美国研究生课程-工作激励制度-工作设计

JobDesignFebruary18,2014Announcements•TestonThursdayoBringapencil,yourIDoBeontime!o60multiplechoiceitems•PaperisdueMarch6th•Readingfornextweek:Cropanzanoetal2007HistoricalContext•JobCharacteristicsTheoryemergedfromtheHumanRelationsmovement•ThismeanswewerecomingfromScientificManagement:oRewardsandpunishmentoEfficiencyOriented•ThenHerzbergcamealong!oCriticalincidenttechnique:AskedwhateventsmadepeoplefeelverysatisfiedorverydissatisfiedoSeparatefactorsmakeonefeelsatisfiedanddissatisfiedBacktoHerzberg…Herzberg’sTheoryarguesthatjobsmustfeatureanumberofcharacteristicsthatpermitthemtoarouseandthensatisfygrowthneeds.Whenjobsarechangedtobuildhigherlevelsofhismotivators,positiveconsequencescanoccurfortheindividualandorganizationHerzberg’sHygiene-MotivationTheory•Suggestedthatonlymotivatorfactorscanmotivateworkperformance.Isthistrue?oMostreplicationsofstudyhavebeenunsuccessful•Valueofthisstudy:oOneoffirsttofocusonjobcontentasmotivatorsoProvidingbasicneedsisnotenoughtomotivateActivationArousalTheory•Activation:thedegreeofexcitementofthebrainsteamreticularformation•Youwanttodesignjobsthataresourcesofactivationtothepeoplewhoperformthem•Whatpropertiescauseactivation?oIntensityoVariationoVarietyoComplexityoUncertaintyoMeaningfulnessoNoveltyActivationArousalTheory•MoreactivationisnotnecessarilybetterPerformanceActivationIndividualDifferencesinArousalPreferenceThreemaindifferences•TimeofDay•Throughouttheday•AdaptationJobCharacteristicsTheoryHackmanandOldham(1980)•Employeeswillfeelintrinsicmotivationwhenajob…oMakestheindividualfeelpersonallyresponsiblefortheoutcomesofthejoboGivestheemployeeasenseofmeaningoGivestheemployeefeedbackinregardstoknowledgeofresultsCoreJobDimensionsCriticalPsychologicalStatesOutcomesJobCharacteristicsTheory•SkillVariety•TaskIdentity•TaskSignificanceAutonomyFeedbackExperiencedMeaningfulnessFeltResponsibilityKnowledgeofResults•InternalMotivation•JobSatisfaction•PerformanceQuality•LowAbsenteeism•LowTurnoverCoreJobDimensionsCriticalPsychologicalStatesOutcomesGeneratingExperiencedMeaningfulness•SkillVariety:thedegreetowhichajobrequiresavarietyofdifferenttasksincarryingoutthework•TaskIdentity:thedegreetowhichajobrequirescompletionofawholeandidentifiablepieceofwork•TaskSignificance:thedegreetowhichthejobhasasubstantialimpactonthelivesofothersExperiencedmeaningfulnessisimportantforajobtoarouseintrinsicmotivation,whichinturnrequiresworktobeintegrated,important,anddemandingtheuseofmultipleskillsandabilitiesGeneratingExperiencedResponsibility•Autonomy:thedegreetowhichthejobprovidessubstantialfreedom,independenceanddiscretiontotheindividualinschedulingtheworkandindeterminingtheprocedurestobeusedincarryingitoutGeneratingKnowledgeofResults•TwobasictypesoffeedbackoFromthejoboFromotherpeople•Jobsshouldbedesignedsothatfeedbackisregularlygiven,particularlyfeedbackfromthejobHigh&LowCharacteristicsCharacteristicsExamplesSkillVariety•HighvarietyTheowner-operatorofagaragewhodoeselectricalrepair,rebuildsengines,doesbodywork,andinteractswithcustomers•LowvarietyAbodyshopworkerwhosprayspainteighthoursadayTaskIdentity•HighidentityAcabinetmakerwhodesignsapiecesoffurniture,selectsthewood,buildstheobject,andfinishesittoperfection•LowidentityAworkerinafurniturefactorywhooperatesalathetomaketablelegsTaskSignificance•HighsignificanceNursingthesickinahospitalintensivecareunit•LowsignificanceSweepinghospitalfloorsAutonomy•HighautonomyAtelephoneinstallerwhoscheduleshisorherownworkfortheday,anddecidesonthebesttechniquesforaparticularinstallation•LowautonomyAtelephoneoperatorwhomusthandlecallsastheycomeaccordingtoaroutine,highlyspecifiedprocedureFeedback•HighfeedbackAnelectronicsfactoryworkerwhoassemblesaradioandthentestsittodetermineifitoperatesproperly•LowfeedbackAnelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoaqualitycontrolinspectorwhotestsandadjustsitOfcourseit’sneverthatsimple•SkillVariety•TaskIdentity•TaskSignificanceAutonomyFeedbackExperiencedMeaningfulnessFeltResponsibilityKnowledgeofResultsGrowthNeedStrength•InternalMotivation•JobSatisfaction•PerformanceQuality•LowAbsenteeism•LowTurnoverCoreJobDimensionsCriticalPsychologicalStatesOutcomesJobCharacteristicsTheory•GrowthNeedsStrength:theextenttowhichemployeesseetheirjobasamechanismforsatisfying“growth”needssuchaspersonalachievementandselfactualization•JCTsuggeststhatforemployeesLOWinGNS:oThefivecorejobdimensionswillhavelittleimpactoncriticalpsychologicalstatesoThethreecriticalpsychologicalstateswillhaveverylittleimpactontheoutcomesJobCharacteristicsTheory•MotivatingPotentialScore(MPS)=(Variety+Identity+Significance)xAutonomyxFeedback3•InClassAssignment7Part3:CalculateyourMPSfromPart2oMaximumis125oMinimumis25•WhatcouldhavebeendonetoincreaseyourMPS?JobCharacteristicsTheory•Strengths:oHighlightstheimportanceofjobcontentoHavegreaterpracticalvaluefororganizations•Weaknesses:oAssumesthatthejobisobjectivelydefinedoPsychologicalprocesses/mechanismsarevagueoLimitedsupportforGNSandmediatingfactorsInterdisciplinaryApproachtoJobDesign4CategoriesofJobOutcomes•Satisfaction•Effici