Robbins, Judge, and Vohra

Organizational Behavior
15th Edition

Motivation:
Motivation: From
From Concepts to
ConceptsKelli
toJ. Schutte William Jewell College

Applications
Applications
Copyright © 2014 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational
Behavior, 15e 8-1
Chapter
Chapter Learning
Learning Objectives
Objectives
 After studying this chapter, you should be able to:
– Describe the job characteristics model and evaluate the way it
motivates by changing the work environment.
– Compare and contrast the main ways jobs can be redesigned.
– Identify three alternative work arrangements and show how they
might motivate employees.
– Give examples of employee involvement measures and show how
they can motivate employees.
– Demonstrate how the different types of variable-pay programs can
increase employee motivation.
– Show how flexible benefits turn benefits into motivators.
– Identify the motivational benefits of intrinsic rewards.

8-2
The
The Job
Job Characteristics
Characteristics Model
Model by
by J.J. Richard
Richard
Hackman
Hackman andand Greg
Greg Oldham
Oldham
 Five Core Job Dimensions
1. Skill Variety. It is the degree to which workers use
different skills and talents to do a number of different
activities.
2. Task Identity. It is the degree to which the job requires the
completion of a whole and identifiable piece of work.
3. Task Significance. The degree to which tasks performed
have some meaningful impact on the organization, or
the external environment.
4. Autonomy: It identifies how much freedom and
independence the worker has over the job.
5. Feedback: The degree to which the job generates direct
and clear information about the worker’s performance.
8-3
 Fundamentals of Human Resource
Management, 10/e, DeCenzo/Robbins
Chapter 5, slide 4
 Fundamentals of Human Resource
Management, 10/e, DeCenzo/Robbins
Chapter 5, slide 5
 Fundamentals of Human Resource
Management, 10/e, DeCenzo/Robbins
Chapter 5, slide 6
How
How Can
Can Jobs
Jobs be
be Redesigned?
Redesigned?

8-7
Strengths
Strengths of
of Job
Job Rotation
Rotation

8-8
Disadvantages
Disadvantages of
of Job
Job Rotation
Rotation
Training costs increases.
Moving a worker into a new position
reduces productivity just when
efficiency at the prior job is creating
organizational economies.

8-9
8-10
8-11
Advantages
Advantages of
of Job
Job Enrichment
Enrichment

It reduces absenteeism and

8-12
Alternative
Alternative Work
Work Arrangements
Arrangements
 Flextime
– Flextime allows employees to choose the hours they work
within a defined period of time.
 Job Sharing
– Job sharing allows two or more individuals to split a
traditional 40-hour-a-week job.
 Telecommuting
– Telecommuting allows workers to work from home at least 2
days a week on a computer linked to the employer’s office.

8-13
Employee
Employee Involvement
Involvement
Employee involvement is a participative process
that uses employees’ input to increase their
commitment to the organization’s success.

8-14
Using
Using Rewards
Rewards to
to Motivate
Motivate Employees
Employees
 Although pay is not the primary factor driving job
satisfaction, it is a motivator.
– Establish a pay structure
– Variable-pay programs

8-15
Establishing
Establishing aa Pay
Pay Structure
Structure

8-16
How
How to
to Pay
Pay
Variable-Pay Programs
– Piece-Rate Pay
– Merit-Based Pay
– Bonuses
– Skill-Based Pay
– Profit-Sharing Plans
– Gainsharing
– Employee Stock Ownership Plans

8-17
Types
Types of
of Variable-Pay
Variable-Pay Programs
Programs
 Piece-Rate Pay
– Pays a fixed sum of money for each unit of production
completed. For example: Workers packing peanuts get Rs.5
for each bag of peanuts sold.

 Merit-Based Pay
– Pays for individual performance based on performance
appraisal results. If appraisals are designed correctly,
workers performing at a high level will get more pay.
 Bonuses
– Pay a lump sum at the end of a designated period of time
based on individual and/or organizational performance.

8-18
More
More Types
Types of
of Variable-Pay
Variable-Pay Programs
Programs
 Skill-Based Pay
– Pays based on the number of skills employees have or the
number of jobs they can do.
 Profit-Sharing Plans
– Pays out a portion of the organization’s profitability. It is an
organization-wide program and is based on a predetermined
formula.
 Gainsharing
– Pays for improvements in group productivity from one
period to another. It is a group incentive plan.
 Employee Stock Ownership Plans (ESOP)
– Provides each employee with the opportunity to acquire
stock as part of their benefit package.

8-19
Flexible
Flexible Benefits
Benefits
 Flexible benefits give individual rewards by allowing
each employee to choose the compensation package
that best satisfies his or her current needs and
situations.

8-20
Employee
Employee Recognition
Recognition Programs
Programs
 Employee rewards need to be intrinsic and extrinsic.
Employee recognition programs are a good method
of intrinsic rewards.
– The rewards can range from a simple thank-you to more
widely publicized formal programs.
– Advantages of recognition programs are that they are
inexpensive and effective.
– Some critics say they can be politically
motivated and if they are perceived to be
applied unfairly, they can cause more harm
than good.

8-21
 Global
Global Implications
Implications
 Job Characteristics and Job Enrichment
– Studies do not yield consistent results about applicability to other
cultures
 Telecommuting
– Most common in the United States
 Variable Pay
– Most believe variable pay systems work best in individualistic
cultures such as the United States.
– Fairness is an important factor
 Flexible Benefits
– Popular in all cultures
 Employee Involvement
– Differ among countries
8-22
Summary
Summary and
and Managerial
Managerial Implications
Implications
 Recognize individual differences
 Use goals and feedback
 Allow employees to participate in decisions that affect
them
 Link rewards to performance
 Check the system for equity

8-23