This document discusses job enrichment and the Job Characteristics Model developed by Hackman and Oldham. It provides an overview of the model, which identifies 5 core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) that can be enriched to improve motivation. When these characteristics are enriched, they positively impact 3 critical psychological states and lead to improved personal and work outcomes. The document also discusses research supporting the model and provides examples of how jobs can be enriched through approaches like vertical loading, natural grouping, and opening feedback channels.
This document discusses organizational structure and job design. It explains that job design is the process of dividing tasks into specific jobs to increase efficiency. Managers must analyze tasks and create jobs that allow the organization to provide goods and services. Job enlargement increases tasks in a job to reduce boredom, while job enrichment increases worker responsibility and involvement. The job characteristics model identifies five characteristics - skill variety, task identity, task significance, autonomy, and feedback - that determine how motivating a job is. Managers can make jobs more motivating by designing them to positively impact these characteristics.
The document discusses the Job Characteristics Model (JCM) and how it relates to an individual's past work experience at a retail clothing store.
The JCM proposes that five core job characteristics - skill variety, task identity, task significance, autonomy, and feedback - influence three psychological states of meaningfulness, responsibility, and knowledge of results, which in turn impact work motivation, satisfaction, and effectiveness. The document analyzes how the individual's jobs at two different stores aligned with or violated the JCM, affecting their motivation and attitudes. Through applying the JCM, the individual gained insight into what truly drives work satisfaction and how job design impacts employee outcomes.
3. Summary of 8 Topics - M. Athar Jamil (Assignment#2).pptxssuser0bcda8
This document provides an overview of 8 advanced topics in human resource management: job crafting, positive and emotional intelligence, self-efficacy, personality traits, organizational citizenship behavior, decision making, cynicism, and organizational religiosity. For each topic, it summarizes 1-2 research papers related to that topic in 3-4 sentences. The document discusses the purpose and key findings of the research presented in each paper.
A good company gives an opportunity for employees to develop their creativity through new ideas of employees. Any opinions, thoughts or ideas are the results of ideas. There is a process of reflection on an opinion or an idea that emerged at the head of the employee. But not all employees who have a brilliant idea. There are some among them who are not motivated to have a good performance. Three factors influence the employee reputation. Performance, motivation, and job training are the essential things to do by the company to raise the reputation. Each employee level can be calculated by Profile Matching method. It produces the value of each employee or ranks them in ascending or descending order. The benefit to the company is they can promote the best employees in particular period.
This document discusses job enrichment strategies to increase employee satisfaction and motivation. It defines job enrichment as enhancing job responsibilities to make work more rewarding and challenging. The key aspects of job enrichment are identified as skill variety, task identity, task significance, autonomy, and feedback. Specific strategies are proposed, such as job rotation, combining tasks, participative management, and redistributing power and authority. A four-step process is outlined for implementing a job enrichment program that involves assessing satisfaction levels, identifying enrichment opportunities, designing the program, and communicating changes. Benefits include a more engaged and motivated workforce, while potential downsides include difficulty providing opportunities to all employees equally.
This document provides an overview of human resource management and job satisfaction. It discusses key topics such as the definition of human resource management, the importance of job satisfaction, theories of job satisfaction including content, process and situational theories, factors associated with job satisfaction like work esteem and supervision, approaches to measure job satisfaction, and models of job satisfaction. It also describes the purpose and advantages of job descriptions for recruitment, selection, and performance evaluation. General and specific job descriptions are compared in terms of the level of detail they provide and their advantages and disadvantages.
This document discusses job satisfaction, including its meaning, importance, factors that influence it, and theories about it. Some key points:
- Job satisfaction refers to an employee's general attitude towards their job based on specific attitudes about job factors, the industry, and relationships outside work. It impacts productivity, turnover, absenteeism and morale.
- Important factors that influence job satisfaction include mentally challenging work, equitable rewards like fair pay, supportive working conditions, and supportive colleagues.
- Theories about job satisfaction include Herzberg's two-factor theory which proposes that satisfaction and dissatisfaction are independent, with satisfaction coming from motivators like achievement and dissatisfaction from hygiene factors like pay.
- Job
This document discusses organizational structure and job design. It explains that job design is the process of dividing tasks into specific jobs to increase efficiency. Managers must analyze tasks and create jobs that allow the organization to provide goods and services. Job enlargement increases tasks in a job to reduce boredom, while job enrichment increases worker responsibility and involvement. The job characteristics model identifies five characteristics - skill variety, task identity, task significance, autonomy, and feedback - that determine how motivating a job is. Managers can make jobs more motivating by designing them to positively impact these characteristics.
The document discusses the Job Characteristics Model (JCM) and how it relates to an individual's past work experience at a retail clothing store.
The JCM proposes that five core job characteristics - skill variety, task identity, task significance, autonomy, and feedback - influence three psychological states of meaningfulness, responsibility, and knowledge of results, which in turn impact work motivation, satisfaction, and effectiveness. The document analyzes how the individual's jobs at two different stores aligned with or violated the JCM, affecting their motivation and attitudes. Through applying the JCM, the individual gained insight into what truly drives work satisfaction and how job design impacts employee outcomes.
3. Summary of 8 Topics - M. Athar Jamil (Assignment#2).pptxssuser0bcda8
This document provides an overview of 8 advanced topics in human resource management: job crafting, positive and emotional intelligence, self-efficacy, personality traits, organizational citizenship behavior, decision making, cynicism, and organizational religiosity. For each topic, it summarizes 1-2 research papers related to that topic in 3-4 sentences. The document discusses the purpose and key findings of the research presented in each paper.
A good company gives an opportunity for employees to develop their creativity through new ideas of employees. Any opinions, thoughts or ideas are the results of ideas. There is a process of reflection on an opinion or an idea that emerged at the head of the employee. But not all employees who have a brilliant idea. There are some among them who are not motivated to have a good performance. Three factors influence the employee reputation. Performance, motivation, and job training are the essential things to do by the company to raise the reputation. Each employee level can be calculated by Profile Matching method. It produces the value of each employee or ranks them in ascending or descending order. The benefit to the company is they can promote the best employees in particular period.
This document discusses job enrichment strategies to increase employee satisfaction and motivation. It defines job enrichment as enhancing job responsibilities to make work more rewarding and challenging. The key aspects of job enrichment are identified as skill variety, task identity, task significance, autonomy, and feedback. Specific strategies are proposed, such as job rotation, combining tasks, participative management, and redistributing power and authority. A four-step process is outlined for implementing a job enrichment program that involves assessing satisfaction levels, identifying enrichment opportunities, designing the program, and communicating changes. Benefits include a more engaged and motivated workforce, while potential downsides include difficulty providing opportunities to all employees equally.
This document provides an overview of human resource management and job satisfaction. It discusses key topics such as the definition of human resource management, the importance of job satisfaction, theories of job satisfaction including content, process and situational theories, factors associated with job satisfaction like work esteem and supervision, approaches to measure job satisfaction, and models of job satisfaction. It also describes the purpose and advantages of job descriptions for recruitment, selection, and performance evaluation. General and specific job descriptions are compared in terms of the level of detail they provide and their advantages and disadvantages.
This document discusses job satisfaction, including its meaning, importance, factors that influence it, and theories about it. Some key points:
- Job satisfaction refers to an employee's general attitude towards their job based on specific attitudes about job factors, the industry, and relationships outside work. It impacts productivity, turnover, absenteeism and morale.
- Important factors that influence job satisfaction include mentally challenging work, equitable rewards like fair pay, supportive working conditions, and supportive colleagues.
- Theories about job satisfaction include Herzberg's two-factor theory which proposes that satisfaction and dissatisfaction are independent, with satisfaction coming from motivators like achievement and dissatisfaction from hygiene factors like pay.
- Job
Job satisfaction is defined as how much people like or dislike their jobs. It is influenced by factors like pay, the work itself, coworkers, supervision, and benefits. Job satisfaction benefits both workers and organizations by increasing productivity, commitment, and well-being. Organizations can enhance job satisfaction through flexible work, training, meaningful work, opportunities for growth, and competitive compensation. Both management and workers must work to ensure long-term job satisfaction.
Job design involves determining the tasks, responsibilities, and relationships associated with a job. It includes defining how the work is performed, who performs it, and where. The goals of job design are to improve employee productivity and satisfaction while meeting organizational needs. It considers both the requirements of the organization and needs of the individual employee. There are various approaches to job design such as engineering, human relations, and sociotechnical approaches. Key factors in job design include skill variety, task identity, task significance, autonomy, and feedback.
Job satisfaction is defined as how much people like or dislike their jobs. It is influenced by factors like the work itself, pay, coworkers, supervision, and benefits. High job satisfaction benefits both workers and organizations by increasing productivity, commitment, and well-being while reducing absenteeism and turnover. Organizations can promote job satisfaction through flexible work arrangements, training, interesting work, responsibility, feedback, and competitive compensation. Both management and workers must work together to ensure a satisfying work environment.
Job satisfaction in banking a study of private and public sector banksIAEME Publication
This study examines job satisfaction among employees in public and private sector banks in India. The document provides background on definitions of job satisfaction and factors that influence it. It outlines the study's objectives to measure and compare job satisfaction levels and contributing factors between public and private bank employees. The methodology section notes that surveys were conducted with 400 employees total across 6 banks to collect data on job satisfaction and its relationship to other variables. Prior literature found job satisfaction correlated with organizational commitment, justice perceptions, benefits offered, workforce size, and more.
Job satisfaction in banking a study of private and public sector banksiaemedu
This study examines job satisfaction among employees in public and private sector banks in India. The document provides background on definitions of job satisfaction and factors that influence it. It outlines the study's objectives to measure and compare job satisfaction levels and contributing factors between public and private bank employees. The methodology section notes that surveys were conducted with 400 employees total across 6 banks to collect data on job satisfaction and its relationship to other variables. Prior literature found job satisfaction correlated with organizational commitment, justice perceptions, and other workplace factors.
Running Head METHODS1METHODS2Walden S.docxcowinhelen
- Walden Sports is an outdoor equipment and clothing retailer that was founded 12 years ago and has since expanded its product line and acquired a travel agency. It employs 70 people across various departments.
- The company has experienced rapid growth in recent years through expanding online sales and acquiring a travel agency, but this growth has led to decreased employee productivity and morale issues that the CEO wants to address.
- The CEO has brought in a consultant to help identify the source of these issues and recommend solutions through conducting a job diagnostic survey of employees.
The document provides information on job descriptions and the motivational potential score (MPS) model developed by Hackman and Oldham. It discusses the importance of accurate job descriptions for effective human resource management. The five dimensions of the MPS model - skill variety, task identity, task significance, autonomy, and feedback - are explained. A formula for calculating a job's MPS based on scores in these five dimensions is also provided. Sample job descriptions for a project manager position are given to demonstrate how the MPS could be applied.
Human resource management (HRM) involves managing human resources to maximize employee performance and meet organizational objectives. HR departments handle employee recruitment, training, benefits and compensation. The role of HR has evolved from transactional tasks to more strategic initiatives like talent management and succession planning. Job analysis and job descriptions are important HR processes. Job analysis identifies the key tasks, responsibilities, skills and qualifications of a role. A job description communicates the duties and requirements of a position. Job specifications describe the minimum qualifications a candidate must possess to perform the job successfully.
American Journal of Multidisciplinary Research and Development is indexed, refereed and peer-reviewed journal, which is designed to publish research articles.
American Journal of Multidisciplinary Research and Development is indexed, refereed and peer-reviewed journal, which is designed to publish research articles.
This document discusses factors that motivate employees, including self-esteem, intrinsic motivation, need for achievement, and job characteristics. It describes theories like Maslow's hierarchy of needs and how satisfying different needs can increase motivation. Goal setting is discussed, with SMART goals outlined as specific, measurable, attainable, relevant and time-bound. The importance of feedback, self-regulation, participation in goal setting, and rewards for achieving goals are covered as ways to improve motivation.
This document discusses organizational behavior and motivation theories. It provides an overview of several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, and goal setting theory. It also discusses job design theories like the job characteristics model and discusses how job design, compensation programs, employee involvement, and recognition programs can impact employee motivation. Managers are advised to recognize individual differences, use goals and feedback, allow employee participation, link rewards to performance, and ensure equity in the reward system to help motivate employees.
The document discusses job design and redesign. It defines job redesign as restructuring job elements like tasks and responsibilities to make jobs more motivating. A job redesign process typically involves clarifying current vs past roles, assessing employee skills, reallocating tasks, providing training, and revisiting changes. Reasons for redesign include enhancing work quality and satisfaction. Methods discussed include job enrichment, enlargement, rotation, teams, and work-life balance policies. The Job Characteristics Model links job design dimensions like autonomy and feedback to outcomes like motivation and satisfaction.
When you discuss individual differences among your friends, you mi.docxphilipnelson29183
When you discuss individual differences among your friends, you might start by talking about your presonalities, or skills and abilities. We’ll do the same. In the chapter that follows we will discuss these and other differences. We will also discuss emotions, which we consider a key individual level process in response to personal and environmental inputs. By the end of the chapter you will have a much greater understanding of how individual differences and emotions affect a host of outcomes at the individual and group levels of OB. You also will learn some practical tips on how to use this knowledge to improve your success at school, at work, and in your larger life. Page 73 winning at work TO START FAST AND START RIGHT, BE PROACTIVE IN YOUR FIRST 30 DAYS Shannon Deegan, director of People Operations at Google, said: “We tell employees, ‘You own your career.’ . . . If an employee loves part of a job yet wanted to do it on a different team, ‘it’s cool,’ he says.”1 This is a loud endorsement for proactivity at work. And while you may never work for Google, you can still benefit from his advice. Being proactive is a benefit in many arenas of life and can be especially beneficial when starting a new job. Don’t count on your employer to do all the work in the early stages, or onboarding process, of a new job. We’ve listed seven recommendations to help you start fast and start right. SOURCE: From Jennifer King, “6 Things New Hires Should Do in the First 30 Days,” SoftwareAdvice.com, http://blog.softwareadvice.com/articles/hr/new-hire-check-list-1071312/. Reprinted with permission. 1.Come Up with Your Elevator Pitch. You only get one chance to make a first impression. So, before you start introducing yourself to everyone, figure out what you’re going to say when you meet them. 2.Understand Your Role and How You’ll Be Evaluated. The responsibilities of the job you were hired for could change by the time you start work. Reach out to your manager about what may have changed and make sure you have a clear understanding of your current role, responsibilities, and authority before you take on any projects. 3.Learn the Business. Before you can begin to contribute to an organization, you need to figure out how the company works. How does your company do business? What are its objectives? 4.Interview Your Boss. The key to being a successful new employee is helping your boss be successful. Find out what keeps your boss up at night and come up with creative ways to alleviate those worries. 5.Be Ambitious, but Have Restraint. You might be eager to start contributing right away and fixing everything you see wrong with the organization. That intention is good, but tread lightly. As a new hire you won’t have the historical context about why a policy or process may or may not need fixing. 6.Be Proactive about Your Onboarding. One day of orientation and a meet and greet with your team may be the extent of your company’s onboarding program. If so, be proactive with.
Motivation and productivity in the workplaceJorge Gawad
This document discusses motivation and productivity in the workplace. It provides an overview of various motivation theories and research studies. Key points include:
- Motivation comes from both intrinsic factors like achievement and extrinsic factors like rewards.
- Herzberg's two-factor theory found motivators like achievement and responsibility increase job satisfaction while hygiene factors like pay prevent dissatisfaction.
- Hackman and Oldham's job characteristics theory identified five job dimensions that influence motivation: skill variety, task identity, task significance, autonomy, and feedback.
The document discusses the relationship between employee reward systems and organizational performance. It defines reward systems and divides them into intrinsic and extrinsic rewards. It examines theories like Vroom's expectancy theory and Maslow's hierarchy of needs to explain how reward systems can motivate employees. While motivation is important for performance, accurately evaluating performance is difficult. Statistical evidence suggests many performance appraisal systems decrease rather than increase motivation and productivity. However, when reward systems are properly designed and linked to goals, they have the potential to improve motivation and organizational performance by fulfilling employees' various needs.
The document discusses Job Design Theory and the Job Characteristics Model. It describes the five core job dimensions identified by the model - skill variety, task identity, task significance, autonomy, and feedback. Jobs that score highly on these dimensions are likely to lead to increased motivation, performance, and job satisfaction for employees. The document also discusses how jobs can be redesigned through approaches like job rotation, enlargement, and enrichment in order to improve motivation.
This document summarizes several theories of motivation and how they can be applied in business. It discusses Maslow's hierarchy of needs, Herzberg's motivational factors, McGregor's Theory X and Y and Ouchi's Theory Z. It also covers goal-setting theory, expectancy theory, and strategies for job enrichment like skill variety, task identity, autonomy and feedback. Finally, it discusses how open communication and personalized motivation can help managers motivate employees.
This document provides guidelines for developing, implementing, and evaluating effective performance management systems. It discusses key aspects of the performance management process including performance planning, ongoing feedback, employee input, evaluation, and review. The guidelines recommend ensuring alignment with other HR systems, getting organizational buy-in, effective communication, automation, pilot testing, training, and continuous evaluation and improvement. The overall aim is to present research-based best practices to help organizations strengthen performance management.
This document discusses talent management strategies for organizations. It defines talent management as the process of recruiting, developing, and retaining an organization's most important asset - its people. The document outlines five rules for effective talent management: 1) Invest differently in talent segments to optimize results 2) Measure programs' business impact 3) Let numbers drive talent decisions 4) Build adaptable skills 5) Simplify performance management. It emphasizes aligning talent strategies with business goals and using data-driven approaches. Effective talent management is important for organizational success, especially during economic changes.
Job satisfaction is defined as how much people like or dislike their jobs. It is influenced by factors like pay, the work itself, coworkers, supervision, and benefits. Job satisfaction benefits both workers and organizations by increasing productivity, commitment, and well-being. Organizations can enhance job satisfaction through flexible work, training, meaningful work, opportunities for growth, and competitive compensation. Both management and workers must work to ensure long-term job satisfaction.
Job design involves determining the tasks, responsibilities, and relationships associated with a job. It includes defining how the work is performed, who performs it, and where. The goals of job design are to improve employee productivity and satisfaction while meeting organizational needs. It considers both the requirements of the organization and needs of the individual employee. There are various approaches to job design such as engineering, human relations, and sociotechnical approaches. Key factors in job design include skill variety, task identity, task significance, autonomy, and feedback.
Job satisfaction is defined as how much people like or dislike their jobs. It is influenced by factors like the work itself, pay, coworkers, supervision, and benefits. High job satisfaction benefits both workers and organizations by increasing productivity, commitment, and well-being while reducing absenteeism and turnover. Organizations can promote job satisfaction through flexible work arrangements, training, interesting work, responsibility, feedback, and competitive compensation. Both management and workers must work together to ensure a satisfying work environment.
Job satisfaction in banking a study of private and public sector banksIAEME Publication
This study examines job satisfaction among employees in public and private sector banks in India. The document provides background on definitions of job satisfaction and factors that influence it. It outlines the study's objectives to measure and compare job satisfaction levels and contributing factors between public and private bank employees. The methodology section notes that surveys were conducted with 400 employees total across 6 banks to collect data on job satisfaction and its relationship to other variables. Prior literature found job satisfaction correlated with organizational commitment, justice perceptions, benefits offered, workforce size, and more.
Job satisfaction in banking a study of private and public sector banksiaemedu
This study examines job satisfaction among employees in public and private sector banks in India. The document provides background on definitions of job satisfaction and factors that influence it. It outlines the study's objectives to measure and compare job satisfaction levels and contributing factors between public and private bank employees. The methodology section notes that surveys were conducted with 400 employees total across 6 banks to collect data on job satisfaction and its relationship to other variables. Prior literature found job satisfaction correlated with organizational commitment, justice perceptions, and other workplace factors.
Running Head METHODS1METHODS2Walden S.docxcowinhelen
- Walden Sports is an outdoor equipment and clothing retailer that was founded 12 years ago and has since expanded its product line and acquired a travel agency. It employs 70 people across various departments.
- The company has experienced rapid growth in recent years through expanding online sales and acquiring a travel agency, but this growth has led to decreased employee productivity and morale issues that the CEO wants to address.
- The CEO has brought in a consultant to help identify the source of these issues and recommend solutions through conducting a job diagnostic survey of employees.
The document provides information on job descriptions and the motivational potential score (MPS) model developed by Hackman and Oldham. It discusses the importance of accurate job descriptions for effective human resource management. The five dimensions of the MPS model - skill variety, task identity, task significance, autonomy, and feedback - are explained. A formula for calculating a job's MPS based on scores in these five dimensions is also provided. Sample job descriptions for a project manager position are given to demonstrate how the MPS could be applied.
Human resource management (HRM) involves managing human resources to maximize employee performance and meet organizational objectives. HR departments handle employee recruitment, training, benefits and compensation. The role of HR has evolved from transactional tasks to more strategic initiatives like talent management and succession planning. Job analysis and job descriptions are important HR processes. Job analysis identifies the key tasks, responsibilities, skills and qualifications of a role. A job description communicates the duties and requirements of a position. Job specifications describe the minimum qualifications a candidate must possess to perform the job successfully.
American Journal of Multidisciplinary Research and Development is indexed, refereed and peer-reviewed journal, which is designed to publish research articles.
American Journal of Multidisciplinary Research and Development is indexed, refereed and peer-reviewed journal, which is designed to publish research articles.
This document discusses factors that motivate employees, including self-esteem, intrinsic motivation, need for achievement, and job characteristics. It describes theories like Maslow's hierarchy of needs and how satisfying different needs can increase motivation. Goal setting is discussed, with SMART goals outlined as specific, measurable, attainable, relevant and time-bound. The importance of feedback, self-regulation, participation in goal setting, and rewards for achieving goals are covered as ways to improve motivation.
This document discusses organizational behavior and motivation theories. It provides an overview of several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, and goal setting theory. It also discusses job design theories like the job characteristics model and discusses how job design, compensation programs, employee involvement, and recognition programs can impact employee motivation. Managers are advised to recognize individual differences, use goals and feedback, allow employee participation, link rewards to performance, and ensure equity in the reward system to help motivate employees.
The document discusses job design and redesign. It defines job redesign as restructuring job elements like tasks and responsibilities to make jobs more motivating. A job redesign process typically involves clarifying current vs past roles, assessing employee skills, reallocating tasks, providing training, and revisiting changes. Reasons for redesign include enhancing work quality and satisfaction. Methods discussed include job enrichment, enlargement, rotation, teams, and work-life balance policies. The Job Characteristics Model links job design dimensions like autonomy and feedback to outcomes like motivation and satisfaction.
When you discuss individual differences among your friends, you mi.docxphilipnelson29183
When you discuss individual differences among your friends, you might start by talking about your presonalities, or skills and abilities. We’ll do the same. In the chapter that follows we will discuss these and other differences. We will also discuss emotions, which we consider a key individual level process in response to personal and environmental inputs. By the end of the chapter you will have a much greater understanding of how individual differences and emotions affect a host of outcomes at the individual and group levels of OB. You also will learn some practical tips on how to use this knowledge to improve your success at school, at work, and in your larger life. Page 73 winning at work TO START FAST AND START RIGHT, BE PROACTIVE IN YOUR FIRST 30 DAYS Shannon Deegan, director of People Operations at Google, said: “We tell employees, ‘You own your career.’ . . . If an employee loves part of a job yet wanted to do it on a different team, ‘it’s cool,’ he says.”1 This is a loud endorsement for proactivity at work. And while you may never work for Google, you can still benefit from his advice. Being proactive is a benefit in many arenas of life and can be especially beneficial when starting a new job. Don’t count on your employer to do all the work in the early stages, or onboarding process, of a new job. We’ve listed seven recommendations to help you start fast and start right. SOURCE: From Jennifer King, “6 Things New Hires Should Do in the First 30 Days,” SoftwareAdvice.com, http://blog.softwareadvice.com/articles/hr/new-hire-check-list-1071312/. Reprinted with permission. 1.Come Up with Your Elevator Pitch. You only get one chance to make a first impression. So, before you start introducing yourself to everyone, figure out what you’re going to say when you meet them. 2.Understand Your Role and How You’ll Be Evaluated. The responsibilities of the job you were hired for could change by the time you start work. Reach out to your manager about what may have changed and make sure you have a clear understanding of your current role, responsibilities, and authority before you take on any projects. 3.Learn the Business. Before you can begin to contribute to an organization, you need to figure out how the company works. How does your company do business? What are its objectives? 4.Interview Your Boss. The key to being a successful new employee is helping your boss be successful. Find out what keeps your boss up at night and come up with creative ways to alleviate those worries. 5.Be Ambitious, but Have Restraint. You might be eager to start contributing right away and fixing everything you see wrong with the organization. That intention is good, but tread lightly. As a new hire you won’t have the historical context about why a policy or process may or may not need fixing. 6.Be Proactive about Your Onboarding. One day of orientation and a meet and greet with your team may be the extent of your company’s onboarding program. If so, be proactive with.
Motivation and productivity in the workplaceJorge Gawad
This document discusses motivation and productivity in the workplace. It provides an overview of various motivation theories and research studies. Key points include:
- Motivation comes from both intrinsic factors like achievement and extrinsic factors like rewards.
- Herzberg's two-factor theory found motivators like achievement and responsibility increase job satisfaction while hygiene factors like pay prevent dissatisfaction.
- Hackman and Oldham's job characteristics theory identified five job dimensions that influence motivation: skill variety, task identity, task significance, autonomy, and feedback.
The document discusses the relationship between employee reward systems and organizational performance. It defines reward systems and divides them into intrinsic and extrinsic rewards. It examines theories like Vroom's expectancy theory and Maslow's hierarchy of needs to explain how reward systems can motivate employees. While motivation is important for performance, accurately evaluating performance is difficult. Statistical evidence suggests many performance appraisal systems decrease rather than increase motivation and productivity. However, when reward systems are properly designed and linked to goals, they have the potential to improve motivation and organizational performance by fulfilling employees' various needs.
The document discusses Job Design Theory and the Job Characteristics Model. It describes the five core job dimensions identified by the model - skill variety, task identity, task significance, autonomy, and feedback. Jobs that score highly on these dimensions are likely to lead to increased motivation, performance, and job satisfaction for employees. The document also discusses how jobs can be redesigned through approaches like job rotation, enlargement, and enrichment in order to improve motivation.
This document summarizes several theories of motivation and how they can be applied in business. It discusses Maslow's hierarchy of needs, Herzberg's motivational factors, McGregor's Theory X and Y and Ouchi's Theory Z. It also covers goal-setting theory, expectancy theory, and strategies for job enrichment like skill variety, task identity, autonomy and feedback. Finally, it discusses how open communication and personalized motivation can help managers motivate employees.
Similar to Lunenburg, Fred C. Motivating Model (20)
This document provides guidelines for developing, implementing, and evaluating effective performance management systems. It discusses key aspects of the performance management process including performance planning, ongoing feedback, employee input, evaluation, and review. The guidelines recommend ensuring alignment with other HR systems, getting organizational buy-in, effective communication, automation, pilot testing, training, and continuous evaluation and improvement. The overall aim is to present research-based best practices to help organizations strengthen performance management.
This document discusses talent management strategies for organizations. It defines talent management as the process of recruiting, developing, and retaining an organization's most important asset - its people. The document outlines five rules for effective talent management: 1) Invest differently in talent segments to optimize results 2) Measure programs' business impact 3) Let numbers drive talent decisions 4) Build adaptable skills 5) Simplify performance management. It emphasizes aligning talent strategies with business goals and using data-driven approaches. Effective talent management is important for organizational success, especially during economic changes.
This document provides a guide for strategic workforce planning for tax administrations. It outlines a 4-stage process for strategic workforce planning: 1) Environmental scanning to set strategic directions based on organizational objectives and budgets; 2) Forecasting future HR needs and supply; 3) Performing a gap analysis to identify mismatches and develop HR action plans; and 4) Monitoring and reporting on the plan. The guide contains tools and templates to help tax administrations implement each stage of strategic workforce planning to ensure they have the right people with the right skills.
This document provides a guide to principles of contract interpretation, beginning with an introduction explaining the purpose and scope. It then presents a flow chart for contract interpretation and an outline of key principles and case law. The principles are organized into sections on determining intent, defining ambiguity, assessing ambiguity, interpreting unambiguous/ambiguous provisions, and specific substantive areas. When a provision is ambiguous, extrinsic evidence may be considered to determine intent as a question of fact. The goal is to determine the intent of the parties at the time of contracting.
This document provides an overview and summary of Deloitte's 2017 Global Human Capital Trends report. It discusses the forces driving rapid change in business today due to digital technologies and outlines 10 trends identified in the report that organizations need to address to adapt to this changing environment, including building the organization of the future, careers and learning, talent acquisition, employee experience, performance management, leadership, digital HR, people analytics, diversity and inclusion, and the future of work. The report is based on a survey of over 10,000 business and HR leaders from around the world.
Human Res Mgmt Journal - 2011 - Wright - Exploring human capital putting hu...ValerieBez1
This document summarizes research on conceptualizing and measuring human capital within strategic human resource management (SHRM). It discusses how the field of SHRM initially focused on HR practices but has rediscovered interest in human capital. The document reviews definitions of human capital from economics and psychology perspectives and identifies issues with measuring human capital at different levels of analysis. It proposes that future SHRM research should provide a more detailed analysis of human capital as the resource that can provide competitive advantage.
Human Relations Special Issue Call for Papers: Constructing Identity Inorgani...ValerieBez1
This document announces a call for papers for a special issue of the journal Human Relations on the topic of constructing identity in organizations. The guest editors invite conceptual and empirical submissions that explore how organizational actors discursively construct personal, professional, and organizational identities through various discourses. Accepted papers will offer new perspectives on identity informed by discourse analysis. The deadline for submissions is June 15, 2007.
Human Relations in Organizations: Collaborative Writing by BeginnersValerieBez1
This document summarizes an organizational analysis paper assignment given in a human relations course. The professor had student groups conduct mini-diagnostic studies of organizations to learn theories in practice. Groups of up to 5 students chose an organization to study. They researched it, contacted it to get permission to study, developed surveys/questions, interviewed employees, analyzed data, and wrote a report. The professor provided guidance and deadlines to encourage quality work within a tight timeframe. Student feedback indicated the collaborative project and professor's management style fostered respect, trust, and cohesion among groups.
Diagnosing Human Relations in OrganizationsValerieBez1
This review summarizes the book "Diagnosing Human Relations in Organizations" by Chris Argyris. The book describes a study conducted with nurses and management at a hospital to understand problems in their relationships. Researchers asked both groups about problems and suggestions. For nurses, important findings were their need to feel indispensable but also maintain independence, as well as satisfaction from patient care but not desire for management roles. The book provides suggestions for management to improve work satisfaction and understanding between groups. It also has implications for nursing education. The review praises the book for revealing relationship pressures and tensions in hospitals and offering corrective measures.
The document summarizes a virtual special issue from the journal Human Relations on identities in organizations. It provides an introduction to the topic of identities in organizations and how they relate to work and social relations. It then summarizes 8 papers selected from the journal that help define the field of identities research and look at topics like identity construction, liminality, career and identities, managerial athleticism, motivation, and branding. The special issue aims to highlight important research on identities in organizations from the journal.
A Disruption, Change and Transformation in Organizations - A Human Relations ...ValerieBez1
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Lunenburg, Fred C. Motivating Model
1. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION
VOLUME 15, NUMBER 1, 2011
1
Motivating by Enriching Jobs to Make
Them More Interesting and Challenging
Fred C. Lunenburg
Sam Houston State University
ABSTRACT
Job enrichment is a job-design strategy for enhancing job content by building into it more
motivating potential. Expanding on the work of Frederick Herzberg, Richard Hackman
and Greg Oldham provide an explicit framework for enriching jobs. Based on their own
work and the work of others, they developed a job characteristics model. In particular, the
model specifies that enriching certain elements of jobs alters people’s psychological
states in a manner that enhances their work effectiveness.
Job enrichment is directed at improving the essential nature of the work
performed. The idea behind job enrichment is that motivation can be enhanced by making
the job so interesting and the worker so responsible that he or she is motivated simply by
performing the job. Specifically, job enrichment gives employees tasks requiring higher
levels of skill and responsibility and greater control over how to perform their jobs. Job
enrichment has its roots in Frederick Herzberg’s (2009) two-factor theory of motivation.
The Job Characteristics Model
How can jobs be enriched? What elements of a job need to be enriched for it to
produce desired outcomes? J. Richard Hackman and Greg Oldham (1980) developed a
job characteristics approach to job enrichment. The model is based on the assumption that
jobs can be designed not only to help workers get enjoyment from their jobs but also to
help workers feel that they are doing meaningful and valuable work. Specifically, the
model identifies five core job characteristics that help create three critical psychological
states, leading, in turn, to several personal and work outcomes (see Figure 1).
2. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION
2____________________________________________________________________________________
Figure 1. Job enrichment model.
Components of the Model
The five core job characteristics are skill variety, task identity, task significance,
autonomy, and job feedback. Let’s examine each one of these more closely.
Skill variety. Skill variety is the degree to which a job requires a variety of
different activities and involves the use of a number of different skills and talents of the
employee. Jobs that are high in skill variety are seen by employees as: more challenging
because of the range of skills involved; relieve monotony that results from repetitive
activity; and gives employees a greater sense of competence. For example, an
administrative assistant with high skill variety may have to perform many different tasks
(e.g., schedule meetings, make airline and hotel reservations, do research, prepare written
reports, and meet with customers).
Task identity. Task identity is the degree to which a job requires completion of a
“whole” and identifiable piece of work—that is, doing a job from beginning to end with a
visible outcome. When employees work on a small part of the whole, they are unable to
Core Job
Characteristics
Critical
Psychological
States
Personal and
Work Outcomes
High internal
work motivation
High growth
satisfaction
High general job
satisfaction
High work
effectiveness
Experienced
meaningfulness of the
work
Experienced
responsibility for
outcomes of the work
Knowledge of the actual
results of the work
activities
Skill variety
Task identity
Task significance
Autonomy
Job feedback
Moderators
Knowledge and skill
Growth-need strength
Context satisfaction
3. FRED C. LUNENBURG
____________________________________________________________________________________3
identify any finished product with their efforts. They cannot feel any sense of completion
or responsibility for the whole product. However, when tasks are broadened to produce a
whole product or an identifiable part of it, then task identity has been established. For
example, dress designers will have high task identity if they do everything related to
making the whole dress (e.g., measuring the client, selecting the fabric, cutting and
sewing the dress, and altering it to fit the customer).
Task significance. Task significance is the degree to which the job has a
substantial impact on the lives of other people, whether those people are in the immediate
organization or in the external environment. For example, medical researchers working
on a cure for a terminal disease most likely recognize the importance of their work to
society. Even more modest contributions to an organization can be recognized as being
important to the extent that employees understand the role of their jobs to the overall
mission of the company. The point is that employees should believe they are doing
something important in their organization or society, or both.
Autonomy. Autonomy is the degree to which the job provides substantial
freedom, independence, and discretion to the individual in scheduling the work and in
determining the procedures to be used in doing the work. It is considered fundamental in
building a sense of responsibility in employees. Although most employees are willing to
work within the broad constraints of an organization, employees want a certain degree of
freedom. Autonomy has become very important to people in the workplace. For example,
a salesperson is considered to be highly autonomous by scheduling his or her own work
day and deciding on the most effective approach to use for each customer without
supervision.
Job feedback. Job feedback is the degree to which carrying out the work
activities required by the job provides the individual with direction and clear information
about the effectiveness of his or her performance. Feedback can be positive or negative,
but it is best when it is balanced appropriately. Feedback should occur frequently rather
than be delayed until the annual evaluation meeting. The only way employees can make
adjustments in their performance is to know how they are performing now, not later.
Feedback can come directly from the job itself, or it can be provided verbally by
management or other employees. For example, salespersons receive information
regularly about how many contacts they make per day or week and the monetary value of
sales made.
As shown in the model (Figure 1), these core job characteristics have important
effects on various critical psychological states. For example, skill variety, task identity,
4. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION
4____________________________________________________________________________________
and task significance together contribute to a person’s experienced meaningfulness of the
work. Jobs that provide a great deal of autonomy are said to contribute to a person’s
experienced responsibility for outcomes of the work. When they have the freedom to
decide what to do and how to do it, employees feel more responsible for the results.
Finally, job feedback is said to give employees knowledge of the actual results of work
activities. When a job is designed to provide employees with information about the
effects of their actions in the workplace, they are better able to develop an understanding
of how well they have performed—and such knowledge improves their effectiveness.
The job characteristics model indicates that the three critical psychological states
affect various personal and work outcomes—namely, people’s internal work motivation,
growth satisfaction, general job satisfaction, and work effectiveness. The higher the
experienced meaningfulness of work; experienced responsibility for outcomes of the
work; and knowledge of the actual results of work activities, the more positive the
personal and work outcomes will be. When employees perform jobs that incorporate high
levels of the five core job characteristics, they should feel highly motivated, be highly
satisfied with their jobs, and perform work effectively.
Measuring the Scope of Each Job
Hackman and Oldham (1980) theorize that enriching certain core job
characteristics alters people’s critical states in a manner that lead to several beneficial
personal and work outcomes (see Figure 1). Hackman and Oldham (1976) claim that job
motivation will be highest when the jobs performed rate high on the various core job
characteristics. Accordingly, they recommend measuring the degree to which various job
characteristics are present in each job. These job characteristics can then be changed
systematically to enrich the job and increase its motivational potential. This assessment
can be accomplished by using a questionnaire known as the Job Diagnostic Survey (JDS)
(Hackman & Oldham, 1975). The JDS yields an index known as the motivating potential
score (MPS), which is the degree to which the job has the potential for motivating people.
The formula for this motivating potential score (MPS) is the following:
skill variety + task identity + task significance
3
Note that the core job characteristics of skill variety, task identity, and task significance
are combined and divided by 3, whereas the job characteristics of autonomy and feedback
stand alone. Also, skill variety, task identity, and task significance are additive, therefore,
one or two of these job characteristics could be missing or measured as zero, and the
employee could still experience meaningfulness of the work. However, if either
x autonomy x feedback
MPS =
5. FRED C. LUNENBURG
____________________________________________________________________________________5
autonomy or feedback were missing, the job would offer no motivating potential (MPS =
0) because of the multiplier effect.
Does the Job Characteristics Model Apply to Everyone?
Although many employees desire the additional challenge and responsibility
associated with performing enriched jobs, others may not. Hackman and Oldham (1980)
recognized that not everyone wants a job containing high levels of the five core job
characteristics. Therefore, they incorporated this conclusion into their job characteristics
model by identifying three attributes that affect how people respond to job enrichment
(see the box labeled Moderators in Figure 1).
The moderators identified in the job characteristics model influence how
employees respond to enriched jobs. They include knowledge and skill, growth-need
strength, and context satisfaction. These moderators have an impact on the relationship
between the core job characteristics, critical psychological states, and ultimately personal
and work outcomes. Therefore, leaders should consider the moderators when attempting
to enrich jobs. Let’s take a closer look at each one of these moderators.
Knowledge and skill. Employees whose capabilities fit the demands of enriched
jobs are predicted to feel good about the job and perform well. Those who are inadequate
or feel inadequate in this regard are likely to experience frustration, stress, and job
dissatisfaction. These feelings of inadequacy may be especially intense for employees
who want to do a good job but realize that they are performing poorly because they lack
the necessary knowledge and skills. Thus, leaders need to assess carefully the
competencies of employees whose jobs are to be enriched. Training and development
programs may need to be implemented along with an enrichment program to help such
employees attain the needed competencies.
Growth-need strength. The degree to which an individual desires the
opportunity for self-direction, learning, and personal accomplishment at work is called
growth-need strength. This concept is essentially the same as Abraham Maslow’s (1970)
esteem and self-actualization needs, Clayton Alderfer’s (1972) growth needs, and
Frederick Herzberg’s (2009) motivation factors. Employees high in growth-need
strengths tend to respond favorably to enriched jobs. They experience greater job
satisfaction; are highly motivated; are generally absent less; and produce better quality
work than employees low in growth-need strengths (Graen, Scandura, & Grean, 1986).
Context satisfaction. Context satisfaction is the degree to which employees are
satisfied with various aspects of their job, such as salary, quality of supervision,
6. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION
6____________________________________________________________________________________
relationship with supervisors and co-workers, and working conditions. Contextual
satisfaction is similar to Herzberg’s (2009) hygiene factors. Employees who are
extremely dissatisfied with their supervision, salary and benefits, and working conditions
are less likely to respond favorably to enriched jobs than are employees who are satisfied
with these factors. Other contextual factors (e.g. company policy and administration,
status, security, travel requirements, and group norms) also can affect employee
satisfaction with their jobs.
Research Findings
Many empirical studies have been done to test the job characteristics model in a
variety of work settings, including banks, insurance companies, dentist offices,
corrections departments, telephone companies, manufacturing firms, government
agencies, and other service organizations. Most of the studies are supportive of many of
the aspects of the model (Behson, Eddy, & Lorenzet, 2000; Fried & Ferris, 1987;
Humphrey, Nahrgang, & Morgeson, 2007; Johns, Xie, & Fang, 1992; Miner, 1980;
Zaccaro & Stone, 1988). Research consistently demonstrates a relationship between core
job characteristics and job satisfaction (Judge, 2003; Judge, Parker, Colbert, Heller, &
Ilies, 2002; Loher, Noe, Moeller, & Fitzgerald, 1985; Saavedra & Kwun, 2000). Along
with higher job satisfaction and motivation, employees performing enriched jobs usually
experience lower absenteeism and turnover (Fried & Ferris, 1987; Griffith, Horn, &
Gaertner, 2000; Rentsch & Steel, 1998; Spector & Jex, 1991).
Efforts by automobile companies such as Volvo to improve productivity and
satisfaction through job enrichment have emphasized autonomy and feedback. Relatively
less emphasis was placed on skill variety, task identity, and task significance (Kopelman,
1985). Managers in the Torslanda and Kalmar, Sweden car assembly plants found it
easier to provide individuals with greater responsibility for the total task (autonomy) and
increased feedback than to change the essential nature of the task itself (Engstrom &
Medbo, 1994; Gladwin, 2001; Larson, 1998; Lewis, 2001; Van der Vegt, Emans, & Van
de Vliert, 1998). Consistent with this finding, several Fortune 500 companies now
provide their employees with a variety of work schedule opportunities, such as flexible
hours, compressed workweeks, and working from home (Levering & Moskowitz, 2005;
Levering & Moskowitz, 2007). Research supports this investment, as autonomy has been
found to be positively related to job performance and functional work behaviors (Fuller,
Marler, & Hester, 2006; Parker, Williams, & Turner, 2006).
One outcome predicted by the job characteristics model that did not produce
consistent results was job performance, particularly quantity of output in complex types
of jobs. For example, one study indicated that job enrichment works better in less
7. FRED C. LUNENBURG
____________________________________________________________________________________7
complex organizations (small firms) (Kelley, 1990). Nevertheless, managers are likely to
find increases in the quality of job performance after a job enrichment intervention,
providing the reward system already satisfies lower-level needs (Kopelman, 1985).
Specifically, managers cannot expect employees with relatively low growth needs to
respond the same as those with relatively high growth needs (Dean & Snell, 1991;
Fiorelli & Feller, 1994; Graen, Scandura, & Graen, 1986; Snell & Dean, 1994).
Furthermore, recent research has demonstrated that for simple types of jobs, one job
characteristic, task significance, does have a positive effect on job performance (Grant,
2008).
Managerial Applications
The job characteristics model specifies ways in which jobs can be enriched to
enhance their motivating potential (Hackman, 1976). Five widely used approaches
include: vertical loading, natural grouping, formation of natural teams, opening feedback
channels, and establishing client relationships (Greenberg, 2011; Hellriegal & Slocum,
2011; Robbins & Judge, 2011).
Vertical Loading
Loading a job vertically involves giving employees responsibilities and tasks that
were formerly reserved for managers. Specifically, vertical loading includes empowering
employees to: set schedules, determine work methods, and decide when and how to
check the quality of work produced; make their own decisions about starting and
stopping work, taking breaks, and assigning priorities; and seek solutions to problems on
their own, rather than immediately calling for a manager when problems arise. Giving
people such responsibility for the work performed increases the level of autonomy the job
offers these employees.
Natural Grouping
Rather than having several workers each perform a separate part of a whole job,
have each person perform the entire job. This natural grouping increases skill variety,
task identity, and task significance. For example, the work of a garage owner-operator
who does electrical repairs, rebuilds engines, does bodywork, and communicates with
customers provides skill variety. A cabinetmaker who designs a piece of furniture, selects
the wood, builds the cabinet, and finishes it to perfection has high task identity. A nurse
8. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION
8____________________________________________________________________________________
who handles the diverse needs of patients in an intensive care unit of a hospital has high
task significance.
Formation of Natural Teams
The formation of natural teams combines individual jobs into a formal unit (e.g., a
division, team, or department). The criteria for such groupings include: geographic, type
of business, organizational, alphabetic, and customer groups. Sales personnel might be
assigned to a particular region of the state or country (geographic). Insurance claims
adjusters might be assigned to teams that serve specific types of businesses, such as
manufacturing, retail, or utilities (type of business). Word processors might be assigned
work that originates in a particular department (organizational). File clerks could be held
responsible for materials specified alphabetically (A to E, F to I, etc.) (alphabetic).
Consulting firm employees might be assigned to specific industrial or commercial
accounts (customer groups).
Opening Feedback Channels
Jobs should be designed so that employees are provided with as much feedback as
possible. Because people invest a substantial amount of their time at work, they want to
know how well they are doing. Furthermore, they need to know often because
performance varies, and the only way they can make appropriate adjustments is to know
how they are performing presently. Feedback may come from the job itself or from
customers, supervisors, or coworkers. For instance, salespeople might be encouraged to
keep personal records of their own sales; keep sales/customer ratios; and establish good
rapport with customers. Moreover, salespeople might be encouraged to observe and help
each other with sales techniques; seek out information from their supervisors; and invite
customer reactions concerning merchandise, service, and so on.
Establishing Client Relationships
The job characteristics model suggests that jobs should be designed so that the
person performing the job (such as the auto mechanic) comes in contact with the recipient
of the service (such as the car owner). Jobs designed in this manner will not only help the
employee by providing feedback, but also provide skill variety (e.g., interacting with
customers in addition to repairing cars); task significance (e.g., seeing the connection
between their work and consequences for customers; and enhance autonomy (by giving
people the freedom to manage their own relationships with clients).
9. FRED C. LUNENBURG
____________________________________________________________________________________9
Conclusion
Job enrichment is a job-design strategy for enhancing job content by building into
it more motivating potential. Expanding on the work of Frederick Herzberg, Richard
Hackman and Greg Oldham provide an explicit framework for enriching jobs. Based on
their own work and the work of others, they developed a job characteristics model. In
particular, the model specifies that enriching certain elements of jobs alters people’s
psychological states in a manner that enhances their work effectiveness.
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