Applications of Motivation

How to measure Motivation?

Job Characteristic Model (JCM)
(J. Richard Hackman)
1. 2. 3. 4. 5. Skill variety: The degree to which a job requires a variety of different activities Task Identity: The degree to which a job requires completion of a whole and identifiable piece of work Task Significance: the degree to which a job has a substantial impact on the lives or work of other people Autonomy: The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out Feedback: The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance
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Job Characteristic Model: Examples

Characteristics
High variety Low variety

Examples
Skill Variety The owner-operator of a garage who does electrical repair, rebuilds engines, does body work, and interacts with customers A bodyshop worker who sprays paint eight hours a day

Task Identity High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the object, and finishes it to perfection Low identity A worker in a furniture factory who operates a lathe to make table legs Task Significance High significance Nursing the sick in a hospital intensive care unit Low significance Sweeping hospital floors Autonomy High autonomy A telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation Low autonomy A telephone operator who must handle calls as they come according to a routine, highly specified procedure Feedback High feedback An electronics factory worker who assembles a radio and then tests it to determine if it operates properly Low feedback An electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it
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Job Characteristic Model: Examples

Job Characteristic Model

Jobs with skill variety, task identity, task significance, autonomy, and for which feedback of results is given, directly affect three psychological states of employees:
Knowledge of results Meaningfulness of work Personal feelings of responsibility for results

Increases in these psychological states result in increased motivation, performance, and job satisfaction.
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Motivating Potential Score (MPS)

The core dimensions can be combined into a single predictive index, called motivating potential score (MPS)

MPS =

Skill variety + Task identity + Task Significance 3

x Autonomy x Feedback

Five key characteristics could be used to describe the motivating potential of a job
Workers who possessed what Hackman called "high growth needs" responded positively to high motivating potential jobs, but those with low growth needs did not.
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Make a Job better-off (Job Redesign)

Job Enlargement Job Redesign

Job Rotation

Job Enrichment

Alternative Work Arrangements Flextime Job Sharing Telecommuting

Make a Job better-off (Job Redesign)

Job Rotation: When an activity is no longer challenging, the employee is rotated to another job, usually at the same level. Singapore airline, American Express, shadow member, potential manager or supervisor. Job Enlargement: Increasing the number and variety of tasks that an individual performs. Job enlargement results in jobs with more diversity. Job Sharing: An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job

Make a Job better-off (Job Redesign)

Job Enrichment: The vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution, and evaluation of the work.

Make a Job better-off (Job Redesign)

Flextime
Employees work during a common core time period each day but have discretion in forming their total workday from a flexible set of hours outside the core.

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Make a Job better-off (Job Redesign)

Telecommuting: Working from home at least two days a week on a computer that is linked to the employees office

Categories of telecommuting jobs:

Routine information handling tasks Professional and other knowledge-related tasks Mobile activities

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Telecommuting
Advantages Disadvantages (Employer)

Larger labor pool Higher productivity Less turnover Improved morale Reduced officespace costs

Less direct supervision of employees Difficult to coordinate teamwork Difficult to evaluate non-quantitative performance
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Ability and Motivation Equation

Performance = f (A x M)

Performance =

f (A

O)

Function to Perform = Ability to Perform = Motivation of Work = Opportunity to Perform =

f A M O
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Employee Involvement in Decision-making

Why should we involve the workers in decision-making?

Rationale of employee involvement

Improves organizational performance

Improves employee commitment to the change necessary for company survival and growth
Builds employee relations based on a culture of openness and trust; one organization in particular had experienced employee involvement as a way of avoiding acrimonious employee relations Motivating employees and maximizing their contribution to the organization
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Employee Involvement in Decision-making

Employee Involvement Programs Participative Management: A process in which subordinates share a significant degree of decision-making power with their immediate superiors. Representative Participation: A system in which workers participate in organizational decision making through a small group of representative employees Quality Circle: A work group of employees who meet regularly to discuss their quality problem, investigate causes, recommend solutions, and take corrective actions

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Employee Involvement in Decision-making

Structure of consultation and decision making
A range of business and other issues which are discussed with employee representatives before management made a final decision

General
Consultation

Allowing individual employees to make their views known on particular issues this was typically achieved via face-to-face.
Direct Consultation

Committee

Decision Making

Joint Working Groups

Focusing on a particular issue and where the employees involved could have considerable influence on the outcomes

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Employee involvement programs

links to

Motivation theories
X and Y Theory Y If your organization believes in participative management programs, it represents Y theory characteristics

X X theory aligns with the more traditional autocratic style of managing people

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Employee involvement programs

links to

Motivation theories
Two factors theory/Hygiene Theory

Extrinsic

Intrinsic

Factors

Factors

Employee involvement programs could provide employees with intrinsic motivation by increasing opportunities (extrinsic factors) for growth, responsibility, and involvement in the work itself
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Employee involvement programs

links to

Motivation theories
Maslows Theory of Hierarchy of needs

High Level

Self- Achieving ones growth, potential, self fulfillment Actualiz. SelfEsteem Social Safety/Protection Physiological needs
Low Level self-respect, recognition, autonomy

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How to give Rewards

to

Motivate Employees

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How to give Rewards

to

Motivate Employees
What to Pay: Payment Strategy
Internal Equity Internal Equity
Established through External competitiveness Pay Surveys

Established through Technical evaluation Job Evaluation

Comparison (same jobs) Employee < other employees Employee > other employees Employee = other employees

Comparison (same jobs) Organization < other Organizations (Wal-Mart) Organization > other Organizations (Google) Organization < other Organizations

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How to give Rewards

to

Motivate Employees
How to Pay

Fixed Salary

Variable Salary

Demotivation factors are high of fixed-salaried employees

Motivation level is higher. IBM, Wal-Mart, Pizza Hut, and John Deere

forms of variable salary Piece-rate plans Merit-based pay Bonus Profit-sharing Gain-sharing Employee stock ownership

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VARIABLE PAY
Piece-Rate Pay: A pay plan in which workers are paid a fixed sum for each unit of production completed.

Merit-Based Pay: A pay plan based on performance appraisal ratings. IBM provides increases to employees base salary based on their annual performance evaluation
Bonuses: A pay plan that rewards employees for recent performance rather than historical performance Skill-Based Pay: A pay plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do Profit-Sharing Plan: An organization-wide program that distributes compensation based on some established formula designed around a companys profitability Gain-Sharing: A formula-based group incentive plan Employee Stock ownership Plan: A company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits
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How to give Rewards

to

Motivate Employees
How to give Benefits?

Fixed-Benefits

Flexible-Benefits

Modular Plans
Predesigned packages of benefits with each module put together to meet the needs of a specific group of employees. Essential benefits life insurance, disability insurance, expended health coverage

Core-Plus Plans

Flexible-Spending Plans
To set aside up to the cash amount offered in the plan to pay for particular services. Take home pay etc.
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A core of essential benefits and a menu-like selection of other benefit options from which employees can select and add to the core.

Employee Recognition Programs Intrinsic rewards

Methods of Intrinsic Rewards

Gift Certificates

Cash rewards

Best employee/leader or team member of year/month Appreciation letter Shield/trophy Gift cards for thank you or best complement fun at work cards/posters

Restaurant meal Traveling tickets Shopping vouchers Entertainment vouchers

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Discussion Questions
What are the advantages and disadvantages of Flextime?

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Discussion Questions
What are the advantages and disadvantages of Job Sharing?

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Discussion Questions
Conceptualize your job and measure yourself as mentioned below: Skill variety Task Identity Task Significance Autonomy Feedback

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Discussion Questions
Conceptualize your job and measure yourself as mentioned below: Skill variety Autonomy Task Identity Feedback Task Significance Divide into group of two and share your worksheet with your partner. Calculate your Motivation Potential Score (MPS) share with your class

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