Motivation Tools

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Motivation Tools
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Agenda

• Scientific management
• Job enlargement
• Job enrichment
• Job Characteristics Model
• Social Information Processing Model
• Goal Setting Theory

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Job Design

• Job design process of linking specific tasks to
  specific jobs and deciding what techniques,
  equipment, and procedures should be used to
  perform those tasks
• Three approaches
• Scientific management
• Job enlargement
• Job enrichment

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Scientific Management

• Scientific Management a set of principles and
  practices designed to increase the performance of
  individual workers by stressing job
  simplification and specialization
• Developed by Fredrick Taylor who believed that
  there is one best way to perform a job and
  managements responsibility to determine it

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Scientific Management

• Job simplification The breaking up of the work
  into the smallest identifiable tasks
• Job specialization assignment of workers to
  perform small, simple tasks
• Time and motion studies studies that reveal
  exactly how long it takes to perform a task and
  the best way to perform it

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Time and Motion Studies - Advantages

• Since tasks are simple, workers can learn to
  perform them easily which makes rotating people
  from job to job easy
• Since managers know exactly now long a job takes,
  performance measurement and evaluation is easy
• Instrumental in helping organizations improve
  worker effectiveness and productivity

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Time and Motion Studies - Disadvantages

• Intrinsic motivation of workers who also like to
  have control over their work
• Scientific management focuses only on extrinsic
  motivation such as pay
• Workers feel they have lost control over their
  behaviors
• Workers feel they are part of a machine and
  treated as machines
• Workers have no opportunity to develop and
  acquire new skills

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Job Enlargement

• Job enlargement increasing the number of tasks
  a worker performs but keeping all of the tasks at
  the same level of difficulty and responsibility
  (also called horizontal job loading)
• Increasing the number of tasks may increase the
  intrinsic motivation of some workers
• May have little effect over the long term since
  the tasks will still become boring

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Job Enrichment

• Job enrichment increasing a workers
  responsibility and control over his or her work
  (also called vertical job loading)
• Herzbergs motivator-hygiene theory was a driving
  force in the movement to enrich jobs
• Motivator-hygiene theory suggested that workers
  motivator needs are satisfied by things such as
  having autonomy on the job and being responsible
  for ones work and that workers are satisfied
  with their jobs only when these needs are met.

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Job Enrichment Strategies

• Allow workers to plan their own work schedules
• Allow workers to decide how the work should be
  performed
• Allow workers to check their own work
• Allow workers to learn new skills
• Research on Job Enrichment is mixed

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Job Design - Job Characteristics Model

• Job characteristics model approach to job
  design that aims to identify characteristics that
  make jobs intrinsically motivating and the
  consequences of those characteristics (developed
  by Hackman and Oldham)
• Hackman and Oldham reasoned that
• When workers are intrinsically motivated by their
  jobs
• Good performance makes them feel good
• Which motivates them to perform at a high level
• So good performance becomes self-reinforcing

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Job Characteristics Model 5 Core Job Dimensions
Skill variety extent to which a job requires a
worker to use different skills, abilities or
talents Task identity extent to which a job
involves performing a whole piece of work from
its beginning to its end Task significance
extent to which a job has an impact on the lives
or work of other people in or out of the
organization Autonomy degree to which a job
allows a worker the freedom and independence to
schedule and decide how to carry it out Feedback
extent to which performing a job provides a
worker with clear information about his or her
effectiveness
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3 Critical Psychological States
Experienced meaningfulness of the work degree
to which workers feel their jobs are important,
worthwhile and meaningful Experienced
responsibility for work outcomes extent to
which workers feel personally responsible or
accountable for their job performance Knowledge
of key results degree to which workers know how
well they perform their jobs on a continuous
basis These states were developed by Hackman and
Oldham to determine how workers react to the
design of their jobs
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Job Characteristics Model
Core dimensions
Psychological states
Work Personal outcomes
Skill variety Task Identity Task significance
Experienced meaningfulness of the work
High intrinsic motivation
Autonomy
Experienced responsibility for work outcomes
High job performance
Feedback
Knowledge of results
High job satisfaction
Low absenteeism and turnover

• Individual differences that affect the
  relationships proposed in this model
• Growth-need strength
• Knowledge and skills
• Satisfaction with the work context

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Way To Redesign Jobs
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Job Design Social Information Processing Model

• Social Information Processing Model (SIP) an
  approach to job design based on the idea that
  information from other people and workers own
  past behaviors influences workers perception of
  and response to the design of their jobs
  (Salancik and Pfeffer)
• Do you know jobs where some people are very happy
  to be there while others complain?

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Role of Social Environment

• SIP proposes that the social environment provides
  workers with information about which aspects of
  their job design and work outcomes they should
  pay attention to and which they should ignore
• Social interaction means the other individuals
  with whom workers come into contact at work
• Social environment includes Coworkers and
  Supervisors
• SIP suggests that the social environment provides
  workers with information about how they should
  evaluate their jobs and work outcomes

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Role of Past Behaviors

• Workers past behaviors have implications for
• How they view their current jobs and work
  outcomes
• Level of intrinsic motivation
• Level of job satisfaction

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Advice to Managers SIP Model

• Place newcomers into work groups whose members
  like their jobs, are intrinsically motivated and
  are satisfied
• Avoid placing newcomers into work groups whose
  members are disgruntled and dissatisfied
• When you assign workers to supervise or help
  train a newcomer, pick workers who are satisfied
  with and intrinsically motivated by their jobs
  and who are high performers

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Goal Setting Theory

• Goal what an individual is trying to accomplish
  through his or her behavior and actions
• Goal Setting Theory focuses on identifying the
  types of goals that are most effective in
  producing high levels of motivation and
  performance and why goals have these effects
  (Locke and Latham).

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Goal Setting Theory

• Specific goals lead to higher performance than
  vague goals
• Specific goals are often quantitative
• Difficult goals lead to higher motivation and
  performance than easy, moderate, vague or no
  goals
• Specific, difficult goals lead to high motivation
  and performance whether the goals are set by
  managers for their subordinates, by workers
  themselves or by managers and workers together

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Goal Setting Theory

• Specific, difficult goals affect motivation and
  performance by
• Directing workers attention and action toward
  goal-relevant activities
• Causing workers to exert higher levels of effort
• Causing workers to develop action plans to
  achieve their goals
• Causing workers to persist in the face of
  obstacles or difficulties

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Limits to Goal Setting Theory

• When workers lack the skills and abilities to
  perform at a high level
• When workers are given complicated and difficult
  tasks that require all of their attention and
  require a considerable amount of learning

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Advice to Managers about Goal Setting Theory

• Be sure that a workers goals are specific and
  difficult
• Express confidence in your subordinates
  abilities to attain their goals and give
  subordinates regular feedback on the extent of
  goal attainment
• When workers are performing difficult and complex
  tasks that involve learning, do not set goals
  until the workers gain some mastery over the task

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Discussion Questions

• Why might an organization want to design jobs
  according to the principles of scientific
  management?
• When might workers be dissatisfied with jobs that
  are enlarged or enriched?
• Why might some workers not want their jobs
  enriched?