Motivation - III

8/12/2019 Motivation - III

1/18

Motivation Dr. M. Chaudhuri 1

Motivating Professionals

How are professionals different?

Receive a great deal of intrinsic

satisfaction from their work. Strong and long-term commitment to their

field of expertise.

Well paid/Chief reward is work itself. Value support.

More focused on work as central life interest.


2/18


Motivating Professionals

How do we motivate professionals?

Provide challenging projects

Give them autonomy to follow interests andstructure work.

Reward with educational opportunities.

Recognize their contributions.


3/18


Motivating Contingent

Workers

No simple solutions to motivating contingent

workers.

Contingent or temporary workers have little or nojob security/stability; therefore, they dont identify

with the organization or display the commitment of

permanent employees.

Contingent or temporary workers are typically

provided with little or no health care, pensions, or

similar benefits.


4/18


Motivating Contingent

Workers

Greatest motivating factor is the

opportunity to gain permanent

employment. Motivation is also increased if the

employee sees that the job he or she is

doing for the firm can develop saleableskills.


5/18


Motivating Low-Skilled

Service Workers

Many people have jobs with pay levels nearminimum wage

To motivate Employees want more respect

Make jobs more appealing

Raise pay levels

Find unusual ways to motivate: Flexible work schedules

Broader responsibility for inventory, scheduling, and hiring

Creation of a family atmosphere among employees


6/18


Motivating Unionized

Employees

Constraints of contract affect some forms of

rewards

Some unions against pay-for-performance Additional ideas

Create better work environments

Show appreciation

Provide opportunities for training and advancement

Listen to employees concerns


7/18


Motivating Public Sector

Employees

Special challenge

Much work is service-oriented, harder to

measure productivity Hard to link rewards to performance

What to do

Goal setting helps Goal difficulty and goal specificity help improve

motivation


8/18


Cross-Cultural Differences

in Motivation

Canada and US rely on extrinsic rewardsmore than other countries

Japan and Germany rarely use individualincentives

Japan emphasizes group rewards

China more likely to give bonuses toeveryone


9/18


Are Rewards Overrated?

Cognitive Evaluation Theory

Allocating extrinsic rewards for behaviour that

had been previously intrinsically rewarding tends

to decrease the overall level of motivation.

When extrinsic rewards are used by

organizations as payoffs for superior

performance, the intrinsic rewards, which are

derived from individuals doing what they like, arereduced. This may be due to a perceived loss of

control over ones own behaviour.


10/18


Abolishing Rewards

Alfie Kohn suggests that organizations should

focus less on rewards, more on creating

motivating environments

Abolish incentives

Re-evaluate evaluation

Create conditions for authentic motivation

Collaboration Content

Choice


11/18


Implications

Recognize Individual Differences

Employees have different needs.

Dont treat them all alike. Spend the time necessary to understand

whats important to each employee.

Use Goals and Feedback

Allow Employees to Participate inDecisions That Affect Them


12/18


Integrating

Contemporary

Theories of

Motivation


13/18


The Job Characteristics Model

- Hackman Oldham (1976)

Skill VarietyThe degree to which the job requires a varietyof different activities

Task IdentityThe degree to which the job requirescompletion of a whole and identifiable piece of work

Task SignificanceThe degree to which the job has a

substantial impact on the lives or work of other people AutonomyThe degree to which the job provides

substantial freedom and discretion to the individual inscheduling the work and in determining the procedures to beused in carrying it out

FeedbackThe degree to which carrying out the workactivities required by a job results in the individual obtainingdirect and clear information about the effectiveness of his orher performance


14/18


Core Job

Dimensions

Critical

Psychological States

Personal and Work

Outcomes

Skill Variety

Task Identity

Task Significance

Experienced

meaningfulness

of the work

Autonomy

Experienced

responsibility for

outcomes of the work

Feedback

Knowledge of the

actual results ofthe work activities

Employee growth-

need strength

Employee growth-

need strength

High internal

work motivation

High-quality

work performance

Low absenteeismand turnover

High satisfaction

with the work


15/18


Motivating Potential ScoreCombined predictive index based on the five core jobdimensions

Debate around the five core dimensions, additive andmultiplicative properties of the motivating potential score,and the validity of growth-need strength as a moderating

variable

People who work on jobs with high core job dimensions aregenerally motivated, satisfied, and productive than are

those who do not

Job dimensions operate through the psychological states ininfluencing personal and work outcome variables ratherthan influencing them directly


16/18


Work Redesign Options

Job Rotationthe periodic shifting of a worker from one task

to anotherSame job becomes monotonous and overroutinized

Other job requires similar skill sets

Increases motivation through diversification

Increases flexibility/change and helps avoid layoffsIncreases training costs

Low productivity in initial stages

Disruptions in adjustments

More mentoring and monitoring required Job Enlargementthe horizontal expansion of jobs

Increases number and variety of tasks within a job

Adds diversity but not challenge or meaningfulness


17/18


Work Redesign Options (contd.)

Job Enrichmentthe vertical expansion of jobs

Increases the degree of control in planning, execution as wellas evaluation of work

Increases freedom, responsibility and feedback

Better and optimum utilization of resources

Reduces absenteeism and turnoverIncreases satisfaction and productivity

Team-Based Work DesignsPerformance improves when:

Task requires variety of high level skills

Meaningful work with visible outcomeOutcomes have significant consequences for others

Autonomy to decide how to do the work

Regular, trustworthy performance feedback


18/18


Work Schedule Options

Flextimeemployees work during a common core time periodeach day but have discretion in forming their total workday from

a flexible set of hours outside the coreReduced absenteeism, overtime expenses

Increased productivity, autonomy and responsibility

Job Sharingthe practice of having two or more people split a

40-hour-a-week jobTalents of more than one individual

Good for people who cant work on full-time basis

Helps avoid layoffs due to overstaffing

Telecommutingemployees do their work at home on acomputer that is linked to their office

No commuting, flexible hours, higher productivity, reducedoffice-space costs

Difficulty in supervision and coordination

Motivation - III

Documents

Transcript of Motivation - III