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7-1 ©2005 Prentice Hall
Chapter 77Creating a Creating a
Motivating Work Motivating Work SettingSetting
7-2 ©2005 Prentice Hall
Chapter Objectives
Appreciate the advantages and disadvantages of the scientific management approach to job design
Describe the job characteristics model and its implications for using job design to create a motivating work setting
Understand implications of the social information processing model
7-3 ©2005 Prentice Hall
Chapter Objectives
Appreciate how and why organizational objectives can motivate employees
Describe goal setting theory and the kinds of goals that contribute to a motivating work setting
7-4 ©2005 Prentice Hall
Opening Case: Motivating Employees at Norsk Hydro
How can organizations create a motivating work setting?
Norway’s biggest industrial company Known for initiatives to promote job
satisfaction and well-being Holistic approach to job design Emphasis on work significance
7-6 ©2005 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
7-7 ©2005 Prentice Hall
Job Design: Early Approaches
Scientific Management Job Enlargement Job Enrichment
7-8 ©2005 Prentice Hall
Scientific Management
A set of principles and practices stressing job simplification and specialization
There is one best way to perform any job Management’s responsibility is to determine
what that way is Time and Motion Studies
7-9 ©2005 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
7-10 ©2005 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
7-11 ©2005 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 Herzberg’s Motivator-Hygiene
Theory
7-12 ©2005 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
7-13 ©2005 Prentice Hall
The Job Characteristics Model
Skill variety Task identity Task significance Autonomy Feedback
7-14 ©2005 Prentice Hall
Job Diagnostic Survey
Scales used to measure the five dimensions Allows for the computation of a job’s motivating
potential score– A measure of the overall potential of a job to
foster intrinsic motivation– Average of skill variety, task identity, and task
significance multiplied by autonomy and feedback
Identifies the dimensions most in need of redesign
7-16 ©2005 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
7-17 ©2005 Prentice Hall
Job Dimensions and Psychological States
Experienced meaningfulness of the work Experienced responsibility for work
outcomes Knowledge of results
7-18 ©2005 Prentice Hall
Work and Personal Outcomes
High intrinsic motivation High job performance High job satisfaction Low absenteeism and turnover
7-20 ©2005 Prentice Hall
Individual Differences
Growth-need strength Knowledge and skills Satisfaction with the work context
7-21 ©2005 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 and work outcomes
7-22 ©2005 Prentice Hall
Meeting Organizational Objectives
Social Identity Theory Goal Setting Management by Objectives (MBO)
7-23 ©2005 Prentice Hall
Social Identity Theory
People tend to classify themselves and others into social categories– Team membership– Religious affiliation
7-24 ©2005 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 to contribute inputs to their jobs
Stresses importance of ensuring that employees’ inputs result in acceptable levels of job performance
7-25 ©2005 Prentice Hall
Goal Characteristics (SMART)
Specificity Measurable Attainable Realistic Time-related
7-26 ©2005 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
7-27 ©2005 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
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