Transcript Document 7661422

MOTIVATION
Job Design and Involvement
HERZBERG


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Movement vs. Motivation
KITA
What’s wrong with KITA? With movement?
TYPES OF MOTIVATION

Extrinsic Motivation:
 "What
gets rewarded gets done"
 Based on extrinsic/tangible rewards

Intrinsic Motivation:
 "What
is rewarding gets done"
 Based on intrinsic/intangible rewards
Job Design
(Taylor’s) scientific management
 Job enlargement
 Job rotation
 Job enrichment (Herzberg)

 Hygienes
(salary, relationships, setting...)
 Motivators (responsibility, achievement,
recognition…)
Dissatisfied
Neutral
Motivated
Job Characteristics Model
Core Job
Dimensions
Skill Variety
Task Identity
Task Significance
Critical Psychological States
Experienced
Meaningfulness
of Work
Autonomy
Experienced
Responsibility for
Outcomes of Work
Feedback
Knowledge of
Actual Results of
Work Activities
Personal &
Work
Outcomes
High Internal
Work Motivation
High-quality
Work Performance
High Satisfaction
with Work
Low Absenteeism
& Turnover
IMPLEMENTING
CONCEPTS
CORE JOB
DIMENSIONS
Combining Tasks
Skill Variety
Forming Natural
Work Units
Task Identity
CRITICAL
PSYCHOLOGICAL
STATES
Experienced
Meaningfulness
PERSONAL
WORK
OUTCOMES
High Internal
Work Motivation
Task Significance
Establishing
Client
Relationships
Autonomy
Experienced
Responsibility
for Outcomes
of Work
High Satisfaction
with the Work
Vertical Loading
Opening Feedback
Channels
High Quality
Work Performance
Feedback
Knowledge of the
Actual Results of
Work activities
- STRENGTH OF EMPLOYEE’S
GROWTH NEEDS
- KNOWLEDGE & SKILLS
- CONTEXT SATISFACTION
Low Absenteeism
and turnover
PPG
I.
II.
III.
IV.
What and why of a self-directed work force.
The self-directed employee
Evaluation of the assessment center process
The tensions at Berea
I. What and why

“A self-managed work system is one which is
designed to produce high levels of employee
involvement and motivation through enriched
jobs, shared authority and decision making,
team-based organization structures, and open
communications.”
David A. Garvin in Understanding Self-Managing Work Systems
II. The Self-directed employee
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PPG developed an assessment center and
used extensive simulations and
interviews to find the right employees.
What was it that they were really looking
for?
III. Assessment Center Process
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Do you think the assessment center and
simulations are effective? Are there any
flaws?
IV. The tensions at Brea

What are the fundamental tensions at the
Brea plant?
IV. The tensions at Brea
What are the fundamental tensions at the
Brea plant?
 Where do you draw the line about which
decisions employees should and should not
make?
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Production Tasks
Personnel Functions
Prepare & Maintain Cost budget
Set production/team goals
Work with external
customers/suppliers
Select production/work methods
Implement process improvements
Perform routine equip maintenance
Stop production to address quality
concerns
Work with internal customers and
suppliers
Assign daily tasks to work team
members
Maintain safety and housekeeping
Make compensation decisions
Handle performance appraisals
Handle individual performance
problems
Select team members
Determine & address training needs
Handle vacation scheduling
IV. The tensions at Brea
What are the fundamental tensions at the
Brea plant?
 Where do you draw the line about which
decisions employees should and should not
make?
 Why is there so much grumbling going on
at the plant?
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