Moorhead, G. and Griffin, R. (2004) Organisational Behaviour - Chapter 5

1. Motivating employee
Performance Through work
Moorhead, G. and Griffin, R. (2004) Organizational Behavior
Taraneh Hajiahmadi Farmahini

2. Need-Based
Perspectives on
Motivation
Process-Based
Perspectives on
Motivation
Potential Motivated Behavior
Director at Enhanced
Performance
Job Design
Employee
Participation
Flexible Work
Arrangements
Goal Setting
Performance
Management
Organizational
Rewards
Enhanced
Performance

3. Work Design in Organization
 Job Design is how organizations define and structures
jobs.
 Work Design is addressed at the individual level,
it is most commonly referred to as job design.
 Designated jobs can have a positive impact on the
motivation, performance and job satisfaction.

4. Job Specialization
Job Specialization, as advocated
by scientific management, can
help improve efficiency, but it
can also promote monotony and
boredom.
Broken down into small component
tasks. And then standardized across
all workers doing jobs.

5. Early Alternatives to Job Specialization
Job rotation is systematically
moving workers from one job
to another in an attempt to
minimize monotony and
boredom.
Job enlargement involves
giving workers more tasks to
perform
Job enrichment entails giving
workers more tasks to perform
and more control over how to
perform them.

6. The Job Characteristics theory
The job characteristics theory is an important contemporary model of
how to design jobs. By using five core job characteristics, managers
can enhance three critical psychological states. These states, in turn,
can improve a variety of personal and work outcomes. Individual
differences also affect how the job characteristics affect people.

8. Critical Psychological States
1. Experienced
meaningfulness of the work—
the degree to which the
individual experiences the job
as generally meaningful,
valuable, and worthwhile
2. Experienced responsibility for work
outcomes—the degree to which individuals
feel personally accountable and responsible
for the results of their work
3. Knowledge of results—the degree to which
individuals continuously understand how effectively
they are performing the job

9. Core Job Dimensions
1. Skill variety —the
degree to which the
job requires a variety
of activities that
involve
different skills and
talents
2. Task identity—the degree to
which the job requires
completion of a “whole” and an
identifiable piece of work; that is,
the extent to which a job has a
beginning and an
end with a tangible outcome
3. Task significance —the
degree to which the job
affects the lives or work of
other
people, both in the
immediate organization
and in the external
environment
4. Autonomy —the degree to which the job
allows the individual substantial freedom,
independence, and discretion to schedule
the work and determine the procedures for
carrying it out
5. Feedback —the degree to which the job
activities give the individual direct and clear
information about the effectiveness of his or
her performance

11. Weakness of this theory
 1. the measures used to test the theory are not always as valid and reliable as
they should be.
 The role of individual differences frequently has not been supported by
research.
 Guidelines for implementation are not specific, so managers usually tailor
them to their own particular circumstances.
Still the theory remains a popular perspective on studying and changing jobs.
 One of the problems in making workers as happy and productive as possible is the
fact the workforce has always consisted of people from different walks of life.

12. Employment Involvement And Motivation
 Participation entails
giving employees a
voice in making
decisions about their
own work
 Empowerment is the
process of enabling
workers to set their
own work goals, make
decisions, and solve
problems within their
sphere of responsibility
and authority.

13. Participation and empowerment are
extensions of job design because each
fundamentally alters how employees in an
organization perform this jobs.
Empowerment is a somewhat concept that
promotes participation in a wide variety of areas,
including but not limited to work context, and
work environment.

14. Employment Involvement And Motivation
Participating in
decision
More
to executing
decisions
properly
Seeing the
positive
consequences
Satisfy one`s
needs for
achievement
Providing
recognition and
responsibility
Enhance self-
esteem

15. Employment Involvement And Motivation
Areas of Employment Involvement
At one level, employees can participate in addressing questions and making decisions
about their own jobs. Instead of just telling them how to do their jobs, for example, managers can
ask employees to make their own decisions about how to do them. Based on their own expertise
and experience with their tasks, workers might be able to improve their own productivity. In
many situations, they might also be well qualified to make
decisions about what materials to use, which tools to use, and so forth.

16. Techniques and Issues in Employee Involvement
1. Work Team
2. Changing their overall method of organizing to eliminate layers from its hierarchy and becoming
much more decentralized, power, responsibility, and authority.
( control of work is squarely in the hands of those who actually do it)
3. The organization must be systematic and patient in its efforts to empower workers.
(Turning over too much control too quickly can spell disaster)
4. Organization must be prepared to increase its commitment to training.
(Employees who are given more freedom concerning how they work are likely to need additional
training to help them exercise that freedom most effectively)

17. Flexible Work Arrangements
Traditional working hours problem:
 On a more psychological level, some people may feel so powerless and
constrained by their job schedules that they grew resentful and
frustrated.
 To help this problem, on alternative some businesses use, is variable
work schedules.

18. Problems:
 If everyone is off at the same time,
the firm may have no one on duty to
handle problems.
 People who don`t get the more
desirable days off, may be jealous or
resentful.
 Employees put in too much time in a
single day, they tend to get tired and
perform at a lower level later in the
day.
 In a Compressed Work Schedule,
employees work a full forty-hour
week in fewer than the traditional
five days.
A popular schedule is
“nine-eighty”.

19. Extended Work Schedules
 An extended work
schedule is one that
requires relatively long
periods of work followed by
relatively long
periods of paid time off.
 These schedules are most often used
when the cost of transitioning from one
worker to another is high and there are
efficiencies associated with having a
small workforce.
 While the specific number of hours and
days and the amount of vacation time
vary, most of these job setting are
characterized by long periods of work
followed by ab extended vacation plus
premium pay.

20. Flexible Work Schedules
Flexible work
schedules, or flextime,
give employees more
personal control over
the hours they work
each day.
9:00 A.M- 11 A.M 1:00 P.M-3:00 P.M.
Flexible time Core Time Flexible time Core Time Flexible time
6 :00
A.M.
6:00
P.M.

21. Advantages and problems of flexible work
schedules
 The major advantage of this approach: workers get to tailor their workday to
fit their personal needs.
o BUT flextime is more difficult to manage because others in the organization
may not be sure when a person will be available for meetings other than core
time.
o Expenses such as utilities will also be higher since the organization must
remain open for a long period each day.

22. Job Sharing
 In Job sharing, two or more
part-time employees share one
full time job.
 Part-time worker
 Tight job-markets
 Benefits from talents of more people
 Particular kind of job is difficult to fill
 Cost benefits for the organization
 Attractive for flexibility and freedom
 Give employees chance to work in
other organizations

23. Telecommuting
EMPLOYEES
• More flexibility and freedom
• Less likely to be interrupted
• Feel isolated and miss social interaction
• Lacking self-control and disciplin
• EMPLOYERS
• They can reduce absenteeism and turnover since employees
will need to take less “formal”
• Save on facilities such as parking spaces
• Encounter coordination difficulties in scheduling meetings and
other activities that require face-to-face contact
• Workplace safety
• Cybercrime
• Environmental advantages
 Telecommuting is a
work arrangement
in
which employees
spend part of their
time
working off-site.