Transcript Management, 6e Schermerhorn

Core Concepts of Management
Schermerhorn
Prepared by
Cheryl Wyrick
California State Polytechnic University Pomona
John Wiley & Sons, Inc
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Chapter 12
Motivation and Job Design
 Planning Ahead
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How do needs influence motivation?
What do the process theories say about motivation?
What role does reinforcement play in motivation?
How can motivating jobs be designed?
How can motivating work schedules be arranged?
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Motivation and Human Needs
 Hierarchy of Needs Theory
– Developed by Abraham Maslow
– Lower order and higher order needs affect
behavior
• deficit principle
– satisfied need is not a motivator of behavior
• progression principle
– need at one level does not become activated until the next
lower need is satisfied
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Motivation and Human Needs
 Two-Factor Theory
– Developed by Frederick Herzberg
• satisfier factors (job content)
– things related to the nature of the job itself
– source of job satisfaction and motivation
• hygiene factors (job context)
– things related more to the work setting
– source of job dissatisfaction
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Motivation and Human Needs
 Acquired Needs Theory
– Developed by David McClelland
• Need for Achievement (nAch)
– desire to do something better, solve problems, master
complex tasks
• Need for Power (nPower)
– desire to control, influence or be responsible for others
• Need for Affiliation (nAff)
– desire to establish and maintain friendly relations with
others
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Content Theories of Motivation
 Acquired Needs Theory
– People develop these needs over time
– Each need is associated with a distinct set of
work preferences
• managers are encouraged to recognize the strength
of each need in themselves and others
• create work environments responsive to the strength
of each need
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Content Theories of Motivation
 Acquired Needs Theory (con’t)
– Two types of power
• personal
– manipulation for personal gratification
• social
– directed towards group or organizational objectives
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Process Theories of Motivation
 Equity Theory
– Developed by J. Stacy Adams
• Perceived inequity is a motivating state
– People who feel underpaid experience a sense of anger.
– People who feel overpaid experience a sense of guilt.
• People respond to perceived inequity by changing:
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work inputs
rewards received
comparison points
situation
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Process Theories of Motivation
 Expectancy Theory
– Developed by Victor Vroom
• expectancy - working hard will
result in desired level of
performance
• instrumentality - successful
performance will be followed by
rewards
• valence - value of rewards and
other work related outcomes
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Process Theories of Motivation
 Expectancy Theory (con’t)
– Motivation (M), expectancy (E),
instrumentality (I) and valence (V) are related
to another in a multiplicative fashion
M=ExIxV
– If either E, I or V is low, motivation will
be low!
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Process Theories of Motivation
 Goal-Setting Theory
– Developed by Edwin Locke
– Task goals are clear and desirable performance
targets.
– Motivational effects of task goals:
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Provide direction to people in their work.
Clarify performance expectations.
Establish a frame of reference for feedback.
Provide a foundation for behavioral selfmanagement.
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Reinforcement Theory of
Motivation
 Fundamentals of reinforcement theory:
– Reinforcement theory focuses on the impact of external
environmental consequences on behavior.
– Law of effect—impact of type of consequence on future
behavior.
– Operant conditioning:
• Developed by B.F. Skinner
• Applies law of effect to control behavior by manipulating its
consequences.
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Reinforcement Theory of
Motivation
 Operant conditioning strategies:
– Positive reinforcement
• Increases the frequency of a behavior through the
contingent presentation of a pleasant consequence.
– Negative reinforcement
• Increases the frequency of a behavior through the
contingent removal of an unpleasant consequence.
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Reinforcement Theory of
Motivation
 Operant conditioning strategies:
– Punishment
• Decreases the frequency of a behavior through the
contingent presentation of an unpleasant
consequence.
– Extinction
• Decreases the frequency of a behavior through the
contingent removal of a pleasant consequence.
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Reinforcement Theory of
Motivation
 Guidelines for using positive reinforcement
– Clearly identify desired work behaviors.
– Maintain a diverse inventory of rewards.
– Inform everyone about what must be done to
get rewards.
– Recognize individual differences when
allocating rewards.
– Follow the laws of immediate and contingent
reinforcement.
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Reinforcement Theory of
Motivation
 Guidelines for using punishment:
– Tell the person what is being done wrong.
– Tell the person what is being done right.
– Match the punishment to the behavior.
– Administer punishment in private.
– Follow the laws of immediate and contingent
reinforcement.
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Motivation and Job Design
 Job
– collection of tasks performed in support of
organizational objectives
 Job Design
– process of creating or defining jobs by
assigning specific work tasks to individuals and
groups
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Motivation and Job Design
 Job Performance
– quantity and quality of tasks accomplished by
an individual or group at work
• value-added criterion
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•Motivation and Job Design
 Job Satisfaction
– degree to which an individual feels positively
or negatively about various aspects of the job
• less turnover and absenteeism among satisfied
workers
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•Motivation and Job Design
 Job Simplification
– standardizing work procedures
– employing people in well-defined tasks
– can result in boredom
– extreme form is automation
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Motivation and Job Design
 Job Rotation and Job Enlargement
– Job Rotation
• increases task variety by shifting workers between
different jobs
– regular
– periodically
• keeps managers informed about job demands
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Motivation and Job Design
 Job Rotation and Job Enlargement
– Job Enlargement
• increases task variety by combining two or more
tasks previously assigned to other workers
– horizontal loading
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Motivation and Job Design
 Job Enrichment
– building more opportunities for satisfaction into
a job
• job depth (vertical loading)
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Motivation and Job Design
 Job Characteristics Model
– diagnostic approach to job enrichment
– five core job characteristics
– job high in core characteristics is enriched
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Motivation and Job Design
 Core Characteristics of Job Characteristics
Model
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skill variety
task identity
task significance
autonomy
feedback
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Motivation and Job Design
 Improving Core Characteristics
– form natural work units
– combine tasks
– establish client relationships
– open feedback channels
– practice vertical loading
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Alternative Work Arrangements
Compressed Workweek
– schedule that allows a full-time job to be
completed in less than standard 5 days of
8-hour shifts
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Alternative Work Arrangements
4-40 (also known as 4-10)
– employees work 4 days, 10 hours each
day
– increased leisure time, lower commuting
costs
– increased fatigue, family scheduling
problems, union objections
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Alternative Work Arrangements
Flexible Working Hours
– any work schedule which gives
employees some choice in daily work
hours
• core time - all employees must be at work
• allows employees to schedule around
personal and family responsibilities
• daily, weekly or monthly arrangements
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Alternative Work Arrangements
 Job Sharing
– One full-time job is split between two or more
persons.
– Organizations benefit by employing talented
people who would otherwise be unable to work.
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Alternative Work Arrangements
Telecommuting
– work arrangement that allows a portion of
scheduled work hours to be completed
outside of the office
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Alternative Work Arrangements
Telecommuting
– Advantages
• reduced commuting
• increase productivity
• fewer work distractions
• flexible hours
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Alternative Work Arrangements
Telecommuting
– Disadvantages
• loss of visibility for promotion
• working too much
• difficulty separating work and personal life
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Independent Contracting and
Part-Time Work
 Independent Contracting
– specific tasks or projects are assigned to
outsiders
 Contingency Workers (permatemps)
– part-timers who supplement full-time
workforce, often on a long term basis
– increase staffing flexibility
– often paid less, receive fewer benefits
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