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Organizational Behaviour The Individual

Organizational Behaviour The Individual. Motivation III Motivation in practice. Wage incentive plans for production/manufacturing jobs. Wage incentive plans for white collar jobs. Group incentive plans – motivating teamwork. Job Characteristics Model. Personal and Work Outcomes.

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Organizational Behaviour The Individual

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  1. Organizational BehaviourThe Individual Motivation III Motivation in practice

  2. Wage incentive plans for production/manufacturing jobs

  3. Wage incentive plans for white collar jobs

  4. Group incentive plans – motivating teamwork

  5. Job Characteristics Model Personal and Work Outcomes Core Job Characteristics Critical Psychological States Skill Variety Task Identity Task Significance Experienced meaningfulness of work High internal work motivation High quality work performance High satisfaction with work Low absenteeism and turnover Experienced responsibility for work outcomes Autonomy Knowledge of actual work results Job Feedback

  6. Job Characteristics Model Personal and Work Outcomes Core Job Characteristics Critical Psychological States Skill Variety Task Identity Task Significance Experienced meaningfulness of work High internal work motivation High quality work performance High satisfaction with work Low absenteeism and turnover Experienced responsibility for work outcomes Autonomy Knowledge of actual work results Job Feedback Moderators: 1. Knowledge and skill 2. Growth need strength 3. “Context” satisfactions

  7. Diagnosing for problems in motivational job designs • Survey method: The Job Diagnostic Survey • MPS = skill variety + task identity + task significance X autonomy X feedback 3 • Structural clues • Presence of :inspectors or checkers :communications and customer relations departments :labour pools :central decision making

  8. Common job design activities • Job rotation – adds variety and reduces boredom • Job enlargement/horizontal loading/combining tasks – increases the number of tasks performed by the individual • Job enrichment/vertical loading – increases the level of employee responsibility and accountability (reducing supervision)

  9. Common job design activities to enrich jobs • Establishing client relationships and accountability • Having employees responsible to those receiving the product; both internally and externally • Forming natural teams • putting teams together to produce a complete product

  10. Alternatives for those who do not want job redesign • ?????

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