Psy 320 Secretary

734 views

Published on

Recommendation for job redesign including current challenges, potential to increase intrinsic motivation and the value of synergy.

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
734
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
14
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Introduction to proposal.
  • Current challenges faced by Confidential Secretaries include implementation of new software to increase productivity and be in compliance with government regulations. Lack of motivation to continually learn new software and increase productivity. Lack of feedback from supervisors to support goals. Lack of communication between coworkers to share and meet goals.
  • With quickly changing technology and expectations to learn new software and increase production, we must understand what motivates employees to want to learn. Intrinsic motivation provides the motivation to engage the environment, pursue personal interests, and exert the effort necessary to exercise and develop skills and capabilities (Reeve, 2001). It is the motivation to WANT to learn.
  • According to the Cognitive Evaluation Theory, factors that influence people's feelings of self-determination and competence also influence their intrinsic motivation. Supervisory style, in particular positive feedback has been found to be one such factor (Deci & Ryan, 1985). Feelings of competence lead to job satisfaction, which in turn, leads to increased productivity (Spreitzer, 1995).
  • Develop learning teams to be trained on new software together and promote communication. Set clear goals throughout each new implementation. Meet with supervisor throughout implementation to receive feedback regarding goal process. Research shows that goal setting is most effective when there is feedback showing progress toward the goal (Latham & Locke, 1991; Locke, 1996).
  • Through the effective use of teams, each member’s skills can compliment the performance of the team as a whole. The team’s focus on performance motivates, challenges, rewards, and supports the individuals. The performance of the team is greater than the sum of its parts (Katzenbach, 1992).
  • With synergy the result is greater than simple team work. Potential for increased production is obvious.
  • By developing teams communication will be improved. Positive feedback from supervisors will promote intrinsic motivation leading to job satisfaction and increased production.
  • Reference information
  • Psy 320 Secretary

    1. 1. Confidential Secretary Job Redesign Proposal
    2. 2. Current Challenges <ul><li>New software </li></ul><ul><li>Expectation of increased production </li></ul><ul><li>Lack of motivation </li></ul><ul><li>Lack of feedback from supervisors </li></ul><ul><li>Lack of communication between coworkers </li></ul>
    3. 3. INTRINSIC MOTIVATION <ul><li>Innate propensity </li></ul><ul><li>Engage in one’s interests </li></ul><ul><li>Exercise capabilities </li></ul><ul><li>Seek out and master challenges </li></ul><ul><li>Fulfills a “want” to learn </li></ul>
    4. 4. Promoting Intrinsic Motivation <ul><li>Cognitive Evaluation Theory </li></ul>
    5. 5. Redesign <ul><li>Develop learning teams </li></ul><ul><li>Set goals </li></ul><ul><li>Meet with supervisor </li></ul><ul><li>Supervisors to provide positive feedback </li></ul>GREAT JOB!
    6. 6. Why Teams? <ul><li>Utilize complimentary skills </li></ul><ul><li>Technical functional </li></ul><ul><li>Problem solving </li></ul><ul><li>Interpersonal </li></ul><ul><li>More than the sum of its parts </li></ul><ul><li>Synergy </li></ul>
    7. 7. What’s So Special About Synergy? <ul><li>Team Work </li></ul><ul><li>People organized to function cooperatively as a group toward reaching a goal. </li></ul><ul><li>Synergy </li></ul><ul><li>Occurs when the combined efforts of two or more team members are greater than the sum of their individual capabilities. </li></ul>
    8. 8. Conclusion <ul><li>Develop teams </li></ul><ul><li>Promote communication </li></ul><ul><li>Provide positive feedback </li></ul><ul><li>Promote intrinsic motivation </li></ul><ul><li>Promote job satisfaction </li></ul><ul><li>Increased production </li></ul>
    9. 9. References <ul><li>Deci, E. L., & Ryan, R M. (1985). “Intrinsic motivation and self-determination in human Behavior”. New York: Plenum Press </li></ul><ul><li>Katzenbach, Jon R., and Douglas K. Smith. “Why teams matter.” The McKinsey Quarterly n3, (Summer 1992 n3): 3(25). General OneFile Gale. Appollo Library. 22 Feb. 2009 </li></ul><ul><li>Latham, G. P., & Locke, E. A. (1991). “Self-regulation through goal-setting”. </li></ul><ul><li>Organizational Behavior and Human Decision Processes, 50: 212-247. </li></ul><ul><li>Locke, E. A. (1996). “Motivation through conscious goal setting. Applied and </li></ul><ul><li>Preventive Psychology, 5: 117-124 </li></ul><ul><li>Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38, 1442-1465. </li></ul><ul><li>Reeve, Johnmarshall. (2001). Understanding motivation and emotion . Retrieved from University of Phoenix ebook collection. </li></ul>

    ×