1. Motivation and Job Design MGMT 550, Spring 2000 Maggie Kolkena

2. Check-In 1. Learning Application: apply the reading to your world 2. Rate your job: on a scale from 1-10 how well is your job designed?

3. Objectives Review theories of motivation Examine elements of job design Introduce Socio-Tech design Analyze real jobs Communication in Virtual Teams

4. How do I motivate my employees?

5. Attribution Theory and Motivation Perception is reality Managers perceive that one thing or another motivates an employee Attribution Theory: one’s beliefs influence our actions

6. Theories of Motivation

7. Maslow’s Hierarchy of Needs Physiological Needs Security Needs Ego/Self-esteem Needs Social Needs Self-Actualization Needs Basic Needs Higher Order Needs

8. Herzberg’s Motivator-Hygiene Theory Hygiene Motivators Factors that contribute to job DISSATISFACTION Factors that contribute to job SATISFACTION Higher Order Needs Basic Needs

9. Goal Setting Theory Locke and Latham’s High Performance Cycle MBO

10. Rewards and Motivation Extrinsic and intrinsic rewards: Gainsharing Kerr: The Folly of Rewarding A While Hoping for B Alfie Kohn: Punished by Rewards

11. Job Design

12. Cummings and Worley Org Design Group Design Personal Characteristics Inputs Individual Effectiveness e.g. performance, absenteeism, job satisfaction, personal development Outputs Task Significance Task Identity Skill Variety Autonomy Feedback: Results Design Components

13. Org Design and Job Design Environment: Customer (needs) – Technology (assets required to compete) – Task Design: Structure (roles, integrating mechanisms) - Systems (methods, computer systems etc) - Staff (experts) - Social Design: Style (work habits) – Shared values (beliefs) – Organization Requirements: Strategy (value proposition, goals) – Skills (individual, team and institutional) -

14. Background of Socio-Tech Tavistock and the Redfield experiments Trist:Organization Choice Davis: job centered approach Emerged when traditional job design focused more on the task requirements

15. Socio-Tech Social Requirements Technological Requirements Goal: JOINT OPTIMIZATION

16. Social/Psychological Requirements Growth Needs High Growth Needs Low Social Needs High Social Needs Low

17. Technological Requirements High Task Uncertainty Low Task Uncertainty High Technical Interdependence Low Technical Interdependence

18. Socio-Tech Requirements High Growth Needs & Task Uncertainty Low Growth Needs & Task Uncertainty High Technical Interdependence & Social Needs Low Technical Interdependence & Social Needs Traditional Job Design: Low variety Low discretion Routinized Traditional Group Design: Specified roles External supervision Planned interaction Job Enrichment: Variety & discretion Feedback Challenge Self-Regulating Groups: Task differentiation Task control Boundary control

19. Application From equal size teams around the “worst” jobs Analyze the job using models from Chapter 4, Cummings & Worley and/or Socio-Tech Develop recommendations to improve the job Present your work

20. Communications & Virtual Teams

21. Research on Virtual Teams Working face-to-face is necessary to form relationships and to become familiar with one another’s work style and temperament. Valuable and informal team-building sessions occur outside business hours. Informal meetings help team members’ size up each other. "It’s important to develop some level of trust and relationship before you can move into electronic communication," says a Lotus representative. Some companies regularly have a face-to-face "bonding fest" to kickoff a new project that will be completed by virtual team members. Geber, B. (1995, April). Virtual Teams

22. Trust on Virtual Teams A "new sociology of organizations “Swift trust" De-emphasizes the interpersonal dimensions Based initially on broad categorical social structures and later on action“ Professional reputation and integrity of the team members that warrants trusting each other right from the outset. (Jarvenpaa & Leidner, 1998)

23. Knowledge Management DataInformation (organized data) Knowledge (interpreted information)

24. Knowledge Management & Virtual Teams Needs Sharing information to build trust Making tacit knowledge explicit How to Operationalize? Organization priority (Chevron: "the single most important employee activity“) Incent Others?