美国研究生公开课-工作激励制度-工作设计

美国研究生公开课-工作激励制度-工作设计AnnouncementsTestonThursdayBringapencil,yourIDBeontime!60multiplechoiceitemsPaperisdueMarch6thReadingfornextweek:Cropanzanoetal2007HistoricalContextJobCharacteristicsTheoryemergedfromtheHumanRelationsmovementThismeanswewerecomingfromScientificManagement:RewardsandpunishmentEfficiencyOrientedThenHerzbergcamealong!Criticalincidenttechnique:AskedwhateventsmadepeoplefeelverysatisfiedorverydissatisfiedSeparatefactorsmakeonefeelsatisfiedanddissatisfiedBacktoHerzberg…Herzberg’sTheoryarguesthatjobsmustfeatureanumberofcharacteristicsthatpermitthemtoarouseandthensatisfygrowthneeds.Whenjobsarechangedtobuildhigherlevelsofhismotivators,positiveconsequencescanoccurfortheindividualandorganizationHerzberg’sHygiene-MotivationTheorySuggestedthatonlymotivatorfactorscanmotivateworkperformance.Isthistrue?MostreplicationsofstudyhavebeenunsuccessfulValueofthisstudy:OneoffirsttofocusonjobcontentasmotivatorsProvidingbasicneedsisnotenoughtomotivateActivationArousalTheoryActivation:thedegreeofexcitementofthebrainsteamreticularformationYouwanttodesignjobsthataresourcesofactivationtothepeoplewhoperformthemWhatpropertiescauseactivation?IntensityVariationVarietyComplexityUncertaintyMeaningfulnessNoveltyActivationArousalTheoryMoreactivationisnotnecessarilybetterPerformanceActivationIndividualDifferencesinArousalPreferenceThreemaindifferencesTimeofDayThroughoutthedayAdaptationJobCharacteristicsTheoryHackmanandOldham(1980)Employeeswillfeelintrinsic

motivationwhenajob…Makestheindividualfeel

personallyresponsiblefor

theoutcomesofthejobGivestheemployeea

senseofmeaningGivestheemployee

feedbackinregardsto

knowledgeofresultsCoreJobDimensionsCriticalPsychologicalStatesOutcomesJobCharacteristicsTheorySkillVarietyTaskIdentityTaskSignificanceAutonomyFeedbackExperiencedMeaningfulnessFeltResponsibilityKnowledgeofResultsInternalMotivationJobSatisfactionPerformanceQualityLowAbsenteeismLowTurnoverCoreJobDimensions CriticalPsychologicalStates OutcomesGeneratingExperiencedMeaningfulnessSkillVariety:thedegreetowhichajobrequiresavarietyofdifferenttasksincarryingouttheworkTaskIdentity:thedegreetowhichajobrequirescompletionofawholeandidentifiablepieceofworkTaskSignificance:thedegreetowhichthejobhasasubstantialimpactonthelivesofothersExperiencedmeaningfulnessisimportantforajobtoarouseintrinsicmotivation,whichinturnrequiresworktobeintegrated,important,anddemandingtheuseofmultipleskillsandabilitiesGeneratingExperiencedResponsibilityAutonomy:thedegreetowhichthejobprovidessubstantialfreedom,independenceanddiscretiontotheindividualinschedulingtheworkandindeterminingtheprocedurestobeusedincarryingitoutGeneratingKnowledgeofResultsTwobasictypesoffeedbackFromthejobFromotherpeopleJobsshouldbedesignedsothatfeedbackisregularlygiven,particularlyfeedbackfromthejobHigh&LowCharacteristicsCharacteristics Exles SkillVarietyHighvariety Theowner-operatorofagaragewhodoeselectricalrepair,rebuildsengines, doesbodywork,andinteractswithcustomersLowvariety Abodyshopworkerwhosprayspainteighthoursaday TaskIdentityHighidentity Acabinetmakerwhodesignsapiecesoffurniture,selectsthewood,buildsthe object,andfinishesittoperfectionLowidentity Aworkerinafurniturefactorywhooperatesalathetomaketablelegs TaskSignificanceHighsignificance NursingthesickinahospitalintensivecareunitLowsignificance Sweepinghospitalfloors AutonomyHighautonomy Atelephoneinstallerwhoscheduleshisorherownworkfortheday,and decidesonthebesttechniquesforaparticularinstallationLowautonomy Atelephoneoperatorwhomusthandlecallsastheycomeaccordingtoa routine,highlyspecifiedprocedure FeedbackHighfeedback Anelectronicsfactoryworkerwhoassemblesaradioandthentestsitto determineifitoperatesproperlyLowfeedback Anelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoa qualitycontrolinspectorwhotestsandadjustsitOfcourseit’sneverthatsimpleSkillVarietyTaskIdentityTaskSignificanceAutonomyFeedbackExperiencedMeaningfulnessFeltResponsibilityKnowledgeofResultsGrowthNeedStrengthInternalMotivationJobSatisfactionPerformanceQualityLowAbsenteeismLowTurnoverCoreJobDimensions CriticalPsychologicalStates OutcomesJobCharacteristicsTheoryGrowthNeedsStrength:theextenttowhichemployeesseetheirjobasamechanismforsatisfying“growth”needssuchaspersonalachievementandselfactualizationJCTsuggeststhatforemployeesLOWinGNS:ThefivecorejobdimensionswillhavelittleimpactoncriticalpsychologicalstatesThethreecriticalpsychologicalstateswillhaveverylittleimpactontheoutcomesJobCharacteristicsTheoryMotivatingPotentialScore(MPS)=(Variety+Identity+Significance)xAutonomyxFeedback 3InClassAssignment7Part3:CalculateyourMPSfromPart2Maximumis125Minimumis25WhatcouldhavebeendonetoincreaseyourMPS?JobCharacteristicsTheoryStrengths:HighlightstheimportanceofjobcontentHavegreaterpracticalvaluefororganizationsWeaknesses:AssumesthatthejobisobjectivelydefinedPsychologicalprocesses/mechanismsarevagueLimitedsupportforGNSandmediatingfactorsInterdisciplinaryApproachtoJobDesign4CategoriesofJob

OutcomesSatisfactionEfficiencyComfortReliabilityHypothesizedOutcomesforFourApproachestoJobDesignJobDesignApproachPositiveOutcomesNegativeOutcomesMechanisticDecreasedTrainingTimeHigherUtilizationLevelsLowerlikelihoodoferrorLesschanceofmentaloverloadandstressLowerJobSatisfactionLowermotivationHigherabsenteeismMotivationalHigherjobsatisfactionHighermotivationGreaterjobinvolvementHigherJobperformanceLowerabsenteeismIncreasedTrainingTimeLowerUtilizationLevelsHigherlikelihoodoferrorHigherchanceofmentaloverloadandstressBiologicalPerceptual-MotorHypothesizedOutcomesforFourApproachestoJobDesignJobDesignApproachPositiveOutcomesNegativeOutcomesMechanisticMotivationalBiologicalLessPhysicalEffortLessphysicalfatigueFewerHealthComplaintsFewermedicalincidentsLowerabsenteeismHigherJobSatisfactionHigherfinancialcostsbecauseofchangesinequipmentorjobenvironmentPerceptual-MotorLowerlikelihoodoferrorLowerlikelihoodofaccidentsLesschanceofmentaloverloadandstressLowertrainingtimeHigherutilizationlevelsLowerjobsatisfactionLowermotivationBuildingonCion…Edwardsetal(1999)proposeda10FactorModelFeedbackSkillRewardsSpecializationTasksimplicityPhysicaleaseWorkconditionsWorkschedulingErgonomicsCognitivesimplicityEnhancingJobMotivationalCharacteristicsEnhancingJobMotivationalCharacteristicsPreliminarysteps:DiagnosingcurrentjobcharacteristicsDoemployeeswanttheirjobsredesignedInvolvingstakeholdersOrganizationalinterventions:Jobrotation(contentofjobdoesnotchange)Jobenrichment,suchasverticalloadingCombiningtasks&formingnaturalworkunitsHowWorkhasChanged…EvolutionfromManufacturingto

knowledgeandserviceeconomyTheserviceeconomyemploysmorethan80%ofAmericanworkersandmakeup80%oftheUSGDP.SimilartrendsareoccurringacrosstheglobeinEuropeandAsiaWorkshouldbedesignedwithboththeworktasksandthesocialcontextinmindStrengtheningtheSocialContextOrganizationalSupportAlternativeworkarrangements:Flextime,jobsharing,telecommutingBenefits:Attractivefordual-earnersandworkingmothersEstablishingclientrelations:Grantetal.(2007):GettingindirectcontactwithbeneficiariesleadsfundraiserstocareaboutbeneficiariesincreasedfundraisingeffortOpeningfeedbackchannels(notjustfromtask,butalsofromo