1. HRM 601 Organizational Behavior Session 6 Motivational Applications

2. Goals That Motivate Specific Goals Difficult Goals Goal Acceptance Goal Feedback

3. Why Goals Motivate Mobilize energy in relation to goal Focus attention towards goals attainment Encourages setting of action plans or strategies for goal attainment Encourages persistence until goal is attained

4. Enhancing Goal Acceptance Participation Rewards Supportiveness

5. Incentives for Individuals For Executives –Compensation tied to achieving strategic goals For Lower Level Employees –Tied to performance: bonuses, commissions, piecework

6. Incentives for Groups Team incentives Profit sharing Gain sharing Stock options

7. Where Pay Fails to Motivate Bonuses or merit pay is too small Non-existent link between pay and performance Performance appraisal is done poorly Effect of unions Adaptation problems

8. Effective Reward Systems Set high goals for performance Develop accurate ways to measure performance Train supervisors in performance appraisal Link pay to performance Make increases noticeable and meaningful

9. Hackman & Oldham’s Job Characteristics Model Core DimensionsPsychological StatesOutcomes Skill Variety Task Identity Task Signif. Autonomy Feedback Meaningfulness of Work Responsibility for outcomes Knowledge of Results High intrinsic motivation High job per- ormance High job satis- faction Low absentee ism & turnover

10. Moderating Variables for the Job Characteristics Model Growth need strength –job is a vehicle for personal growth, sense of achievement, avenue for feeling success Knowledge and skills Satisfaction with extrinsic aspects of work

11. Motivating Potential Score MPS = Skill Variety +Task Identity+Task Significance 3 X Autonomy X Feedback

12. Implementing Concepts for the Job Characteristics Model Combine tasks: Effects skill variety, task identity, & task significance Group tasks into natural work units: Effects task significance and task identity Give workers contact with customers: Effects skill variety, autonomy, feedback Vertically load jobs: Effects autonomy Open feedback channels: Effects feedback

13. Criticisms of the Job Characteristics Model Job characteristics are not distinct Link to critical psychological states is not clear Individual differences have an important effect Job outcomes are not clearly linked to job characteristics

14. Designing Jobs for Teams Team has to be an identifiable group, doing a specified piece of work, and be self- managing Key behaviors: Ask for ideas, give suggestions,. listen to others, share information, help others Manager’s role: Make alterations needed for effective group performance, consult

15. Business Process Re-engineering The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as quality, service and speed. (Hammer & Champy, 1993)

16. What BPR Is & Is Not Deals with business processes (work activities with a beginning & end with inputs & outputs) Process is difficult to see Does not deal with structure Structure is easily seen Not replacement of computer systems Not technology initiated Not a piecemeal approach

17. Role of Technology in BPR Re-engineering originally used with change in software systems or hardware These changes in Information Technology often accompany BPR Information technology support BPR and enables the reconstruction of work

18. Demand -Control Model of Job Strain Decision latitude and psychological demands Job strain level and activity level Interaction of demands and decision making Social support

19. Decision Latitude and Psychological Demands Decision latitudes - Combination of decision making authority and opportunity to use and develop skills on the job Psychological demands - The mental workload or intellectual requirements of the job

20. Job Strain Level and Activity Level Job strain level - level of stress derived from the workplace. Job strain relates positively to feelings of passivity and helplessness on the job Activity level - Level of job demands in relation to decision latitude. –High activity - lawyers, engineers, teachers, nurses –Low activity - clerks, janitors

21. Interaction of Demands & Decision Making Job demands HighLow Job Decision Latitude High Low Low Strain High Strain Active Passive Risk of psychological strain & illness Active learning, etc.

22. Social Support Buffering effect on job strain Social isolation carries risk Social isolation with high strain carries higher risk