Essentials
of Organizational Behavior
Chapter 5
Motivation:
From Concepts to Applications
Learning
Objectives
Chapter Five
•
Identify the four ingredients common to MBO programs.
•
Outline the typical five-step problem-solving model in OB Mod.
•
Explain why managers might want to use employee involvement
programs.
•
Define quality circles.
•
Explain how ESOPs can increase employee motivation.
•
Describe the link between skill-based pay plans and motivation
theories.
•
Explain how flexible benefits turn benefits into motivation.
Management by
Objectives (MBO)
Specific goals
participatively set
for an explicit time period
with feedback on goal progress.
Characteristics
of MBO Objectives:
u
Desired endpoint agreed upon by both the
worker and the manager
u
Known starting point or baseline
performance
u
Specific time frame to accomplish the
goal
u
A budget of resources needed, including $
u
A feedback loop, allows for revision of
the goal, budget, or time frame.
MBO Program Cascade of Objectives
OB Modification
•
Form of Operant conditioning -- reinforcement techinques,
e.g., punishment.
•
Intervention strategy
•
Following flow chart shows OB Mod program design.
•
The key step is evaluating for performance improvement at the
end.
•
You can make
all the changes you want, but if you do not begin with a baseline measure of
the activity and measure it again later, you are engaging in change for its
own sake.
Figure 5-2 --
page 65
Steps in OB Mod
1 Identify performance-related
behavioral events
2 Measure the baseline frequency of
response
3 Identify existing behavioral
contingencies through functional analysis
4a Develop interventions strategy
4b Apply appropriate strategy
4c Measure the frequency of response
after the intervention
4d Maintain desirable behavior
5 Evaluate for performance
improvement
Employee
Involvement
•
Participative process
•
Uses the entire capacity of employees
-
Is designed to encourage increased commitment to the
organization's success
Examples of
Employee Involvement Programs
•
Participative Management
•
Representative Participation
•
Quality Circles
•
Employee Stock Ownership Plans
Can you think of
other involvement techniques, programs?
Figure 5-3 -- page 69
How a Typical Quality Circle Operates
Variable Pay
Programs Link Pay to Performance
•
Piece rates
•
Wage incentives
•
Profit sharing
•
Bonuses
•
Gain sharing
Skill-Based Pay
Plans Reward Employee Growth and Flexibility.
Pay levels based
on how many skills employees have
or how many jobs they can do
Flexible Benefits
Link Organizational Rewards to Individual Employee Goals.
Employees tailor
their benefit program
to their personal needs
by picking from a menu of benefit
options.
Motivating the
Diversified Work Force Requires Flexibility
•
Work schedules
–
Work
hours
–
job
sharing
•
Compensation plans
•
Benefits
–
Child
care
•
Physical work settings
•
Teamwork versus
individual responsibility
Key Issues in
Motivation
•
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