MOTIVATION MOTIVATION

Job Design and InvolvementJob Design and Involvement

HERZBERGHERZBERG

Movement vs. MotivationMovement vs. Motivation KITAKITA What’s wrong with KITA? With movement?What’s wrong with KITA? With movement?

TYPES OF MOTIVATION

Extrinsic Motivation:Extrinsic Motivation: "What gets rewarded gets done""What gets rewarded gets done" Based on extrinsic/tangible rewardsBased on extrinsic/tangible rewards

Intrinsic Motivation:Intrinsic Motivation: "What is rewarding gets done""What is rewarding gets done" Based on intrinsic/intangible rewardsBased on intrinsic/intangible rewards

Job Design

(Taylor’s) scientific management(Taylor’s) scientific management Job enlargementJob enlargement Job rotationJob rotation Job enrichment (Herzberg)Job enrichment (Herzberg)

Hygienes (salary, relationships, setting...)Hygienes (salary, relationships, setting...) Motivators (responsibility, achievement, Motivators (responsibility, achievement,

recognition…)recognition…)

Dissatisfied MotivatedNeutral

Job Characteristics ModelJob Characteristics Model

Core Job Dimensions

Personal & Work

Outcomes

Critical Psychological States

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

ExperiencedMeaningfulness

of Work

ExperiencedResponsibility for

Outcomes of Work

Knowledge ofActual Results ofWork Activities

High InternalWork Motivation

High-qualityWork Performance

High Satisfactionwith Work

Low Absenteeism& Turnover

IMPLEMENTINGCONCEPTS

CORE JOBDIMENSIONS

CRITICALPSYCHOLOGICAL

STATES

PERSONALWORK

OUTCOMES

Combining Tasks

Forming NaturalWork Units

EstablishingClientRelationships

Vertical Loading

Opening FeedbackChannels

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

ExperiencedMeaningfulness

ExperiencedResponsibilityfor Outcomesof Work

Knowledge of theActual Results ofWork activities

High InternalWork Motivation

High QualityWork Performance

High Satisfactionwith the Work

Low Absenteeismand turnover

- STRENGTH OF EMPLOYEE’SGROWTH NEEDS

- KNOWLEDGE & SKILLS- CONTEXT SATISFACTION

PPGPPG

I.I. What and why of a self-directed work force.What and why of a self-directed work force.

II.II. The self-directed employeeThe self-directed employee

III.III. Evaluation of the assessment center processEvaluation of the assessment center process

IV.IV. The tensions at BereaThe tensions at Berea

I. What and whyI. What and why

““A self-managed work system is one which is A self-managed work system is one which is designed to produce high levels of employee designed to produce high levels of employee involvement and motivation through enriched involvement and motivation through enriched jobs, shared authority and decision making, jobs, shared authority and decision making, team-based organization structures, and open team-based organization structures, and open communications.”communications.”

David A. Garvin in David A. Garvin in Understanding Self-Managing Work SystemsUnderstanding Self-Managing Work Systems

II. The Self-directed employeeII. The Self-directed employee

PPG developed an assessment center and PPG developed an assessment center and used extensive simulations and used extensive simulations and interviews to find the right employees. interviews to find the right employees. What was it that they were really looking What was it that they were really looking for?for?

III. Assessment Center ProcessIII. Assessment Center Process

Do you think the assessment center and Do you think the assessment center and simulations are effective? Are there any simulations are effective? Are there any flaws? flaws?

IV. The tensions at BreaIV. The tensions at Brea

What are the fundamental tensions at the What are the fundamental tensions at the Brea plant?Brea plant?

IV. The tensions at BreaIV. The tensions at Brea

What are the fundamental tensions at the What are the fundamental tensions at the Brea plant?Brea plant?

Where do you draw the line about which Where do you draw the line about which decisions employees should and should not decisions employees should and should not make? make?

Production TasksProduction TasksPrepare & Maintain Cost budgetPrepare & Maintain Cost budgetSet production/team goalsSet production/team goalsWork with external customers/suppliersWork with external customers/suppliersSelect production/work methodsSelect production/work methodsImplement process improvementsImplement process improvementsPerform routine equip maintenancePerform routine equip maintenanceStop production to address quality Stop production to address quality

concernsconcernsWork with internal customers and Work with internal customers and

supplierssuppliersAssign daily tasks to work team Assign daily tasks to work team

membersmembersMaintain safety and housekeepingMaintain safety and housekeeping

Personnel FunctionsPersonnel FunctionsMake compensation decisionsMake compensation decisions

Handle performance appraisalsHandle performance appraisals

Handle individual performance Handle individual performance problemsproblems

Select team membersSelect team members

Determine & address training needsDetermine & address training needs

Handle vacation schedulingHandle vacation scheduling

IV. The tensions at BreaIV. The tensions at Brea

What are the fundamental tensions at the What are the fundamental tensions at the Brea plant?Brea plant?

Where do you draw the line about which Where do you draw the line about which decisions employees should and should not decisions employees should and should not make? make?

Why is there so much grumbling going on Why is there so much grumbling going on at the plant?at the plant?