Motivation and Job Design

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Motivation and Job Design
MGMT 550, Spring 2000 Maggie Kolkena
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Check-In

1. Learning Application apply the reading to your
   world
2. Rate your job on a scale from 1-10 how well is
   your job designed?

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Objectives

• Review theories of motivation
• Examine elements of job design
• Introduce Socio-Tech design
• Analyze real jobs
• Communication in Virtual Teams

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How do I motivate my employees?
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Attribution Theory and Motivation

• Perception is reality
• Managers perceive that one thing or another
  motivates an employee
• Attribution Theory ones beliefs influence our
  actions

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Theories of Motivation
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Maslows Hierarchy of Needs
Self-Actualization Needs
Ego/Self-esteem Needs
Social Needs
Security Needs
Physiological Needs
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Herzbergs Motivator-Hygiene Theory
Factors that contribute to job DISSATISFACTION
Factors that contribute to job SATISFACTION
Hygiene
Motivators
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Goal Setting Theory

• Locke and Lathams High Performance Cycle
• MBO

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Rewards and Motivation

• Extrinsic and intrinsic rewards Gainsharing
• Kerr The Folly of Rewarding A While Hoping for B
• Alfie Kohn Punished by Rewards

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Job Design
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Cummings and Worley
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Org Design and Job Design
Environment Customer (needs) Technology
(assets required to compete)
Organization Requirements Strategy (value
proposition, goals) Skills (individual, team
and institutional) -
Task Design Structure (roles, integrating
mechanisms) - Systems (methods, computer systems
etc) - Staff (experts) -
Social Design Style (work habits) Shared
values (beliefs)
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Background of Socio-Tech

• Tavistock and the Redfield experiments
• TristOrganization Choice
• Davis job centered approach
• Emerged when traditional job design focused more
  on the task requirements

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Socio-Tech
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Social/Psychological Requirements
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Technological Requirements
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Socio-Tech Requirements

• Job Enrichment
• Variety discretion
• Feedback
• Challenge

• Self-Regulating Groups
• Task differentiation
• Task control
• Boundary control

• Traditional Job Design
• Low variety
• Low discretion
• Routinized

• Traditional Group Design
• Specified roles
• External supervision
• Planned interaction

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Application

• From equal size teams around the worst jobs
• Analyze the job using models from Chapter 4,
  Cummings Worley and/or Socio-Tech
• Develop recommendations to improve the job
• Present your work

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Communications Virtual Teams
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Research on Virtual Teams

• Working face-to-face is necessary to form
  relationships and to become familiar with one
  anothers work style and temperament.
• Valuable and informal team-building sessions
  occur outside business hours.
• Informal meetings help team members size up each
  other.
• "Its important to develop some level of trust
  and relationship before you can move into
  electronic communication," says a Lotus
  representative.
• Some companies regularly have a face-to-face
  "bonding fest" to kickoff a new project that will
  be completed by virtual team members.

Geber, B. (1995, April). Virtual Teams
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Trust on Virtual Teams

• A "new sociology of organizations
• Swift trust"
• De-emphasizes the interpersonal dimensions
• Based initially on broad categorical social
  structures and later on action
• Professional reputation and integrity of the team
  members that warrants trusting each other right
  from the outset.

(Jarvenpaa Leidner, 1998)
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Knowledge Management
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Knowledge Management Virtual Teams

• Needs
• Sharing information to build trust
• Making tacit knowledge explicit
• How to Operationalize?
• Organization priority (Chevron "the single most
  important employee activity)
• Incent
• Others?