Ch07 - Presentation

Embed Size (px)

Citation preview

  • 7/29/2019 Ch07 - Presentation

    1/24

    2007 Prentice Hall

    Understanding and

    Managing

    Organizational

    Behavior

    Fifth Edition

    Jennifer M. George

    Gareth R. Jones

    Image from opening case

    7 Creating a Motivating Work Setting

  • 7/29/2019 Ch07 - Presentation

    2/24

    7-2 2007 Prentice Hall

    Exhibit 7.1 Motivation Tools

  • 7/29/2019 Ch07 - Presentation

    3/24

    7-3 2007 Prentice Hall

    What Is Job Design?

    Linking specific tasks to specific jobs

    Deciding what techniques, equipment, and

    procedures should be used to perform those

    tasks

    Job design may increase motivation and

    encourage good performance

  • 7/29/2019 Ch07 - Presentation

    4/24

    7-4 2007 Prentice Hall

    Job Design: Early Approaches

    Scientific Management

    Job Enlargement

    Job Enrichment

  • 7/29/2019 Ch07 - Presentation

    5/24

    7-5 2007 Prentice Hall

    Scientific Management

    A set of principles and practices stressing

    job simplification and specialization

    There is one best way to perform any job

    Managements responsibility is to determine

    what that way is

    Time and motion studies

  • 7/29/2019 Ch07 - Presentation

    6/24

    7-6 2007 Prentice Hall

    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

  • 7/29/2019 Ch07 - Presentation

    7/24

    7-7 2007 Prentice Hall

    Job Enlargement

    Increasing the number of tasks an employee

    performs but keeping all of the tasks at the

    same level of difficulty and responsibility

    Horizontal job loading

    Do more tasks

    Equal level of responsibility

    Intended to increase intrinsic motivation

  • 7/29/2019 Ch07 - Presentation

    8/24

    7-8 2007 Prentice Hall

    Job Enrichment

    Designing jobs to provide opportunities for

    employee growth by giving employees

    more responsibility and control over their

    work Vertical job loading

    Based on Herzbergs motivator-hygiene

    theory

  • 7/29/2019 Ch07 - Presentation

    9/24

    7-9 2007 Prentice Hall

    Enrichment Methods

    Allow employees to plan their own work

    schedules

    Allow employees to decide how the work

    should be performed

    Allow employees to check their own work

    Allow employees to learn new skills

  • 7/29/2019 Ch07 - Presentation

    10/24

    7-10 2007 Prentice Hall

    The Job Characteristics Model

    Skill variety

    Task identity

    Task significance Autonomy

    Feedback

  • 7/29/2019 Ch07 - Presentation

    11/24

    7-11 2007 Prentice Hall

    Job Diagnostic Survey

    Scales used to measure the five dimensions

    Allows for the computation of a jobs motivating

    potential score

    A measure of the overall potential of a job tofoster intrinsic motivation

    Average of skill variety, task identity, and task

    significance multiplied by autonomy and

    feedback

    Identifies the dimensions most in need of redesign

  • 7/29/2019 Ch07 - Presentation

    12/24

    7-12 2007 Prentice Hall

    Ways to Redesign Jobs to

    Increase MPS

    Combine tasks so that an employee is

    responsible for work from start to finish

    Group tasks into natural work units

    Allow employees to interact with customers

    or clients

    Vertically load jobs to give employees more

    control and higher levels of responsibility

    Open feedback channels

  • 7/29/2019 Ch07 - Presentation

    13/24

    7-13 2007 Prentice Hall

    Job Dimensions and

    Psychological States

    Experienced meaningfulness of the work

    Experienced responsibility for work

    outcomes

    Knowledge of results

  • 7/29/2019 Ch07 - Presentation

    14/24

    7-14 2007 Prentice Hall

    Work and Personal Outcomes

    High intrinsic motivation

    High job performance

    High job satisfaction Low absenteeism and turnover

  • 7/29/2019 Ch07 - Presentation

    15/24

    7-15 2007 Prentice Hall

    Exhibit 7.5

    Job Characteristics Model

  • 7/29/2019 Ch07 - Presentation

    16/24

    7-16 2007 Prentice Hall

    Individual Differences

    Growth-need strength

    Knowledge and skills

    Satisfaction with the work context

  • 7/29/2019 Ch07 - Presentation

    17/24

    7-17 2007 Prentice Hall

    The Social Information

    Processing Model

    Factors other than the core dimensions

    influence how employees respond to job

    design

    Social information

    Social environment provides

    employees with information about how

    they should evaluate their jobs andwork outcomes

  • 7/29/2019 Ch07 - Presentation

    18/24

    7-18 2007 Prentice Hall

    Meeting Organizational

    Objectives

    Social Identity Theory

    Goal Setting

    Management by Objectives (MBO)

  • 7/29/2019 Ch07 - Presentation

    19/24

    7-19 2007 Prentice Hall

    Social Identity Theory

    People tend to classify themselves and

    others into social categories

    Team membership

    Religious affiliation

  • 7/29/2019 Ch07 - Presentation

    20/24

    7-20 2007 Prentice Hall

    Goal Setting

    Explains what types of goals are most

    effective in producing high levels of

    motivation and performance

    Emphasizes how to motivate employees tocontribute inputs to their jobs

    Stresses importance of ensuring that

    employees inputs result in acceptablelevels of job performance

  • 7/29/2019 Ch07 - Presentation

    21/24

    7-21 2007 Prentice Hall

    Goal Characteristics

    Specificity Difficulty

  • 7/29/2019 Ch07 - Presentation

    22/24

    7-22 2007 Prentice Hall

    How Do Goals Affect

    Motivation?

    By directing employees attention and action

    toward goal-relevant activities

    By encouraging higher levels of effort

    By encouraging the development of action

    plans

    By causing persistence in the face of

    difficulty

  • 7/29/2019 Ch07 - Presentation

    23/24

    7-23 2007 Prentice Hall

    Management by Objectives (MBO)

    Goal-setting process

    Setting and evaluation of goals with

    manager on periodic basis

    Basic Steps

    Goal setting

    Implementation

    Evaluation

  • 7/29/2019 Ch07 - Presentation

    24/24

    7-24 2007 Prentice Hall

    Exhibit 7.7 Basic Steps in MBO

    Goalsetting

    Implementation Evaluation