11. The Job Characteristics Model Outcomes *High internal work motivation *High growth satisfaction *High general job satisfaction *High work effectiveness Critical psychological states *Experienced meaningfulness of the work *Experienced responsibility for outcomes of the work *Knowledge of the actual results of the work activities Core job characteristics *Skill variety *Task identity *Task significance *Autonomy *Feedback from job Moderators 1. Knowledge and skill 2. Growth need strength 3. Context satisfactions
12. Approaches to Job Design 2. Motivational Approaches these techniques (job enlargement, job rotation, job enrichment, and job characteristics) attempt to improve employees’ affective and attitudinal reactions and behavioral outcomes. 3. Biological and Perceptual- Motor Approaches Biological techniques focus on reducing employees’ physical strain, effort, fatigue, and health complaints. The Perceptual-Motor Approach emphasizes the reliability of work outcomes by examining error rates, accidents, and workers’ feedback about facilities and equipment. 1. The Mechanistic Approach focuses on identifying the most efficient way to perform a job. Employees are trained and rewarded to perform their jobs accordingly.
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14. Ratio Comparison* Employee’s Perception Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < = > Inequity (Under-Rewarded) Equity Inequity (Over-Rewarded) * Where A is the employee, and B is a relevant other or referent. Equity Theory
15. Negative and Positive Inequity A. An Equitable Situation Self Other $2 1 hour = $2 per hour $4 2 hours = $2 per hour
16. Negative and Positive Inequity (cont) $2 1 hour = $2 per hour $3 1 hour = $3 per hour B. Negative Inequity Self Other
17. Negative and Positive Inequity (cont) C. Positive Inequity Self Other $2 1 hours = $1 per hour $3 1 hour = $3 per hour
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19. Research into Equity Amount and Allocation of Rewards Perceived Fairness of the Distribution Process Distributive Justice Procedural Justice
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Notes de l'éditeur
Motivation is the process that accounts for an individual’s intensity, direction, and persistence of effort toward the attainment of a goal. Intensity is concerned with how hard a person tries. This is the element most of us focus on when we discuss the topic of motivation. However, unless effort is channeled in a direction that benefits the organization, high intensity is no guarantee of favorable job-performance outcomes. Quality of effort, therefore, is just as important as intensity of effort. Finally, persistence (how long a person can maintain effort) is important. A motivated person stays with a task long enough to achieve his or her goal.
Workers compare their job inputs and outcomes with others. There are three possible perceptions: inequity due to being under-rewarded, equity, or inequity due to being over-rewarded. Equity theory proposes that inequity creates tension, and that this tension can cause an employee to seek fairness. There are four referents that an employee can use: (1) Self-inside: an employee’s experiences in a different position inside the organization. (2) Self-outside: an employee’s experiences in a position outside of the organization. (3) Other-inside: an employee’s perception of persons inside the organization. (4) Other-outside: an employee’s perception of persons outside of the organization. Workers who perceive an inequity will react in one of the six following ways: change inputs, change outcomes, distort perceptions of self, distort perceptions of others, choose a different referent, or leave the field. Equity theory establishes four propositions relating to inequitable pay. First, given payment by time, over-rewarded employees will produce more than those paid equitably. Second, given payment by quantity of production, over-rewarded employees will produce fewer, but higher quality units, than will equitably paid employees. Third, given payment by time, under-rewarded employees will produce less or poorer quality of output. Fourth, given payment by quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.
Works on “Just in time “management- Manage their inventory very well- hence cheap good quality goods companies like Disney, Procter and Gamble, Revlon, Campbell Soup, Gillette Increased productivity in the US
Profit- Employees r given a share of the company profit to help employees in critical situations. Because WM believed & developed the image of a caring employer Company looked after the career planning of their workers- will motivate workers & help retain them in the company. They also believe in the equal opportunities- leading employer of disabled ppl. – Wal mart cheer- done by the company’s employees every morning and during special meetings or get-togethers. Walton believed that this created team spirit and oneness among the employees and helped cement their loyalties.
