Age Appropriate Expectations = Age Appropriate Behaviors Dr. Maggie McGuire [email protected].
Motivation and Job Design MGMT 550, Spring 2000 Maggie Kolkena.
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Transcript of Motivation and Job Design MGMT 550, Spring 2000 Maggie Kolkena.
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Motivation and Job Design
MGMT 550, Spring 2000Maggie Kolkena
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Check-In
Learning Application: apply the reading to your worldRate your job: on a scale from 1-10 how well is your job designed?
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Objectives
Review theories of motivationExamine elements of job designIntroduce Socio-Tech designAnalyze real jobs Communication in Virtual Teams
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How do I motivate my employees?
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Attribution Theory and Motivation
Perception is realityManagers perceive that one thing or another motivates an employee Attribution Theory: one’s beliefs influence our actions
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Theories of Motivation
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Maslow’s Hierarchy of Needs
Physiological Needs
Security Needs
Ego/Self-esteem Needs
Social Needs
Self-Actualization Needs
Basic Needs
Higher Order Needs
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Herzberg’s Motivator-Hygiene Theory
Hygiene
Motivators
Factors that contribute to job DISSATISFACTION
Factors that contribute to job
SATISFACTION
Higher Order Needs
Basic Needs
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Goal Setting Theory
Locke and Latham’s High Performance CycleMBO
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Rewards and Motivation
Extrinsic and intrinsic rewards: GainsharingKerr: The Folly of Rewarding A While Hoping for BAlfie Kohn: Punished by Rewards
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Job Design
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Cummings and Worley
Org Design
Group Design
Personal Characteristics
Inputs
Individual Effectiveness
e.g. performance, absenteeism, job satisfaction, personal development
Outputs
Task Significanc
e
Task Identity
Skill Variety
Autonomy
Feedback: Results
Design Components
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Org Design and Job DesignEnvironment:
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) -
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Background of Socio-Tech
Tavistock and the Redfield experiments Trist:Organization ChoiceDavis: job centered approachEmerged when traditional job design focused more on the task requirements
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Socio-Tech
Social Requirements
Technological Requirements
Goal: JOINT OPTIMIZATION
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Social/Psychological Requirements
Growth Needs High
Growth Needs Low
Social Needs High
Social Needs Low
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Technological Requirements
High Task Uncertaint
y
Low Task Uncertaint
y
High Technical Interdependen
ce
Low Technical Interdependen
ce
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Socio-Tech RequirementsHigh Growth
Needs & Task
Uncertainty
Low Growth Needs &
Task Uncertainty
High Technical Interdependenc
e & 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
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Application
From equal size teams around the “worst” jobsAnalyze the job using models from Chapter 4, Cummings & Worley and/or Socio-TechDevelop recommendations to improve the jobPresent your work
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Communications &
Virtual Teams
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Research on Virtual TeamsWorking 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
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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)
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Knowledge Management
Data
Information
(organized data)
Knowledge
(interpreted information)
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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?