MGCR 222 Lecture 15: MGCR222, Lecture 15 Classical-and-Contemporary-Perspective-of-Work-Motivation
Lecture 15 – Classical and Contemporary Perspectives of Work
Motivation
Job Design as a Motivator and Redesigning Jobs
• The goal of job design is to
o Identify the characteristics that make some tasks more motivating than
others
o Capture these characteristics in the design of jobs
o Attempt to capitalize on intrinsic motivation
• Job rotation
o The periodic shift of an employee from one task to another
• Job enlargement
o Increasing the number and variety of tasks that an individual performs in
his or her job
• Job enrichment
o Increasing the degree to which the worker controls the planning,
execution, and evaluation of the work
Employee Engagement by Changing the Job Design
Job
Enrichment
High
Intrinsic
Motivation
High Work
Satisfaction
High Work
Performance
Low
Absenteeism
and Turnover
• According to the Job Characteristic Model (Hackman & Oldham), the core job
characteristics include:
o Skill variety → how many different skills are required to complete the job
▪ High variety – auditing work, lead meeting, business development,
conduct performance review
▪ Low variety – auditing work
o Task identity → to what degree does the work require completion of a
whole/identifiable piece of work
▪ High identity – a self-managed team of auto workers take the order,
customize and build the car, and finish it to perfection
▪ Low identity – an auto worker who operates an assembly line solely
to fit car headlights
o Task significance → to what degree does the job impact the lives of others
▪ High significance – as a product manager at a start-up company,
you are responsible for meeting with venture capitalists and angel
investors to raise funds for the product
▪ Low significance – as the product manager’s assistant, you are
responsible for keeping the product manager on task and on time
o Autonomy → how much freedom, independence, and discretion does the
person have over the job
▪ High autonomy – as a programmer at Google, you are given a
relatively ambiguous project and asked to develop a timeline for
completion
▪ Low autonomy – as a junior consultant, you are given detailed
analysis, instructions, and a tight timeline to complete a project
o Feedback from the job → does the person receive direct & clear feedback
about performance
▪ High feedback – as a trader, the market gives you feedback about
the wisdom of your picks
▪ Low feedback – as a financial advisor, you recommend the stocks
and bonds which are picked by the investment advisory division to
your clients
Critical Psychological States
• Jobs that are higher on the core job characteristics are more intrinsically
motivating because of their effect on three psychological states
Document Summary
Lecture 15 classical and contemporary perspectives of work. Job rotation: the periodic shift of an employee from one task to another. Job enlargement: increasing the number and variety of tasks that an individual performs in his or her job. Job enrichment: increasing the degree to which the worker controls the planning, execution, and evaluation of the work. Skill variety + task identity + task significance x autonomy x feedback. Job crafting: assumptions of job crafting model, jobs are static and formalized, whereas roles are dynamic and combine both formal and informal/emergent attributes or work, suggest us to view jobs as roles. Enrichment reduces turnover and absenteeism while increasing satisfaction! Unintended consequences of job redesign: overload and stress: solutions, designing work days rather than jobs, alternating complex, challenging tasks with routine, low cognitively difficult tasks to achieve a balance of pressure and relaxation.
