Ob11 07st

Chapter 7

Motivation:
From Concept to
Applications

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook

What is MBO?
What is MBO?

Management by Objectives (MBO)
A program that encompasses specific goals,
participatively set, for an explicit time period,
with feedback on goal progress.

Key Elements
Key Elements
1. Goal specificity
1. Goal specificity
2.
2. Participative decision making
Participative decision making
3.
3. An explicit time period
An explicit time period
4. Performance feedback
4. Performance feedback
© 2005 Prentice Hall Inc.
All rights reserved. 7–2

Linking MBO and Goal-Setting Theory
Linking MBO and Goal-Setting Theory

MBO Goal-Setting Theory
Goal Specificity Yes Yes
Goal Difficulty Yes Yes
Feedback Yes Yes
Participation Yes No
(qualified)


Why MBO’s Fail
Why MBO’s Fail
 Unrealistic expectations about MBO results
 Lack of commitment by top management
 Failure to allocate reward properly
 Cultural incompatibilities


Employee Recognition Programs
Employee Recognition Programs
 Types of programs
– Personal attention
– Expressing interest
– Approval
– Appreciation for a job well done
 Benefits of programs
– Fulfill employees’ desire for recognition.
– Encourages repetition of desired behaviors.
– Enhance group/team cohesiveness and motivation.
– Encourages employee suggestions for improving
processes and cutting costs.

What is Employee Involvement?
What is Employee Involvement?
Employee Involvement Program
A participative process that uses the entire capacity of
employees and is designed to encourage increased
commitment to the organization’s success.

Participative Management
A process in which subordinates share a significant
degree of decision-making power with their
immediate superiors.


Examples of Employee Involvement Programs
(cont’d)
(cont’d)
Representative Participation
Workers participate in organizational decision making
through a small group of representative employees.

Works Councils
Groups of nominated or elected employees who must be
consulted when management makes decisions involving
personnel.

Board Representative
A form of representative participation; employees sit on a
company’s board of directors and represent the interests of the
firm’s employees.

(cont’d)
(cont’d)
Quality Circle
A work group of employees who meet regularly to
discuss their quality problems, investigate causes,
recommend solutions, and take corrective actions.


(cont’d)
(cont’d)

Employee Stock Ownership Plans (ESOPs)
Company-established benefit plans in which
employees acquire stock as part of their benefits.


Linking EI Programs and Motivation Theories
Linking EI Programs and Motivation Theories

Employee Two-Factor
Two-Factor
Theory Y
Theory Y Employee
Participative Involvement Theory
Theory
Participative Involvement Intrinsic
Management Programs Intrinsic
Management Programs Motivation
Motivation

ERG Theory
ERG Theory
Employee
Employee
Needs
Needs

© 2005 Prentice Hall Inc. 7–
All rights reserved. 10

Job Design and Scheduling
Job Design and Scheduling

Job Rotation
The periodic shifting of a worker from one task to
another.

Job Enlargement
The horizontal expansion of jobs.

Job Enrichment
The vertical expansion of jobs.

Work Schedule Options

Flextime
Employees work during a common core time period
each day but have discretion in forming their total
workday from a flexible set of hours outside the core.

Job Sharing
The practice of having two or more people split a 40-
hour-a-week job.



Telecommuting
Employees do their work at home on a computer
that is linked to their office.

Categories of telecommuting jobs:
Categories of telecommuting jobs:
• • Routine information handling tasks
Routine information handling tasks
• • Mobile activities
Mobile activities
• • Professional and other knowledge-related tasks
Professional and other knowledge-related tasks


Telecommuting
Telecommuting
 Advantages  Disadvantages
(Employer)
– Larger labor pool
– Less direct
– Higher productivity
supervision of
– Less turnover employees
– Improved morale – Difficult to coordinate
teamwork
– Reduced office-
space costs – Difficult to evaluate
non-quantitative
performance


Variable Pay Programs

A portion of an employee’s pay is based on some
individual and/or organization measure of
performance.
• Piece rate pay plans
• Profit sharing plans
• Gain sharing plans


Variable Pay Programs (cont’d)
Variable Pay Programs (cont’d)
Piece-rate Pay Plans
Workers are paid a fixed sum for each unit of
production completed.

Profit-Sharing Plans
Organizationwide programs that distribute
compensation based on some established formula
designed around a company’s profitability.

Gain Sharing
An incentive plan in which improvements in group
productivity determine the total amount of money that
is allocated.

Skill-Based Pay Plans
Skill-Based Pay Plans

Pay levels are based on how many skills employees
have or how many jobs they can do.

Benefits of Skill-based Pay Plans:
Benefits of Skill-based Pay Plans:
1.
1. Provides staffing flexibility.
Provides staffing flexibility.
2.
2. Facilitates communication across the organization.
Facilitates communication across the organization.
3.
3. Lessens “protection of territory” behaviors.
Lessens “protection of territory” behaviors.
4.
4. Meets the needs of employees for advancement
Meets the needs of employees for advancement
(without promotion).
(without promotion).
5. Leads to performance improvements.
5. Leads to performance improvements.

Skill-Based Pay Plans (cont’d)
Skill-Based Pay Plans (cont’d)

Drawbacks of Skill-based Pay Plans:
Drawbacks of Skill-based Pay Plans:
1. Lack of additional learning opportunities that will
1. Lack of additional learning opportunities that will
increase employee pay.
increase employee pay.
2. Continuing to pay employees for skills that have
2. Continuing to pay employees for skills that have
become obsolete.
become obsolete.
3. Paying for skills which are of no immediate use
3. Paying for skills which are of no immediate use
to the organization.
to the organization.
4. Paying for aaskill, not for the level of employee
4. Paying for skill, not for the level of employee
performance for the particular skill.
performance for the particular skill.


Flexible Benefits
Flexible Benefits

Employees tailor their
benefit program to Core-Plus Plans:
Core-Plus Plans:
meet their personal aacore of essential
core of essential
need by picking and benefits and aamenu-like
benefits and menu-like
selection of other benefit
choosing from a menu selection of other benefit
options.
options.
of benefit options.

Modular Plans:
Modular Plans: Flexible Spending Plans:
Flexible Spending Plans:
predesigned benefits
predesigned benefits allow employees to use
allow employees to use
packages for specific
packages for specific their tax-free benefit
their tax-free benefit
groups of employees.
groups of employees. dollars purchase benefits
dollars purchase benefits
and pay service premiums.
and pay service premiums.

Implications for Managers
Implications for Managers
 Motivating Employees in Organizations
– Recognize individual differences.
– Use goals and feedback.
– Allow employees to participate in decisions that affect
them.
– Link rewards to performance.
– Check the system for equity.


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