Chapter 11
-
Upload
jackie72 -
Category
Technology
-
view
779 -
download
0
description
Transcript of Chapter 11
![Page 1: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/1.jpg)
Chapter 112 of the Top 3 Most Useful
Theories in Org BehaviorManaging Performance
through Job Design
and Goal Setting
![Page 2: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/2.jpg)
Scientific Management A set of principles and practices designed to
increase the performance of individual workers by stressing job simplification and job specialization.
Job simplification: The breaking up of the work that needs to be performed in an organization into the smallest identifiable tasks.
Job specialization: The assignment of workers to perform small, simple tasks.
Time and motion studies: Studies that reveal exactly how long it takes to perform a task and the best way to perform it.
44
![Page 3: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/3.jpg)
Scientific Management in Practice Pay is the principal outcome used to
motivate workers to contribute their inputs. Piece-rate pay system
Scientific management focuses exclusively on extrinsic motivation and ignores the important role of intrinsic motivation.
Specific disadvantages: Workers may feel that they have lost control
over their work behaviors. Workers may feel as if they are part of a
machine and are treated as such. Workers have no opportunity to develop and
acquire new skills.
55
![Page 4: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/4.jpg)
Job Design When employees complain about job characte
ristics Background on Job Design
Job Rotation Job Enlargement New Challenges
Job Enrichment
![Page 5: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/5.jpg)
Job Design(Continued)
![Page 6: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/6.jpg)
Job Design(Continued)
![Page 7: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/7.jpg)
Job Design(Continued)
![Page 8: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/8.jpg)
Ways to Redesign Jobs
Combine tasks so that aworker is responsible fordoing a piece of work fromstart to finish.
Skill varietyTask identityTask significance
A production worker is responsible for assembling a whole bicycle, not just attachingthe handlebars.
Group tasks into natural workunits so that workers areresponsible for an entire setof important activities rather than just a part of them.
Task identityTask significance
A computer programmer handles allprogramming requests from one division instead of one type of request from severaldifferent divisions.
Allow workers to interact withcustomers or clients, and make workers responsible formanaging these relationshipsand satisfying customers.
Skill varietyAutonomyFeedback
A truck driver who delivers photocopiers notonly sets them up but also trains customers inhow to use them, handles customer billing, andresponds to customer complaints.
Vertically load jobs so thatworkers have more controlover their work activities andhigher levels of responsibility.
Autonomy A corporate marketing analyst not only preparesmarketing plans and reports but also decides when to update and revise them, checks them for errors, and presents them to upper management.
Open feedback channelsso that workers know howthey are performing theirjobs.
Feedback In addition to knowing how many claims he handlesper month, an insurance adjuster receives his clients’responses to follow-up questionnaires that hiscompany uses to measure client satisfaction.
Change Made Job Dim Inc Example
1212
![Page 9: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/9.jpg)
Advice to Managers Realize that increasing subordinates’ intrinsic motivation
decreases your need to closely supervise subordinates and frees up your time for other activities.
To increase levels of intrinsic motivation and job satisfaction, increase levels of the five core dimensions.
Do not redesign jobs to increase levels of the five core dimensions if workers do not desire personal growth and development at work.
Before any redesign effort, make sure that workers are satisfied with extrinsic job outcomes. If workers are not satisfied with these factors, try to increase satisfaction levels prior to redesigning jobs.
Make sure that workers have the necessary skills and abilities to perform their jobs. Do not redesign jobs to increase levels of the core dimensions for workers whose skills and abilities are already stretched by their current jobs.
Periodically assess workers’ perceptions of the core dimensions of their jobs as well as their levels of job satisfaction and intrinsic motivation.
1717
![Page 10: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/10.jpg)
International Perspectives on the Design of Work
The Japanese Approach Emphasizes strategic level Encourages collective and
cooperative working arrangements Emphasizes lean production
lean production
![Page 11: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/11.jpg)
Using committed employees with ever-expanding responsibilities to achieve zero waste, 100% good product, delivered on time, every time
Lean Production
![Page 12: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/12.jpg)
International Perspectives on the Design of Work
The German Approach Technocentric - placing technology
and engineering at the center of job design decisions (traditional German approach)
Anthropocentric - placing human considerations at the center of job design decisions (more recent German approach)
![Page 13: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/13.jpg)
International Perspectives on the Design of Work
The Scandinavian Approach encourages high degrees of worker
control encourages good social support
systems for workers
![Page 14: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/14.jpg)
The Distinguishing Feature of Job Design in the Future
![Page 15: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/15.jpg)
Goal Setting Goal: What an individual is trying to
accomplish through his or her behavior and actions.
Goal Setting Theory: A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and why goals have these effects.
Goal setting can operate to enhance both intrinsic motivation (in the absence of any extrinsic rewards) and extrinsic motivation (when workers are given extrinsic rewards for achieving their goals).
2020
![Page 16: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/16.jpg)
(Continued)
Goal Setting Major Dimensions of Goal Setting Research on the Impact of Goal Setting
The Importance of Specific Goals The Importance of Difficult and Challenging Goals Goal Acceptance, Participation, and Commitment Self-Efficacy and Goals Objective and Timely Feedback
![Page 17: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/17.jpg)
Characteristics of Motivating Goals
SpecificitySpecificity Often quantitative
DifficultyDifficulty Should be hard but not impossible for most
workers to achieve AcceptabilityAcceptability
Especially important when managers set goals for subordinates
FeedbackFeedback So that workers know how well they are doing
2121
![Page 18: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/18.jpg)
Specific, Difficult Goals Affect Motivation and Performance by: Directing workers’ attention and
action toward goal-relevant activities Causing workers to exert higher
levels of effort Causing workers to develop action
plans to achieve their goals Causing workers to persist in the
face of obstacles or difficulties
2222
![Page 19: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/19.jpg)
Limits to Goal Setting TheoryThere are two circumstances under which setting specific, difficult goals will not lead to high motivation and performance: When workers lack the skills and
abilities needed to perform at a high level.
When workers are given complicated and difficult tasks that require all of their attention and require a considerable amount of learning.
2323
![Page 20: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/20.jpg)
Goal Setting(Continued)
![Page 21: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/21.jpg)
Management by Objectives (MBO)
A goal-setting process in which a manager meets with his or her supervisor to set goals and evaluate the extent to which previously set goals have been achieved.
Although less common, MBO can also be used as a motivational tool for nonmanagers.
Necessary characteristics for MBO success: Set goals should contribute to organizational
effectiveness. Goals should be specific and difficult. A certain amount of trust and rapport must exist
between managers and their supervisors.
2424
![Page 22: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/22.jpg)
Goal Setting(Continued)
![Page 23: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/23.jpg)
Advice to Managers1. Be sure that a worker’s goals are
specific and difficult, whether set by you, by the worker, or by both of you.
2. Express confidence in your subordinates’ abilities to attain their goals, and give subordinates regular feedback on the extent of goal attainment.
3. When workers are performing difficult and complex tasks that involve learning, do not set goals until the workers gain some mastery over the task.
2626
![Page 24: Chapter 11](https://reader036.fdocuments.us/reader036/viewer/2022062613/5452eef8af7959af088b597b/html5/thumbnails/24.jpg)
Questions