Motivation in PracticeOrganizational Behavior – Session 11

Dr. S. B. Alavi, 2009.

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Table of Contents

• Job Characteristics Model• Development and Motivation in Practice

– Possible Forms of Job Rotation– Individual and Organizational Perspectives of

Career Planning

• Management by Objectives– Steps– A SMART Objective Is One That Is

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Job Characteristics Model

• Skill variety: – the extent to which the job requires a variety of

activities;• Task identity:

– the extent to which the job requires completion of a whole and identifiable piece of work;

• Task significance: – the extent to which a job has a substantial effect

on the work of other employees;

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Job Characteristics Model (con.)

• Autonomy: – the extent to which the job provides substantial

independence and freedom in determining and performing tasks;

• Feedback: – the degree to which carrying out the job results

in receiving direct and clear information about the progress and effectiveness of the performance

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HCore Job Characteristics

Critical Psychological

State

Core Job Characteristics

Skill Variety

Task Identity

Task Significance

Task Identity

Feedback

Experienced Meaningful of

Work

Experienced Responsibility for Work Outcome

Knowledge of the Results

High Internal Work Motivation

High Growth Job Satisfaction

High General Job Satisfaction

High Work Effectiveness

Low Absenteeism Rate

Employee’s growth needs strength

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Job Characteristics Model (con.)

Job Motivation =

meaningfulness of the work × responsibility × regulation

Skill variety, task identity, task significance autonomy feedback

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Job Characteristics Model (con.)

• Job characteristics model must be considered

during organizing processes.

• Survey methodology can be used to ensure that motivational aspects of job design have been met.

• Organizing needs to be carried out in terms of both structural and motivational perspectives.

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Development and motivation in practice• Job rotation:

– assigning new job when it is no longer challenging.

• Job enlargement: – Expanding job horizontally; increasing the variety of

tasks.

• Job enrichment: – Expanding job vertically; increasing authority and

giving more responsibility; allowing to perform a complete task.

• Career planning: – Providing a clear plan of employees’ future career.

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Possible forms of job rotation

• Project Rotation: – where the employees maintain their regular job

while rotating through various special projects.

• Half Time Or One Day A Week Rotation: – based on an allocation of time where an employee

works at their regular job for specific period (like mornings) and during the rest of the day they rotate to another department or project.

• Cross Functional Rotation: – moves people between distinct business units in

order to explore a wider range of experiences.

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Management by objectives

• MBO refers to a participative process of goal setting.

• Goals must be tangible

and measurable.

Overall Objective

Divisional Objective

Departmental Objective

Individual Objective

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Management by objectives (con.)

• Steps– Specificity– Participative decision making– Explicit time period– Performance feedback

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Management by objectives (con.)

• SMART objectives

Specific Measurable

Time Framed

Achievable

Relevant

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Management by objectives (con.)

• Specific – the goal and methods are clearly defined. – Is there a description of a precise or specific behavior / outcome

which is linked to a rate, number, percentage or frequency?• Measurable

– the objectives are measured numerically– Is there a reliable system in place to measure progress towards

the achievement of the objective?• Achievable

– humanly possible, and the project has all the required resources– With a reasonable amount of effort and application can the

objective be achieved?• Relevant

– Can the people with whom the objective is set make an impact on the situation?

• Time framed – set deadlines– Is there a finish and/or a start date clearly stated or defined?

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A Motivated Person