BY.CHRISTIAN CALDERONMARK BRYAN ALFONSOJEAN CARLA ALCURAN

AIRIS ANDRADE

MOTIVATING EMPLOYEE

PERFORMANCE THROUGH WORK

Chapter 5

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Chapter Learning Objectives

Relate motivation and employee performance.

Discuss work design, including its evolution andalternative approaches.

Relate employment involvement in work andmotivation.

Identify and describe key flexible work arrangements.

After studying this chapter you should be able to:

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Figure 5.1 Enhancing Performance in Organizations

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WORK DESIGN IN ORGANIZATIONS

Job Design

How organizations define and structure jobs to have apositive impact on motivation, performance, and jobsatisfaction

Job Specialization (Fredrick Taylor)

Jobs should be scientifically studied, broken down into smallcomponent tasks, and then standardized across all workersdoing those jobs

Follows Adam Smith’s concept of the division of labor

Jobs designed for efficiency can become boring andmonotonous, resulting in job dissatisfaction

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Job Rotation Systematically moving workers from one job to another in an attempt to minimize monotony and boredom

Job Enlargement(horizontal job loading)

Giving workers more tasks to perform, includes tasks previously performed by other workers.

Job Enrichment(vertical job loading)

Giving workers a greater variety of tasks to perform and more control over how to perform them

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The Job Characteristics Theory

The Job Characteristics Theory – focuses on the specificmotivational properties of jobs.

- Critical psychological states – presumed to determine the extent towhich characteristics of the job enhance employee responses to the task.

1. Experienced meaningfulness of the work – degree which theindividual experiences the job as generally valuable and worthwhile

2. Experienced responsibility for work outcomes – personallyaccountable and responsible for the result of their work.

3. Knowledge of results – continuously understand how effectively theyare performing the job.

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Figure 5.2 The Job Characteristics Theory

1. Skill variety – job requires variety of activities2. Task identity – job requires completion of a

whole piece of work3. Task significance – job affects the lives or work

of other people4. Autonomy – job allows freedom, independence

etc.5. Feedback – gives direct and clear info about the

performance

Motivational properties of tasks triggers CriticalPsychological States

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Employee Involvement and Motivation

Extending job design toinclude: Participation (Participative)

Giving employees a voice in makingdecisions about their own work

Empowerment

Enabling workers to set their ownwork goals, make decisions, andsolve problems within their sphereof responsibility and authority

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Employee Involvement and Motivation

Early Perspectives on Employee Involvement

In the beginning:

Employee satisfaction is a result of their participation in decision-making

Recently:

Employees are valued human resources who can contribute to organizational effectiveness

Their participation is valued

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Employee Involvement and Motivation

Areas of Employee Involvement

Personal job-related decisions – how to do their job

Administrative matters (e.g., work schedules)

Product quality decisions

Techniques and Issues in Employee Involvement

Empowerment through work teams (quality circles)

Decentralization of decision-making and increased delegation

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Requirements for Effective Empowerment

An organization must be:

Sincere in its efforts to spread power and autonomy tolower levels of the organization

Committed to maintaining participation andempowerment

Systematic and patient in its efforts to empower workers

Prepared to increase its commitment to training

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Flexible Work Arrangements

Variable Work Schedules Compressed work schedule

Employees work a full forty-hour week in fewer than the traditional five days

Flexible work schedules (flextime)

Employees gain more personal control over the hours they work each day

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Extended work Schedules

-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 small workforce.

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