Transcript motivation & rewards

MANAGERIAL APPROACHES TO MOTIVATION
SCIENTIFIC MANAGEMENT (1890 – 1930)
ECONOMIC INCENTIVES
HUMAN RELATIONS MANAGEMENT (1930 – 1965)
SOCIAL RELATIONSHIPS
HUMAN RESOURCES MANAGEMENT (1965 +)
MEANINGFUL WORK EXPERIENCES
PSYCHOLOGICAL APPROACHES TO MOTIVATION
HEDONISM (pre 1890)
RATIONAL CHOICES
INSTINCT (UNCONSCIOUS) (1890 – 1920)
UNCONSCIOUS HEDONISM
DRIVE (REINFORCEMENT) (1920 +)
HEDONISM OF THE PAST
COGNITIVE (1940 +)
HEDONISM OF THE FUTURE
WHAT IS MOTIVATION?
HEDONISM??
3 WAYS OF LOOKING AT MOTIVATION:
1. WHAT INITIATES OR ACTIVATES BEHAVIOR?
NEEDS
2. WHAT DIRECTS BEHAVIOR TOWARD A PARTICULAR GOAL?
RATIONAL PROCESSES
3. HOW IS GOOD BEHAVIOR SUSTAINED OVER TIME?
REINFORCEMENT
MOTIVATION THEORIES
CONTENT (NEED) THEORIES
HIERARCHY OF NEEDS (Maslow)
ERG THEORY (Alderfer)
MANIFEST NEEDS (Murray, McClelland)
TWO-FACTOR THEORY (Herzberg)
JOB DESIGN THEORY (Hackman)
PROCESS THEORIES
EQUITY THEORY (Adams)
EXPECTANCY THEORY (Vroom)
COGNITIVE EVALUATION THEORY (Deci)
GOAL-SETTING THEORY (Locke)
REINFORCEMENT THEORIES
OPERANT CONDITIONING (Skinner)
BEHAVIOR MODIFICATION
CONTENT THEORIES
WHAT INITIATES OR ACTIVATES BEHAVIOR?
Models of motivation that try to answer the
question…”What factors in the workplace
motivate people?”
Focuses on needs and deficiencies of
individuals.
Maslow’s Hierarchy of Needs
Source: Adopted from Abraham H. Maslow, “A Theory of Human Motivation,” Psychology Review, 1943, Vol. 50, pp. 370-396.
HIERARCHY OF NEEDS
MASLOW (43)
ASSUMPTIONS
A 5-LEVEL HIERARCHY OF NEEDS EXISTS UNIVERSALLY
ONLY UNSATISFIED NEEDS MOTIVATE US
AS LOWER-LEVEL NEEDS ARE SATISFIED, HIGHER-LEVEL NEEDS BECOME
MORE IMPORTANT DETERMINANTS OF BEHAVIOR
THE HIERARCHY
5.
SELF-ACTUALIZATION
4.
3.
2.
1.
ESTEEM OR EGO NEEDS
BELONGINGNESS OR SOCIAL NEEDS
SECURITY OR SAFETY NEEDS
PHYSIOLOGICAL NEEDS
RESEARCH FINDINGS
NO DISTINCT PROGRESSION UP THROUGH THE 5 LEVELS
PEOPLE PURSUE SEVERAL NEEDS SIMULTANEOUSLY
PEOPLE CAN REGRESS (MOVE BACK DOWN) THE HIERARCHY
ERG THEORY
ALDERFER (69)
ASSUMPTIONS
A THREE-LEVEL HIERARCHY
MORE THAN ONE NEED CAN BE SIMULTANEOUSLY PURSUED
PEOPLE CAN REGRESS (MOVE BACK DOWN) THE HIERARCHY
THE HIERARCHY
3. GROWTH NEEDS
2. RELATEDNESS NEEDS
1. EXISTENCE NEEDS
RESEARCH FINDINGS
FITS THE EMPIRICAL RESEARCH BETTER THAN MASLOW
ALL OTHER ASPECTS OF THIS MODEL ARE ESSENTIALLY SIMILAR
TO MASLOW’S NEED HIERARCHY
MANIFEST NEEDS
MURRAY (38), McCLELLAND (65)
ASSUMPTIONS
THERE IS NO HIERARCHY AMONG THE NEEDS
NEEDS ARE LEARNED, NOT INSTINCTIVE
NEEDS ARE NEVER COMPLETELY SATISFIED
(N ACH) ACHIEVEMENT
ASSUMES PERSONAL RESPONSIBILITY
SETS MODERATELY DIFFICULT GOALS, TAKES RISKS
DESIRES IMMEDIATE, CONCRETE FEEDBACK
PREOCCUPIED WITH TASKS & ACCOMPLISHMENTS
(N AFF) AFFILIATION
DESIRES APPROVAL AND REASSURANCE FROM OTHERS
WANTS TO HAVE CONTACTS WITH OTHERS
CONFORMS TO WISHES AND NORMS OF OTHERS
CONCERNED WITH FEELINGS AND SOCIAL RELATIONSHIPS
(N POW) POWER (DOMINANCE)
DESIRES INFLUENCE & ADVISE OTHERS AROUND THEM
DESIRES TO CONTROL ONE’S OWN ENVIRONMENT
HAS A STRONG SENSE OF ORDER
TWO-FACTOR THEORY
HERZBERG (59)
ASSUMPTIONS
TWO DIFFERENT TYPES OF FACTORS INFLUENCE US…HYGIENES & MOTIVATORS
THE OPPOSITE OF SATISFACTION IS “NO SATISFACTION”
THE OPPOSITE OF DISSATISFACTION IS “NO DISSATISFACTION”
ONLY MOTIVATING FACTORS LEAD TO SATISFACTION
HYGIENES AT BEST LEAD TO NO DISSATISFACTION
HYGIENES
(EXTRINSIC)
WORKING CONDITIONS
COMPANY POLICIES
SUPERVISIOR
COWORKERS
SALARY & BENEFITS
STATUS SYMBOLS
MOTIVATORS
(INTRINSIC)
RESPONSIBILITY
CHALLENGE OF WORK
MEANINGFUL WORK
ACHIEVEMENT
ACCOMPLISHMENT
GROWTH OPPORTUNITIES
IMPLICATIONS
ABUNDANT HYGIENES DO NOT MOTIVATE WORKERS, THEY ONLY PREVENT DISSATISFACTION
ENRICH JOBS TO PROVIDE MOTIVATING, CHALLENGING WORK AND HIGH SATISFACTION
WEAKNESSES
RESEARCH METHODOLOGY IS FLAWED
DOESN’T RECOGNIZE INDIVIDUAL NEED DIFFERENCES…NOT EVERYONE WANTS ENRICHED JOBS
OVEREMPHASIZES JOB SATISFACTION
JOB DESIGN THEORY
HACKMAN & OLDHAM (76)
JOB CHARACTERISTICS MODEL
FIVE JOB DIMENSIONS
PSYCHOLOGICAL STATES
SKILL VARIETY
TASK IDENTITY
TASK SIGNIFICANCE

MEANINGFULNESS
(Leads to high internal work motivation)
AUTONOMY

PERSONAL RESPONSIBILITY
(Leads to high quality work & satisfaction)
FEEDBACK

KNOWLEDGE OF RESULTS
(Leads to high satisfaction & low turnover)
---------------------------------------------------------EFFECTIVENESS IS MODERATED BY EMPLOYEE GROWTH-NEED STRENGTH
CALCULATE THE MOTIVATING POTENTIAL SCORE TO DETERMINE IF THE JOB NEEDS
TO BE REDESIGNED
ARE YOUR WORKERS MOTIVATED BY INTRINSIC WORK FACTORS AND A STRONG
NEED FOR ACHIEVEMENT (AN ENRICHED JOB)?
PROCESS THEORIES
WHAT DIRECTS BEHAVIOR TOWARD A
PARTICULAR GOAL?
What is the rational thinking process that we go through
to decide whether to do something or not?
Focuses on why people choose certain behavioral options
to satisfy their needs and how they evaluate their
satisfaction after they have attained their goals.
EQUITY THEORY
(ADAMS 65)
• I compare my work outcomes (Om) with my perception of
what others’ outcomes are (Oo). I also compare my work
inputs (Im) with what I think others are contributing to
their jobs (Io).
• If the relative ratio of my outcomes/inputs (Om/Im) is
similar to the perceived outcomes/inputs (Oo/Io) of others
at work, EQUITY exists and the organization is perceived
to be “fair.”
(Om/Im) = (Oo/Io)
I feel fairly treated (content)
POSITIVE & NEGATIVE INEQUITY
• If I believe my outcomes/inputs ratio is more generous
than the outcome/input ratio of others, I feel guilty and
over-rewarded. This is POSITIVE INEQUITY, and this
perception may or may not motivate one to action.
(Om/Im) > (Oo/Io)
I feel over-rewarded (guilty)
• If I think my outcomes/inputs ratio is less than the
outcome/input ratio of others, I feel frustrated and underrewarded. This is NEGATIVE INEQUITY, and this
perception usually motivates one to act to resolve this
“unfair” situation.
(Om/Im) < (Oo/Io)
I feel under-rewarded (frustrated)
LIKELY RESPONSES WHEN INEQUITY IS
PERCEIVED
• CHANGE MY OUTCOMES
• CHANGE MY INPUTS
• RECONSIDER (OR DISTORT) THE PERCEIVED RATIOS
• CHANGE “OTHER’S” INPUTS OR OUTCOMES
• CHANGE COMPARISON “OTHER”
• LEAVE THE ORGANIZATION OR WITHDRAW
EXPECTANCY-VALENCE THEORY
THREE PERCEPTIONS
EXPECTANCY (E P)
If I put forth effort (E), what’s the probability that I can achieve
the performance objective (P)?
INSTRUMENTALITY (P  O)
If I achieve the performance objective (P), what’s the probability
that a specific outcome (O) or reward will be given to me?
VALENCE (V)
How much value (positive or negative) do I attach to receiving this
outcome?
MOTIVATION (EFFORT) = (E  P) x sum of [(P  O)i(V)i]
Extended Expectancy-Valence Model
COGNITIVE EVALUATION THEORY
DECI (95)
(The “Deci Argument” or the “Insufficient Justification” Thesis)
MORE REWARDS ARE NOT NECESSARILY BETTER FOR MOTIVATION:
THE EFFECTS OF INTRINSIC AND EXTRINSIC REWARDS IS NOT
ADDITIVE.
WHEN MONEY IS STRESSED AS A WORK REWARD, PEOPLE LOSE SIGHT OF THE INTRINSIC
REWARDS THAT ARE INHERENT IN THE WORK ITSELF.
THIS IS PARTICULARLY PRONOUNCED WHEN YOU TANGIBLY REWARD “VOLUNTEERS” OR
PAY MUCH MORE FOR WORK THAN WAS EXPECTED.
MAYBE WE SHOULDN’T LINK PAY OR REWARDS TO WORK PERFORMANCE…SO THE
INTRINSIC REWARDS OF THE JOB WILL CONTINUE TO BE PERCEIVED
WEAKNESSES
ORIGINAL STUDIES DONE MOSTLY WITH STUDENTS
HIGH LEVELS ON INTRINSIC MOTIVATION ARE NOT DIMINISHED BY EXTRINSIC REWARDS
MOST WORKERS IN THE “REAL WORLD” EXPECT TO BE PAID FOR THEIR EFFORTS
SENSITIZATION SEEMS TO MAINTAIN AWARENESS OF INTRINSIC MOTIVATORS
GOALSETTING THEORY
LOCKE (68)
ASSUMPTIONS
•
•
*
•
WORKERS WANT CLEAR CRITERIA FOR WORK EVALUATION
SPECIFIC GOALS INCREASE PERFORMANCE
DIFFICULT GOALS (WHEN ACCEPTED) RESULT IN MORE PERFORMANCE THAN
EASY GOALS
FEEDBACK LEADS TO HIGHER PERFORMANCE THAN DOES NONFEEDBACK
FINDINGS
•
•
•
•
•
PARTICIPATION INCREASES ACCEPTANCE OF CHALLENGING GOALS
PEOPLE WILL WORK TOWARD MEETING GOALS IF THEY FEEL THEY HAVE
CONTROL OVER GOAL ACCOMPLISHMENT
SELF-GENERATED (as opposed to externally-provided) FEEDBACK LEADS TO THE
HIGHEST GOAL ACHIEVEMENT
NOT ALL CULTURES RESPOND WELL TO GOALSETTING (where worker
independence and the expectation of individual evaluation is assumed)
QUANTITATIVE, SHORT-TERM GOALS MAY NOT APPROPRIATELY CAPTURE
THE ESSENTIAL QUALITIES WHICH SHOULD BE ACHIEVED IN A GIVEN JOB
REINFORCEMENT THEORIES
HOW IS GOOD BEHAVIOR SUSTAINED OVER TIME?
The role of rewards as they cause behavior to
change or remain the same over time.
Assumes that:
• Behavior that results in rewarding consequences
is likely to be repeated, whereas behavior that results
in punishing consequences is less likely to be
repeated.
LEARNING
LEARNING – A RELATIVELY PERMANENT CHANGE IN BEHAVIOR OR POTENTIAL
BEHAVIOR THAT RESULTS FROM DIRECT OR INDIRECT EXPERIENCE.
KEY POINTS
CHANGES IN BEHAVIOR
LONG-LASTING EFFECTS
AFFECTS POTENTIAL AND ACTUAL BEHAVIOR
CAUSED BY DIRECT OR INDIRECT EXPERIENCE (Vicarious Learning)
CLASSICAL CONDITIONING (Reflexive Behavior)
PAVLOV’S DOG – INVOLUNTARY RESPONSE (No Choice)
OPERANT CONDITIONING (Reinforcement)
DRAWS ON EXPERIENCES OF THE PAST
PEOPLE CAN MAKE CHOICES ABOUT THEIR BEHAVIOR
RECOGNIZES THAT CHOICES HAVE CONSEQUENCES
CONSEQUENCES EXPERIENCED WILL AFFECT FUTURE CHOICES
REINFORCEMENT THEORY
(SKINNER 72)
ASSUMPTIONS:
The consequences of past actions will influence our future actions
We repeat behaviors which lead to rewards that are satisfying
We reduce behaviors which go unrewarded or lead to punishment
Thus, tie valued rewards to desired behaviors in the workplace
It is better to positively reinforce behavior than to use punishment
TYPES OF REINFORCEMENT
POSITIVE
AVOIDANCE (NEGATIVE)
EXTINCTION
PUNISHMENT
SCHEDULES OF REINFORCEMENT
CONTINUOUS (every time)
New behaviors are quickly learned, but also stop quickly when unrewarded
INTERMITTENT (not every time)
Fixed-Ratio
Fixed-Interval
Variable-Ratio
Variable-Interval
Takes longer to learn new behaviors, but behavior is sustained over a longer
period of time
5 MOST EFFECTIVE REINFORCERS
WARREN
•
•
•
•
•
MONEY (Tangible Compensation)
RECOGNITION (Publicity, Praise)
FREEDOM (Autonomy, Discretion)
OPPORTUNITIES TO IMPROVE (Grow, Develop, Train)
INFLUENCE & POWER (Promotion)
CONCERNS WITH REINFORCERS
ARE REWARDS PERCEIVED AS IMPORTANT AND DESIRABLE?
CAN REWARDS BE GIVEN INCREMENTALLY AND FLEXIBLY?
CAN REWARDS BE GIVEN FREQUENTLY, OR DO THEY “WEAR OUT?”
ARE WORKERS LIKELY TO FEEL MANIPULATED?
WILL GIVING EXTRINSIC REWARDS ERODE INTRINSIC VALUES?
HOW TO ENCOURAGE EXCELLENCE?
ARE WE TAKING FULL ADVANTAGE OF THE REWARDS WE
CONTROL?
HAVE WE THOUGHT THROUGH THE FULL IMPACT THAT
OUR REWARD SYSTEM HAS ON THE ORGANIZATION?
DO EMPLOYEES HIGHLY VALUE THE REWARDS WE MAKE
AVAILABLE TO THEM?
DO EMPLOYEES KNOW WHAT THEY MUST DO TO OBTAIN
THESE REWARDS?
IN SHORT, DO WE REWARD EXCELLENCE OR MEDOCRITY?
WHAT ARE YOU REWARDING WITH YOUR
“PAY” SYSTEM?
•
•
•
•
•
TIME SPENT ON-THE JOB
LONGEVITY (SENIORITY) WITH THE FIRM
DEMONSTRATED SKILLS & COMPETENCIES
PAST ACHIEVEMENTS & ACCOMPLISHMENTS
CURRENT PERFORMANCE & PRODUCTIVITY
REMEMBER, YOU GET WHAT YOU REWARD!!
HOW MUCH OF EACH COMPENSATION DOLLAR SHOULD BE
PAID CONTINGENT ON PERFORMANCE?
5 % 10% 15% 25% 50% 100% ????
INCENTIVES AND PERFORMANCE-BASED
REWARDS
FOR INCENTIVES TO BE SUCCESSFUL
1.
2.
3.
4.
5.
6.
7.
PERFORMANCE INDICATORS MUST BE CLEARLY DEFINED
STANDARDS MUST BE CLEARLY COMMUNICATED TO WORKERS
WORKERS MUST BE ABLE TO INFLUENCE PERFORMANCE LEVELS
PERFORMANCE MUST BE ACCURATELY EVALUATED
REWARDS MUST BE BASED ON PERFORMANCE ACHIEVEMENT
REWARDS OFFERED MUST BE HIGHLY VALUED BY WORKERS
WORKERS AND MANAGEMENT MUST TRUST EACH OTHER
HOW TO ADMINISTER INCENTIVE PAY
A.
ADD IT TO THE REGULAR PAYCHECK
ONCE ACQUIRED…FOREVER PAID…NEVER IS “EARNED” AGAIN
INCENTIVE PAY MIXED WITH BASE PAY…WORKERS LOSE MOTIVATION
B.
PAY IT ALL OUT AS A LUMP-SUM AT ONE TIME
LARGE CASH OUTFLOWS ARE DIFFICULT FOR THE FIRM TO MANAGE
OPPOSED BY UNIONS BECAUSE ANNUAL WAGES DON’T GROW
“INCENTIVE” PLANS AND PERFORMANCE-BASED
REWARDS -- 1
1. SENIORITY & LONGEVITY SYSTEMS
• Rewards loyalty to the firm…not productivity or performance
• Workforce more likely to possess obsolete skills
• Increments must be granted each year (no limit or “cap”)
2. ACQUIRED SKILLS & KNOWLEDGE INCENTIVES
• The size of pay increments for each added skill
• Labor costs go up…but does productivity improve?
• Once all skills are mastered…what motivates the worker?
• There really aren’t any rewards for work performance
“INCENTIVE” PLANS AND PERFORMANCE-BASED
REWARDS -- 2
3.
•
•
•
•
PIECE RATES & COMMISSIONS
Setting “fair” standards
Changing standards and rates
Who controls work outcomes?
Are there rewards for all the essential duties of the job?
WHEN IS IT FEASIBLE TO USE PIECE RATES?
1.
2.
3.
4.
5.
6.
7.
8.
UNITS OF WORK ARE EASY TO DISTINGUISH AND MEASURE
QUALITY IS OF LESSER IMPORTANCE THAN QUANTITY
WORKER INVOLVEMENT IS A MAJOR DETERMINANT OF PRODUCTIVITY
THE WORKER CONTROLS WORK SPEED…NOT MACHINE-PACED
CLOSE SUPERVISION IS IMPRACTICAL
CHANGES IN WORK PROCESSES ARE INFREQUENT
YOU HAVE EXPERTS TO SET AND EVALUATE YOUR WORK STANDARDS
COMPETITION REQUIRES THAT UNIT LABOR COSTS BE PREDICTABLE
“INCENTIVE” PLANS AND PERFORMANCE-BASED
REWARDS -- 3
4.
MERIT REVIEW PLANS
WHY DO MERIT PLANS FAIL?
•
Appraisal ratings seem invalid or biased
–
–
•
•
APPROPRIATE MEASURES?
OBJECTIVITY OR RATERS?
Pay adjustments not seen as being related to performance
Supervisors more concerned about satisfaction than
performance
Incentives offered (type and size) aren’t motivating
•
–
–
•
ARE THESE REWARDS HIGHLY DESIRED?
SMALL INCREMENTS DO NOT MOTIVATE
Usually added to base pay as a percentage
–
•
(HAMNER, 75)
EARNED ONCE…KEPT FOREVER
Trust and openness about pay and merit increases is very low
“INCENTIVE” PLANS AND PERFORMANCE-BASED
REWARDS -- 4
5.
•
•
•
•
SUGGESTION SYSTEMS
Origin of the idea…who should get the credit?
Some workers can’t write their ideas down
Does management follow up on the ideas submitted?
Supervisors criticized…suggests they’re incompetent
6.
COST-REDUCTION (GAINSHARING) PLANS
–
•
•
•
•
•
SCANLON, KAISER, RUCKER, IMPROSHARE
Sensitive cost data must be revealed to workers
Middle management is left out
Unions use the system to criticize management
Usually a complex formula for distributing rewards
Weakened link between rewards & individual performance
“INCENTIVE” PLANS AND PERFORMANCE-BASED
REWARDS -- 5
7.
•
•
•
PROFIT-SHARING PLANS
Is there a real link to worker performance?
Impact of economic decline…what happens to motivation?
Determining the formula for distribution
8.
•
•
•
STOCK OWNERSHIP PLANS
Dilution of control over the company
Impact of changes in the tax laws and economic cycles
Any real link to worker performance?
9.
SPECIAL CONTESTS AND AWARDS
ABSENTEEISM, SALES PROMOTIONS, OUTSTANDING SERVICE AWARDS
•
Are the consequences of the spirit of competition anticipated?
JEALOUSY, UNCOOPERATIVENESS, COMPETITION WITHIN TEAMS AND GROUPS
•
•
Only the “Best” receives a reward…what about # 2?
Awards are often seen as “rights” (I earned it!), not as gifts
SOME APPLIED MOTIVATION CONCEPTS
USING GOALSETTING
MANAGEMENT BY OBJECTIVES (MBO)
SPECIFIC, SET GOALS?
EXPLICIT TIME PERIOD FOR ACCOMPLISHMENT?
PARTICIPATIVELY SET?
FEEDBACK MECHANISMS IN PLACE?
•
•
•
•
•
Are the objectives reasonable? …are they accepted?
More difficult goals can be accomplished if participatively set
Are significant rewards given for accomplished objectives?
Are significant portions of the job ignored because objectives cannot be
set and measured?
Does the culture accept the idea of individual evaluation and reward?
EMPLOYEE RECOGNITION PROGRAMS
“EMPLOYEE OF THE MONTH” AWARDS
VOTED BY PEERS / CUSTOMERS or PICKED BY THE SUPERVISOR?
INFORMALLY ACKNOWLEDGED or PUBLICLY CELEBRATED?
PRAISED or TANGIBLY REWARDED?
TYPES OF RECOGNITION
INSTANT, SPONTANEOUS VERBAL COMPLIMENT
PERSONALIZED WRITTEN NOTE / LETTER OF APPRECIATION
PLAQUE OR CERTIFICATE OF OUTSTANDING PERFORMANCE
POST PICTURE OF WINNER / GET SPECIAL PARKING SPOT
ARTICLE IN COMPANY NEWSLETTER
CASH AWARD OR VALUABLE GIFT
CAUTIONS
WAS THIS RECOGNITION LEGITIMATELY EARNED, OR IS IT FAVORITISM?
IF COLLABORATION WAS INVOLVED, HOW TO RECOGNIZE THE
CONTRIBUTION OF THE GROUP (ALL THE OTHERS) WHO HELPED YOU?
IS THERE A RULE THAT PREVENTS YOU FROM EARNING IT AGAIN?
EMPOWERMENT & PARTICIPATION
Empowerment
The process of enabling workers to set their own work
goals, make decisions, and solve problems within their
sphere of influence.
Participation
The process of giving employees a voice in making
decisions about their work.
– Areas of Participation for Employees
• Making decisions about their jobs (what to do and when)
• Making decisions about administrative matters.
• Participating in decision making about broader issues of
product quality.
EMPLOYEE INVOLVEMENT PLANS
PARTICIPATIVE MANAGEMENT
QUALITY CIRCLES
EMPLOYEE STOCK OWNERSHIP
SUGGESTION PLANS*
ALL OF THESE APPROACHES TRY TO “EMPOWER” THE WORKER
THIS MAY NOT FIT WELL WITH THE CULTURE & WORKER EXPECTATIONS
WHILE WORKERS MAY DESIRE TO BE INVOLVED IN DECISION-MAKING,
THEY MAY ALSO EXPECT THAT THEY SHOULD RECEIVE A REWARD
FOR DOING THIS FOR THE COMPANY…MANY PLANS DO NOT
PROVIDE TANGIBLE REWARDS FOR THESE SUGGESTIONS, ETC.
JOB REDESIGN POSSIBILITIES
MAKING THE WORK LESS BORING & MORE INTERESTING
JOB DESIGN
APPROACH
JOB SCOPE
(VARIETY)
JOB DEPTH
(AUTONOMY)
JOB SPECIALIZATION
LOW
LOW
JOB ROTATION
INCREASES
LOW
JOB ENLARGEMENT
INCREASES
LOW
AUTOMATION
LOW
INCREASES
JOB ENRICHMENT
INCREASES
INCREASES
--------------------------------------------------------WALKER & GUEST (52) SATISFACTION ON THE ASSEMBLY LINE
SATISFIED WITH:
PAY
WORKING CONDITIONS
QUALITY OF SUPERVISION
DISSATISFIED WITH:
MECHANICAL PACING OF THE LINE
REPETITIVE NATURE OF THE WORK
LOW SKILL REQMTS & DEMANDS
LIMITED SOCIAL INTERACTION
NO CONTROL OVER TOOLS, ETC
ONLY SEES A SMALL PART OF WORK
HERZBERG’S VERTICAL LOADING FACTORS
(ACHIEVEMENT, GROWTH, RECOGNITION, RESPONSIBILITY)
ACCOUNTABILITY—Held responsible for performance
ACHIEVEMENT---Doing something worthwhile (Meaningful)
FEEDBACK---Gets direct performance information
WORK PACE---Able to set own work speed and rhythm
CONTROL OVER RESOURCES---Controls how and when to do the job
PERSONAL GROWTH & DEVELOPMENT---Opportunity to learn new skills
HACKMAN’S IMPLEMENTING CONCEPTS
(Create a sense of MEANINGFULNESS, RESPONSIBILITY, & KNOWLEDGE)
COMBINE TASKS
FORM NATURAL WORK UNITS
ESTABLISH CLIENT RELATIONSHIPS
VERTICAL LOADING
OPEN FEEDBACK CHANNELS
SKILL VARIETY
TASK IDENTITY
TASK SIGNIFICANCE
AUTONOMY
FEEDBACK
SUCCESS IS MODERATED BY THE INDIVIDUAL’S “GROWTH-NEED” STRENGTH
DOES THE INDIVIDUAL WANT AN “ENRICHED JOB?” ARE THEY HIGH “N-ACH?”
CRITICISMS OF JOB ENRICHMENT
(JOB REDESIGN)
• HIGH COSTS
• TRAINING, DUPLICATE EQUIPMENT, PLANT REDESIGN
• SOME JOBS ARE ELIMINATED
• FEWER OPERATIVES, SUPERVISORS NEEDED
• ASSUMES WORKERS WANT RESPONSIBILITY, ETC.
• WHAT ABOUT WORKERS WITH LOW “N-ACH?”
• ENRICHMENT IS RELATIVE--EFFECTS MAY BE TEMPORARY
• DO WE NEED OCCASIONAL “BOOSTER SHOTS” TO KEEP GOING?
• SOME JOBS CAN’T BE ENRICHED
• WHAT DO WE DO TO AVOID JEALOUSY?
• USED AS A QUICK FIX FOR IMMEDIATE PROBLEMS
• HAVE WE REALLY CHANGED OUR PHILOSOPHY OF MGMT?
• IMPLEMENTED CHANGES ARE OFTEN WEAK & MODEST
• COMPROMISES FROM WHAT WAS PLANNED
• INNOVATIONS ARE ERODED & VANISH OVER TIME
WHEN MIGHT REDESIGN WORK?
1.
WHEN NEW UNITS ARE FIRST ESTABLISHED
NO PAST HISTORY TO DEAL WITH
NEW FACILITIES AND WORKERS
2.
WHEN THE SYSTEM BECOMES UNSTABLE
(Seizing the opportunity!)
TECHNOLOGICAL CHANGE
CHANGE IN SENIOR MANAGEMENT
NEW PRODUCT OR SERVICE INTRODUCED
LEGISLATIVE OR REGULATORY CHANGES
FLUCTUATIONS IN THE ECONOMY OR ENVIRONMENT
3.
WHEN THE IMMEDIATE MANAGER WANTS IT
LOCAL CHANGES (JUST WITHIN THE DEPARTMENT)
MICRO REDESIGN
MANAGEMENT MUST BE COMMITTED TO A NEW PHILOSOPHY
FLEXIBILITY & WORKER CONTROL
WORK SCHEDULE FLEXIBILITY
1. COMPRESSED WORK WEEK
WORKER FATIGUE
ISSUE OF OVERTIME
DIFFICULTIES IN WORK SCHEDULING
2.
FLEXTIME
SUPERVISION & COORDINATION IS MORE DIFFICULT
ADEQUATE COVERATE OF WORK---HOW TO SCHEDULE?
JOBS THAT REQUIRE ALL TO BE PRESENT
3.
JOB SHARING / PART-TIME WORK
COORDINATING WITH OTHER WORKERS
INCREASED COST OF BENEFITS
4.
TELECOMMUTING
NO CONTACTS WITH OTHER WORKERS—NO COORDINATION
NO SUPERVISION—NOT EASY TO GET HELP WHEN NEEDED
HOW PRODUCTIVE ARE YOU WHEN WORKING AT HOME?
ISSUE OF LIABILITY WHEN WORK IS DONE AT HOME
FLEXIBLE BENEFIT PLANS
(CAFETERIA BENEFIT PLANS)
TYPES OF FLEXIBLE PLANS
CORE
MODULAR ( BASE + PACKAGES)
FLEXIBLE SPENDING ACCOUNTS
HEALTH SAVINGS ACCOUNTS
ADVANTAGES
CAPS OR CONTAINS BENEFIT COSTS
RAISES CONSCIOUSNESS RE: BENEFIT COSTS
PROVIDES WORKERS ONLY THE BENEFITS THEY DESIRE
LIMITATIONS
COST OF BENEFITS FLUCTUATES (ADVERSE SELECTION)
PEOPLE MAKE IRRESPONSIBLE DECISIONS
IRS RULINGS & TAX LIABILITY ISSUES
BOOKKEEPING & ADMINISTRATIVE ISSUES
IMPLICATIONS OF THESE APPLICATIONS OF
MOTIVATION THEORY
Recognize Individual Differences
EVERYONE ISN’T MOTIVATED BY THE SAME THING
Use Objectives and Feedback
HELP WORKERS TO KNOW WHAT TO DO & HOW THEY’RE DOING
Employee Participation in Decisions that Affect Them
GIVES THE WORKERS A VOICE…EMPOWER THEM
Link Rewards to Performance
YOU ONLY GET WHAT YOU REWARD, SO BE CAREFUL
Check the Systems for Equity and Fairness
ADMINISTER REWARDS ON A FAIR & CONSISTENT BASIS