Motivation: From Concepts to Applications

1
Motivation From Concepts to Applications

• November 16, 2009
• Chapter 5

2
A Key Point

• Performance
• Effort x Ability x Support/Resources
• Motivation is the concern over
• controlling (increasing) effort

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

4
Management by Objectives(MBO)

• Emphasizes converting overall organizational
  objectives into specific objectives for
  individual units and members that are tangible,
  verifiable, and measurable

5
Cascading of Objectives
Overall organizational objectives
Divisionalobjectives
Departmentalobjectives
Individualobjectives
6
Management by Objectives

• Four ingredients common to MBO programs
• 1. Goal specificity
• 2. Participative decision making
• 3. Explicit time period
• 4. Performance feedback

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

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.

9
Behavior Modification (OB Mod)

• The application of reinforcement theory to
  individuals in the work setting

10
MeasureBaseline thefrequency ofresponse
Identifyexistingbehavioralcontingenciesthrough
functional analysis
Identifyperformancerelatedbehavioralevents
Developintervention strategy
Steps in OB MOD
Applyappropriatestrategy
No
MeasureChart thefrequencyof
responseafterintervention
Maintaindesirablebehavior
Evaluate for performanceimprovement
Problemsolved?
Yes
11
Employee Recognition Programs

• Programs where specific types of behavior are
  encouraged and the procedures for attaining
  recognition are clearly identified

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.

13
Employee Recognition Programs

• Critics argue that employee recognition programs
  are highly susceptible to political manipulation
  by management

14
Employee involvement

• Participative process that uses the entire
  capacity of employees
• Designed to encourage increased commitment to the
  organizations success

15
Employee involvement

• Involving workers in decisions that will affect
  them and increasing their autonomy and control
  over their work lives

16
Employee Involvement

• Will make employees
• More motivated
• More committed to the organization
• More productive
• More satisfied with their jobs

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

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
• Organizations culture must support employee
  involvement

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

20
Representative Participation  

• Works councils
• Board representatives

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

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

23
How does management enrich an employees job?

• Combine tasks
• Form natural work units
• Establish client relationships
• Expand jobs vertically
• Open feedback channels

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

25
Job Sharing

• Allows two or more individuals to split a
  traditional 40-hour-a-week job

26
Telecommuting

• Employees who do their work at home at least two
  days a week on a computer that is linked to their
  office

27
Telecommuting

• Benefits include
• larger labor pool from which to select
• higher productivity
• less turnover
• improved morale
• reduced office-space costs

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

29
Variable-Pay Programs

• A portion of an employees pay is based on some
  individual or organizational measure of
  performance or both

30
Incentive Pay Programs

• Piece-rate plans
• Wage incentives
• Profit sharing
• Bonuses
• Gainsharing

31
Skill-Based Pay Plans

• Sets pay levels on the basis of how many skills
  employees have or how many jobs they can do

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