MOTIVATION Job Design and Involvement. HERZBERG ä Movement vs. Motivation ä KITA KITA ä What’s...
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Transcript of MOTIVATION Job Design and Involvement. HERZBERG ä Movement vs. Motivation ä KITA KITA ä What’s...
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MOTIVATION MOTIVATION
Job Design and InvolvementJob Design and Involvement
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HERZBERGHERZBERG
Movement vs. MotivationMovement vs. Motivation KITAKITA What’s wrong with KITA? With movement?What’s wrong with KITA? With movement?
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TYPES OF MOTIVATION
Extrinsic Motivation:Extrinsic Motivation: "What gets rewarded gets done""What gets rewarded gets done" Based on extrinsic/tangible rewardsBased on extrinsic/tangible rewards
Intrinsic Motivation:Intrinsic Motivation: "What is rewarding gets done""What is rewarding gets done" Based on intrinsic/intangible rewardsBased on intrinsic/intangible rewards
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Job Design
(Taylor’s) scientific management(Taylor’s) scientific management Job enlargementJob enlargement Job rotationJob rotation Job enrichment (Herzberg)Job enrichment (Herzberg)
Hygienes (salary, relationships, setting...)Hygienes (salary, relationships, setting...) Motivators (responsibility, achievement, Motivators (responsibility, achievement,
recognition…)recognition…)
Dissatisfied MotivatedNeutral
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Job Characteristics ModelJob Characteristics Model
Core Job Dimensions
Personal & Work
Outcomes
Critical Psychological States
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
ExperiencedMeaningfulness
of Work
ExperiencedResponsibility for
Outcomes of Work
Knowledge ofActual Results ofWork Activities
High InternalWork Motivation
High-qualityWork Performance
High Satisfactionwith Work
Low Absenteeism& Turnover
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IMPLEMENTINGCONCEPTS
CORE JOBDIMENSIONS
CRITICALPSYCHOLOGICAL
STATES
PERSONALWORK
OUTCOMES
Combining Tasks
Forming NaturalWork Units
EstablishingClientRelationships
Vertical Loading
Opening FeedbackChannels
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
ExperiencedMeaningfulness
ExperiencedResponsibilityfor Outcomesof Work
Knowledge of theActual Results ofWork activities
High InternalWork Motivation
High QualityWork Performance
High Satisfactionwith the Work
Low Absenteeismand turnover
- STRENGTH OF EMPLOYEE’SGROWTH NEEDS
- KNOWLEDGE & SKILLS- CONTEXT SATISFACTION
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PPGPPG
I.I. What and why of a self-directed work force.What and why of a self-directed work force.
II.II. The self-directed employeeThe self-directed employee
III.III. Evaluation of the assessment center processEvaluation of the assessment center process
IV.IV. The tensions at BereaThe tensions at Berea
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I. What and whyI. What and why
““A self-managed work system is one which is A self-managed work system is one which is designed to produce high levels of employee designed to produce high levels of employee involvement and motivation through enriched involvement and motivation through enriched jobs, shared authority and decision making, jobs, shared authority and decision making, team-based organization structures, and open team-based organization structures, and open communications.”communications.”
David A. Garvin in David A. Garvin in Understanding Self-Managing Work SystemsUnderstanding Self-Managing Work Systems
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II. The Self-directed employeeII. The Self-directed employee
PPG developed an assessment center and PPG developed an assessment center and used extensive simulations and used extensive simulations and interviews to find the right employees. interviews to find the right employees. What was it that they were really looking What was it that they were really looking for?for?
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III. Assessment Center ProcessIII. Assessment Center Process
Do you think the assessment center and Do you think the assessment center and simulations are effective? Are there any simulations are effective? Are there any flaws? flaws?
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IV. The tensions at BreaIV. The tensions at Brea
What are the fundamental tensions at the What are the fundamental tensions at the Brea plant?Brea plant?
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IV. The tensions at BreaIV. The tensions at Brea
What are the fundamental tensions at the What are the fundamental tensions at the Brea plant?Brea plant?
Where do you draw the line about which Where do you draw the line about which decisions employees should and should not decisions employees should and should not make? make?
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Production TasksProduction TasksPrepare & Maintain Cost budgetPrepare & Maintain Cost budgetSet production/team goalsSet production/team goalsWork with external customers/suppliersWork with external customers/suppliersSelect production/work methodsSelect production/work methodsImplement process improvementsImplement process improvementsPerform routine equip maintenancePerform routine equip maintenanceStop production to address quality Stop production to address quality
concernsconcernsWork with internal customers and Work with internal customers and
supplierssuppliersAssign daily tasks to work team Assign daily tasks to work team
membersmembersMaintain safety and housekeepingMaintain safety and housekeeping
Personnel FunctionsPersonnel FunctionsMake compensation decisionsMake compensation decisions
Handle performance appraisalsHandle performance appraisals
Handle individual performance Handle individual performance problemsproblems
Select team membersSelect team members
Determine & address training needsDetermine & address training needs
Handle vacation schedulingHandle vacation scheduling
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IV. The tensions at BreaIV. The tensions at Brea
What are the fundamental tensions at the What are the fundamental tensions at the Brea plant?Brea plant?
Where do you draw the line about which Where do you draw the line about which decisions employees should and should not decisions employees should and should not make? make?
Why is there so much grumbling going on Why is there so much grumbling going on at the plant?at the plant?