Robbins, Judge, and Vohra

Organizational Behavior
15th Edition

Motivation:
Motivation: From
From
Concepts
Concepts to
to Applications
Applications
Kelli J. Schutte
William Jewell College
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.

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The
The Job
Job Characteristics
Characteristics Model
Model
Five Core Job Dimensions
1. Skill Variety: degree to which the job incorporates a
number of different skills and talents
2. Task Identity: degree to which the job requires the
completion of a whole and identifiable piece of work

3. Task Significance: how the job impacts the lives of

others
4. Autonomy: identifies how much freedom and
independence the worker has over the job
5. Feedback: how much the job generates direct and clear
information about the workers performance

8-3

How
How Can
Can Jobs
Jobs be
be Redesigned?
Redesigned?

8-4

Strengths
Strengths of
of Job
Job Rotation
Rotation

8-5

Job
Job Enrichment
Enrichment Possible
Possible Actions
Actions

E X H I B I T 8-2
E X H I B I T 8-2

8-6

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 employers office.

8-7

Social
Social and
and Physical
Physical Context
Context of
of Work
Work
Social Context
Some social characteristics that improve job performance include:
Interdependence
Social support
Interactions with other people outside of work

Physical Context
The work context will also affect employee satisfaction
Work that is hot, loud, and dangerous is less satisfying
Work that is controlled, relatively quiet, and safe
will be more satisfying

8-8

Employee
Employee Involvement
Involvement
Employee involvement is a participative process
that uses employees input to increase their
commitment to the organizations success.

8-9

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

8-10

Establishing
Establishing aa Pay
Pay Structure
Structure

8-11

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

8-12

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 selling peanuts and soda
get Rs.10 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.
8-13

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 organizations 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.
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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.

8-15

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.

8-16

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
8-17

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

8-18

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without the prior written permission of the publisher. Printed in the
United States of America.

Copyright 2011 Pearson Education, Inc.

Publishing as Prentice Hall

8-19