter 12 30 Alternative Work Arrangements Telecommuting work arrangement that allows a portion of scheduled work hours to be completed outside of the office

31. Schermerhorn - Chapter 12 31 Alternative Work Arrangements Telecommuting Advantages reduced commuting increase productivity fewer work distractions flexible hours

32. Schermerhorn - Chapter 12 32 Alternative Work Arrangements Telecommuting Disadvantages loss of visibility for promotion working too much difficulty separating work and personal life

33. Schermerhorn - Chapter 12 33 Independent Contracting and Part-Time Work Independent Contracting specific tasks or projects are assigned to outsiders Contingency Workers (permatemps) part-timers who supplement full-time workforce, often on a long term basis increase staffing flexibility often paid less, receive fewer benefits