1. Managing Productivity: Established Approaches
Management
C H A P T E R 16
Managing Productivity: Established Approaches
Organizational Behavior
An Integrated Perspective
Jon L. Pierce & Donald G. Gardner with Randall B. Dunham
PowerPoint Presentation by Charlie Cook
Copyright © 2002 by South-Western

2. Part IV Managing in the 21st Century • Managing Productivity:
Established Approaches
Contemporary Approaches
Change and Development
Copyright © 2002 by South-Western

3. Learning Objectives Summarize reinforcement theory.
Discuss organizational behavior modification.
Explain how to use behavior modification in the workplace.
Discuss your views on the ethics of organizational behavior modification.
Distinguish between the craft, classical, and job characteristics approaches to job design.
Compare and contrast job enlargement and job enrichment.
Describe the Job Characteristics Model, and summarize how job design affects employee attitudes, motivation, and behavior.
Discuss the self-management approach to job design.
Copyright © 2002 by South-Western

4. Organizational Behavior Modification
Reinforcement theory (operant conditioning)
Behaviors that result in desirable consequences are repeated and behaviors that produce undesirable outcomes are avoided.
Reinforcement—when a consequence makes a behavior more likely to be repeated.
Extinction—when a consequence makes a response less likely to be repeated.
Stimulus
Response
Consequence (Outcome)
Copyright © 2002 by South-Western

5. Organizational Behavior Modification
Organizational behavior modification (OBM)
The systematic application of operant conditioning theory to manage workplace behavior.
Extends operant theory to include consideration of behavioral changes in anticipation of future stimulus-response-consequences sequences.
Recognizes social learning— learning from others’ behaviors and consequences.
Copyright © 2002 by South-Western

6. Organizational Behavior Modification Outcomes
Stimulus
Response
Intrinsic Outcome (Internal)
Consequences
Extrinsic Outcome (External)
Copyright © 2002 by South-Western

7. Organizational Behavior Modification (cont’d)
Implementing an OBM program
Step 1: Identify desired performance behaviors
Step 2: Determine the base rate of performance
Step 3: Identify existing contingencies
Step 4: Select an intervention strategy
Step 5: Evaluate
Copyright © 2002 by South-Western

8. Organizational Behavior Modification (cont’d)
Effects of OBM programs (examples)
Using pay as positive reinforcement.
“Docking” pay as punishment.
Improving performance to get the boss “off your back” is negative reinforcement.
Using reinforcement schedules to speed up and motivate learning during training.
Providing physical hazard warning stimulus in factories and aircraft.
Copyright © 2002 by South-Western

9. An Inside Look—OBM Improves Beaver Trapping
No OBM 2
1.8
Continuous
Reinforcement
4:1 Variable
Ratio
1.6
1.4
1.2 1
0.8
0.6
0.4
0.2
Beavers Trapped Per Hour
Source: L. M. Saari and G. P. Latham Employee reactions to continuous and variable reinforcement schedules involving a monetary incentive. Journal of Applied Psychology 67:506–507.
FIGURE16–1
Copyright © 2002 by South-Western

10. Organizational Behavior Modification (cont’d)
The ethics of OBM
Are attempts to modify behaviors ethical?
What must be done to ensure that OBM is used in an ethical manner?
What is the difference between manipulating behavior and assisting employees to become better organizational members?
Copyright © 2002 by South-Western

11. Job and Work Design Job (work) design
The process by which tasks are combined to form a job.
The formal and informal specification of task-related activities assigned to and carried out by a worker.
The inherent nature and character of the work performed.
Copyright © 2002 by South-Western

12. Job and Work Design (cont’d)
The craft approach
A single skilled worker designed and built products one at a time from beginning to end.
Copyright © 2002 by South-Western

13. Job and Work Design (cont’d)
The classical approach
Work is divided into a small number of simple, repetitive, and standardized tasks.
Adam Smith’s reasons for using the classical approach:
Worker skill and dexterity improves over time.
Time savings and production gains from not changing from one activity to another.
Innovations developed by specialized workers.
Specialized equipment can be developed.
Training time and costs are reduced.
Copyright © 2002 by South-Western

14. Job and Work Design (cont’d)
Scientific management (Taylor)
Division of labor used to:
Separate management from rank and file.
Create functional supervision within the managerial ranks.
Functionally supervise the rank and file.
Implement vertical specialization that removes planning and controlling activities from production employees.
Implement horizontal specialization that creates many low-skill-level, short-time cycle repetitive jobs.
Copyright © 2002 by South-Western

15. Job and Work Design (cont’d)
Scientific management (cont’d)
Problems created by the division of labor approach:
Physical withdrawal—absenteeism
Psychological withdrawal—low job satisfaction
Physical resistance—work slowdowns, horseplay
The curse of the classical job design model
Simplified
Work
Perceptions
of Sameness
(Monotony)
Feelings of
Boredom and
Dissatisfaction
Dysfunctional
Behavior
FIGURE 16–2
Copyright © 2002 by South-Western

16. Job and Work Design (cont’d)
The transition from classical job design
Behavioral School
An approach to job design that had a “human face.”
Productivity could be attained by making the job more interesting.
Enlarged and enriched jobs are favorably associated with intrinsic motivation, job satisfaction, work attendance, and performance.
Copyright © 2002 by South-Western

17. Job and Work Design (cont’d)
The job enlargement approach
The process of adding breadth to a job by increasing the number and variety of activities performed by an employee (horizontal loading).
Copyright © 2002 by South-Western

18. Job and Work Design (cont’d)
The job enrichment approach (Herzberg)
The process of adding depth to a job by adding “managerial” activities to the employee’s responsibilities (vertical loading).
Hygiene factors (pay and safe working conditions) do not motivate or create long-term satisfaction.
Motivator factors satisfy and motivate employees:
Accountability, achievement, control, feedback, personal growth and development, and work pace
Copyright © 2002 by South-Western

19. Job Characteristics Model
Core Job
Characteristics
Experienced
Psychological States
Individual Differences
Personal and
Work Outcomes
Skill Variety
Task Identity
Task Significance
Task Autonomy
Job Feedback
Meaningfulness
of Work
Responsibility for
Work Outcome
Knowledge of
Results
Employee Growth-
Need Strength
High Internal
Work Motivation
High-Quality Work
Performance
Low Absenteeism
and Turnover
Source: J. R. Hackman and G. R. Oldham Motivation through the design of work: Test of a theory, Organizational Behavior and Human Performance 16:250–279.
FIGURE 16–3
Copyright © 2002 by South-Western

20. The Relationship Between Job Complexity and Psychological Ownership
Dimensions of
Job Complexity:
Routes to
Psychological Ownership:
Autonomy
Task Identity
Personal Control
Investment of Self
Psychological
Ownership
Intimate Knowing
Feedback
FIGURE 16–4
Copyright © 2002 by South-Western

21. Job and Work Design (cont’d)
Current job design issues
Individual characteristics
Technology
Work unit design
Leader behavior
Copyright © 2002 by South-Western

22. An Interdisciplinary Job Design Model
Mechanistic
Motivational
Biological
Perceptual/motor
Copyright © 2002 by South-Western

23. Job and Work Design (cont’d)
The self-managing team approach
Establishing groups of workers who collaborate in the management and performance of their work.
Work in a self-managed group is designed to offer variety, autonomy, significance, task identity, feedback and opportunities for human interaction.
Copyright © 2002 by South-Western

24. The Leader During a Team’s Four Stages
Start-up team L
Stage 2:
Transitional team
Stage 3:
Well-trained, experienced team
Stage 4:
Well-trained, mature team
Source: C. C. Manz and J. W. Newstrom Self-managing teams in a paper mill: The external leadership of self-managing teams. International Human Resources Management Review, 1:52.
Copyright © 2002 by South-Western