Motivation: From Concepts to Applications

Set me anything to do as a task, and it is

inconceivable the desire I have to do

something else.-- G.B. Shaw

MOTIVATIONAL METHODS & PROGRAMS

1. Motivation through Job DesignJob design – the way the elements in a job are organized.Three concepts in designing jobs:a. job enrichment – refers to the practice of building motivating factors.Characteristics of an enriched job:

Direct feedback Client relationships New learning Control over method Control over scheduling Unique experience Direct communication authority Control over resources Personal accountability

b. Job Characteristics Model – method of job design that focuses on the task and interpersonal demands of a jobFive core job characteristics: Skill variety – the degrees to which there are many skills to perform

Task identity – the degree to which one worker is able top to do a complete job, from the beginning to end, with the tangible and possible outcome.

Task significance – the degree to which the job has a substantial impact on the lives of the work of other people.

Autonomy – the degree which the job gives the employee substantial freedom, independence, and discretion in scheduling the work and determining the procedures used in carrying it out.

Feedback – the degree to which a job provides direct information about performance.

c. Job crafting – refers to the physical and mental changes workers make in the task or relationship aspect of their jobs.common types of job crafting:Changing the number and type of job tasks;

Changing the interaction with others on the job;

Changing one’s view of the job

3. Motivation through Recognition and PrideRecognition is a natural human need and it is a strong motivator.Steps for an effective motivator:1. Identify a meritorious behavior2. Recognize the behavior with an oral, written, or material reward.Pride is also a motivator, but one that is intrinsic.

2. Organizational Behavior ModificationReinforcement theory – the contention that behavior is determined by its consequences.Benefits of OB Mod:Improvement of employee productivityReduction of errors, absenteeism, tardiness, and accident rates

Improvement of friendliness toward customers

4. Motivation through Financial IncentivesFinancial incentives are monetary rewards paid to employees because of the output they produce, skills, knowledge, and competencies.•Time rates•Payment by results•Performance and profit related pay•Skill/competency based pay•Cafeteria or flexible benefits system

A program that encompasses◦specific goals◦participatively set◦for an explicit time period◦with feedback on goal progress

The result is a hierarchy of objectives that links objectives at one level to those at the next level.

For the individual employee, MBO provides specific personal performance objectives.

Management by Objectives

Linking MBO and Goal-Setting Theory

Goal Setting Theory Demonstrates that:◦hard goals result in a higher level of individual performance,

◦specific hard goals result in higher levels of performance than do no goals or generalized goals, and

◦feedback on one’s performance leads to higher performance

MBO directly advocates specific goals and feedback.

Employee Recognition Programs

What Are Employee Recognition Programs◦Programs that use multiple sources and recognizes both individual and group accomplishments.

Linking Programs and Reinforcement Theory◦Consistent with the reinforcement theory, rewarding a behavior with recognition immediately following that behavior is likely to encourage its repetition.

Employee Recognition Programs in Practice◦In contrast to most other motivators, recognizing an employee’s superior performance often costs little or no money, making them highly attractive to industry.

Employee Involvement Programs

A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization’s success.

Examples of Employee Involvement◦Participative Management◦Representative Participation◦Work Councils◦Board Representatives◦Quality Circles◦Employee Stock Ownership Plans

Solutions Recommended

Problem Review

Problem Selection

Solutions Reviewed

Decision

Problem Identification

How a Typical Quality Circle Operates

Variable-Pay ProgramsA portion of an employee’s pay is based on some individual and/or organizational measure of performance.◦piece-rate pay plans◦profit-sharing plans◦gainsharing plans

Linking Variable-Pay Plans and Expectancy Theory◦evidence supports the importance of this linkage, especially for operative employees working under piece-rate systems.

◦group and organization wide incentives reinforce and encourage employees to sublimate personal goals for the best interests of their department or organization.

Skill-Based Pay PlansPay levels based on how many skills employees have or how many jobs they can do.

What’s the appeal of skill-based pay?◦Management’s perspective

flexibility facilitates communication lessens “protective territory” behavior

Is there a Downside?◦People can “top out”◦Employee frustration can increase◦Skills become obsolete◦Paying people for acquired skills not used

Flexible BenefitsAllowing employees to tailor their benefit program to meet their personal needs by picking and choosing from a menu of benefit options.

SPECIAL ISSUES IN MOTIVATIONMotivating ProfessionalsHow are “Professionals” different?◦Receive a great deal of “intrinsic” satisfaction from their work.

◦Strong and long-term commitment to their field of expertise

◦Well paid/ Chief reward is work itself.◦Value support◦More focused on work as central life interest.

How do we motivate professionals?◦Provide challenging projects◦Give them autonomy in follow interests and structure work.

◦Reward with educational opportunities.◦Recognize their contributions.

Motivating Contingent WorkersNo simple solutions to motivating contingent workers.◦Contingent or temporary workers have little or no job security/stability, therefore they don’t identify with the organization or display the commitment of permanent employees.

◦Contingent or temporary workers are typically provided with little or no health care, pensions, or similar benefits.

Greatest motivating factor is the opportunity to gain permanent employment.

Motivation is also increased if the employee sees that the job he or she is doing for the firm can develop salable skills.

Motivating the Diversified Work ForceNot all employees are motivated by money.◦flexibility is the key to maximizing your employees’ motivation by understanding and responding to the diversity of needs. specially designed work schedules flexible compensation plans flexible benefits plans physical work settings child care elderly care flexible work hours job sharing flexible leave work teams

Motivating the Low-Skilled Service Worker

One of the most challenging problems in industry today.◦Many “plans” have been tried, almost all unsuccessfully flexible work schedules broader responsibility for inventory, scheduling, and hiring

creation of a “family” atmosphere among employeesUnless pay and benefits rise significantly, continued high turnover can be expected.

Motivating People Doing Highly Repetitive Tasks

Motivating individuals in these jobs can be made through careful selection:◦People vary in their tolerance for ambiguity.◦Many individuals prefer jobs that have a minimal amount of discretion and variety.

High pay and careful selection can reduce:◦recruitment problems and high turnover, however, this ◦doesn’t necessarily lead to highly motivated workers.

Creative personnel programs have exhibited some success by providing:◦clean and attractive work surroundings, ample work breaks and opportunity to socialize during breaks, and empathetic supervisors.

Summary and Implications for Managers

Recognize Individual Differences◦Employees have different needs.◦Don’t treat them all alike.◦Spend the time necessary to understand what’s important to each employee.

Use Goals and FeedbackAllow Employees to Participate in Decisions That Affect Them

Link Rewards to Performance◦Employees must perceive a clear linkage.

Check the System for Equity