What motivation systems elicit proper employee behaviors

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What motivation systems elicit proper employee
behaviors?

• Pay and Promotion Systems
• Job and Organizational Design
• Leadership
• Social and Cultural Systems

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Pay and Promotion System

• Types contingent vs. non-contingent systems
• Contingent pay systems are only as good as the
  performance measurement systems (individual,
  team, organizational) upon which they are based

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Performance Measurement Process
Job Analysis
Develop Valid Measures
Develop Performance Criteria
Establish Performance Standards
Measure Actual Behavior
Compare Performance With Standards
Give feedback and rewards
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Types of Performance Measurement Systems

• Graphic rating scale
• Essays
• Rankings
• Checklist
• Behaviorally-Anchored Rating Scale

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Graphic Rating Scale

• Dimension Punctuality
• This teller is always on time for work and
  promptly opens her/his window as scheduled

1 2 3 4
Strongly Disagree Agree Strongly Disagree
Agree
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BARS for Specialty Store Manager Inventory
Control
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Always orders in the right quantities at the
right times
Almost always orders at the right time, but
occasionally orders too much or too little of a
particular item
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4
Usually orders at the right time, but almost
always in the right quantities
3
Often orders in the right quantities at the right
times
Occasionally orders at the right time, but
usually not in the right quantities
2
1
Occasionally orders in the right quantities, but
usually not at the right time.
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Concerns about Performance Measurement

• Job analysis must be current
• Observation of performance is necessary
• Rater biases Leniency, central tendency, halo,
  recency, and stringency effects
• Should be an appeal process and employee
  participation in the system
• Timing and context are important

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360 Degree Performance Evaluation System

• Multiple raters evaluate employee supervisor,
  coworkers, subordinates, customers
• Assumption these people see different aspects
  of persons behavior on variety of dimensions
• Problems combining ratings, truth-telling,
  paperwork, competitive context

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More pay issues to consider

• Compensation is based on worth of job as
  determined through job evaluation and wage
  surveys
• Competitive strategy and human resource strategy
  determine level of wage rates within firms
• Some CEOs in the US make 600 times what lowest
  level workers make

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What kinds of people are best motivated by pay?

• Instrumental if pay is contingent and equitable
• External self concept pay used as means to get
  positive feedback from others (acceptance,
  prestige, status are tied to paycheck)

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Job and Organizational Design

• Job Design
• Determination of the content of jobs, sequencing
  of tasks, interrelationships among tasks, and
  context of a job
• Job design forms the basic building block for
  organizational design

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Characteristics of Job Design

• Task uncertainty (routine vs. non-routine)
• Workflow uncertainty (analyzable vs.
  un-analyzable)
• Job interdependence (independent, sequential, and
  reciprocal)
• Range of tasks performed (horizontal complexity)
• Autonomy and decision making power (vertical
  depth)

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Types of Job Designs and Schedules

• Simple jobs
• Job rotation
• Job enlargement
• Job enrichment
• Work scheduling options part time, flextime,
  compressed work week, job sharing, telecommuting,
  contracted work

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Diagnosing Jobs for Motivational Potential

• Determine objective and perceived characteristics
  of the job
• Examine for troubleshooting positions,
  inspectors, customer relations positions,
  communication departments, labor pools, narrow
  spans of control, temp work, etc.
• Analyze employee skill levels, needs for growth
  and challenge, satisfaction with contextual
  factors

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JOB CHARACTERISTICS MODEL
Critical Psychological States
Core Job Characteristics
Outcomes
High internal work motivation High
growth satisfaction High general job
satisfaction High effectiveness
Skill Variety Task Identity Task Significance
Meaningfulness
Responsibility
Autonomy
Feedback from job
Knowledge of results
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How to Implement Job Enrichment

• Add self paced control of work activities
• Allow discretion in scheduling work and methods
• Form natural work groups that handle tasks from
  start to end
• Establish relationships with customers
• Allow ownership and responsibility to work

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How to Implement Job Enrichment

• Allow direct feedback from performing the work
• Add some decision making authority to job
• Redesign of jobs may require
• Training to handle additional responsibilities
• Changes in performance appraisal, reward systems,
  and organizational culture
• Involving unions, if applicable

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High Performance Work Systems (HPWS)

• Current systematic attempt to enrich jobs all
  across the organization
• Self managed teams
• Team-based rewards
• Team-based recruitment, selection, promotions,
  and rewards
• Skill based training and reward systems
• Organizational learning processes promoted

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How does task design motivate people with
different sources of motivation?

• Intrinsic process? Enjoyable jobs
• External self concept? Jobs that provide
  positive feedback from others
• Internal self concept? Jobs that provide direct
  feedback from performing the work
• Goal identification? Jobs that are directly
  relevant to carrying out mission of the
  organization

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Leadership as a Motivational System

• Leaders motivate followers by the styles they
  choose to use with them
• Every style is not appropriate for every follower
• Leaders need to be adaptable in their styles

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Internal Leader Characteristics
Outcomes
Leadership Style
Processes (motivation)
Situational Variables
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What kinds of leadership styles can individuals
enact?

• Focus on task vs. focus on people
• Decision making styles
• Power and Influence Styles

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Focus on Task vs. People

• Task
• Provide direction
• Structure work
• Monitor information
• Set deadlines
• Getting resources

• People (Relationships)
• Networking
• Developing and mentoring followers
• Supporting followers
• Managing conflicts
• Encouraging participation

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When to Focus on Task vs. People

• Task
• Complexity
• Disorganization
• Low performance norms
• Crisis situation
• Inexperienced, immature, or uncommitted followers

• People
• Boring, dangerous, or stressful tasks
• Discouraged employees
• Process or teamwork problems

Focus is on Maintenance, Satisfaction, Retention
Focus is on Performance Motivation
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Decision Styles

• Autocratic
• Consultative
• Participative
• Delegated

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What decision style to use?

• Consider
• Quality requirements
• Commitment requirements
• Who possesses information needed?
• Problem structure
• Likelihood subordinates will abide by leader
  decision
• Leader-follower goal congruence
• Conflict among subordinates

Decision trees used to determine Decision
style
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Power and Influence Styles

• Exchange (Transactional) Styles
• Reliance on positional power bases such as formal
  authority, control of rewards and punishments,
  and centrality in networks to influence people

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Example of Exchange Behaviors

• Setting clear behavioral expectations and
  outcomes
• Providing valued rewards contingent on behavior
• Providing equitable treatment based on different
  input/outcome ratios

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Power and Influence Styles

• Transformational Styles
• Reliance on personal characteristics such as
  expertise, charisma, attractiveness, effort,
  reputation
• Tap into follower value system or influence them
  to take on leader values

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Examples of Transformational Behaviors

• Reinforce followers self concepts
• Continually raise performance levels
• Focus on continuous improvement and success vs.
  focus on failure/mistakes
• Leader models appropriate behavior and makes
  sacrifices setting example
• Be consistent in words and deeds
• Publicly defend and recognize followers
• Create and reinforce clear cultural values

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How do leaders effectively motivate people with
different sources of motivation?

• Intrinsic process? Laissez-faire/charisma
• Instrumental Transactional (exchange based)
• External self concept? Providing recognition,
  positive reinforcement, socio-emotional support
• Internal self concept? Participative, achievement
  oriented, task-focused, empowered leadership
• Goal identification? Transformational leadership
  that includes vision creation, goal setting, and
  linking employees efforts to organizational
  mission

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Social and Cultural Systems

• Group-based and cultural systems develop as
  people work together
• Consensual assumptions, beliefs, norms,
  expectations, and cause and effect models develop
  and are enforced
• Social structure of the informal system
  results roles, norms, communication patterns,
  informal leadership
• Satisfaction of security, belonging, esteem,
  prestige, and influence needs

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How does the social system motivate behavior?

• Intrinsic process Social system based on having
  fun (e.g., Southwest Airlines)
• Instrumental Group determined rewards such as
  acceptance and status
• External self concept Group and/or cultural
  system reinforces key TCVs
• Goal identification Cultural system values form
  basis of mission and goals

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