Motivation Dr. M.

Chaudhuri 1
How are professionals different?
Receive a great deal of intrinsic
satisfaction from their work.
Strong and long-term commitment to their
field of expertise.
Well paid/Chief reward is work itself.
Value support.
More focused on work as central life interest.
Motivation Dr. M. Chaudhuri 2
How do we motivate professionals?
Provide challenging projects
Give them autonomy to follow interests and
structure work.
Reward with educational opportunities.
Recognize their contributions.
Motivation Dr. M. Chaudhuri 3
No simple solutions to motivating contingent
workers.
Contingent or temporary workers have little or no
job security/stability; therefore, they dont identify
with the organization or display the commitment of
permanent employees.
Contingent or temporary workers are typically
provided with little or no health care, pensions, or
similar benefits.
Motivation Dr. M. Chaudhuri 4
Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivation is also increased if the
employee sees that the job he or she is
doing for the firm can develop saleable
skills.
Motivation Dr. M. Chaudhuri 5
Many people have jobs with pay levels near
minimum wage
To motivate
Employees want more respect
Make jobs more appealing
Raise pay levels
Find unusual ways to motivate:
Flexible work schedules
Broader responsibility for inventory, scheduling, and hiring
Creation of a family atmosphere among employees
Motivation Dr. M. Chaudhuri 6
Constraints of contract affect some forms of
rewards
Some unions against pay-for-performance
Additional ideas
Create better work environments
Show appreciation
Provide opportunities for training and advancement
Listen to employees concerns

Motivation Dr. M. Chaudhuri 7
Special challenge
Much work is service-oriented, harder to
measure productivity
Hard to link rewards to performance
What to do
Goal setting helps
Goal difficulty and goal specificity help improve
motivation
Motivation Dr. M. Chaudhuri 8
Canada and US rely on extrinsic rewards
more than other countries
Japan and Germany rarely use individual
incentives
Japan emphasizes group rewards
China more likely to give bonuses to
everyone

Motivation Dr. M. Chaudhuri 9
Cognitive Evaluation Theory
Allocating extrinsic rewards for behaviour that
had been previously intrinsically rewarding tends
to decrease the overall level of motivation.
When extrinsic rewards are used by
organizations as payoffs for superior
performance, the intrinsic rewards, which are
derived from individuals doing what they like, are
reduced. This may be due to a perceived loss of
control over ones own behaviour.
Motivation Dr. M. Chaudhuri 10
Alfie Kohn suggests that organizations should
focus less on rewards, more on creating
motivating environments
Abolish incentives
Re-evaluate evaluation
Create conditions for authentic motivation
Collaboration
Content
Choice
Motivation Dr. M. Chaudhuri 11
Recognize Individual Differences
Employees have different needs.
Dont treat them all alike.
Spend the time necessary to understand
whats important to each employee.
Use Goals and Feedback
Allow Employees to Participate in
Decisions That Affect Them
Motivation Dr. M. Chaudhuri 12
Integrating
Contemporary
Theories of
Motivation
Motivation Dr. M. Chaudhuri 13
The Job Characteristics Model
- Hackman & Oldham (1976)
Skill Variety The degree to which the job requires a variety
of different activities
Task Identity The degree to which the job requires
completion of a whole and identifiable piece of work
Task Significance The degree to which the job has a
substantial impact on the lives or work of other people
Autonomy The degree to which the job provides
substantial freedom and discretion to the individual in
scheduling the work and in determining the procedures to be
used in carrying it out
Feedback The degree to which carrying out the work
activities required by a job results in the individual obtaining
direct and clear information about the effectiveness of his or
her performance
Motivation Dr. M. Chaudhuri 14
Core Job
Dimensions
Critical
Psychological States
Personal and Work
Outcomes
Skill Variety
Task Identity
Task Significance
Experienced
meaningfulness
of the work
Autonomy
Experienced
responsibility for
outcomes of the work

Feedback
Knowledge of the
actual results of
the work activities
Employee growth-
need strength
Employee growth-
need strength
High internal
work motivation
High-quality
work performance
Low absenteeism
and turnover
High satisfaction
with the work
Motivation Dr. M. Chaudhuri 15
Motivating Potential Score
Combined predictive index based on the five core job
dimensions

Debate around the five core dimensions, additive and
multiplicative properties of the motivating potential score,
and the validity of growth-need strength as a moderating
variable

People who work on jobs with high core job dimensions are
generally motivated, satisfied, and productive than are
those who do not

Job dimensions operate through the psychological states in
influencing personal and work outcome variables rather
than influencing them directly
Motivation Dr. M. Chaudhuri 16
Work Redesign Options
Job Rotation the periodic shifting of a worker from one task
to another
Same job becomes monotonous and overroutinized
Other job requires similar skill sets
Increases motivation through diversification
Increases flexibility/change and helps avoid layoffs
Increases training costs
Low productivity in initial stages
Disruptions in adjustments
More mentoring and monitoring required
Job Enlargement the horizontal expansion of jobs
Increases number and variety of tasks within a job
Adds diversity but not challenge or meaningfulness
Motivation Dr. M. Chaudhuri 17
Work Redesign Options (contd.)
Job Enrichment the vertical expansion of jobs
Increases the degree of control in planning, execution as well
as evaluation of work
Increases freedom, responsibility and feedback
Better and optimum utilization of resources
Reduces absenteeism and turnover
Increases satisfaction and productivity
Team-Based Work Designs Performance improves when:
Task requires variety of high level skills
Meaningful work with visible outcome
Outcomes have significant consequences for others
Autonomy to decide how to do the work
Regular, trustworthy performance feedback
Motivation Dr. M. Chaudhuri 18
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
Reduced absenteeism, overtime expenses
Increased productivity, autonomy and responsibility
Job Sharing the practice of having two or more people split a
40-hour-a-week job
Talents of more than one individual
Good for people who cant work on full-time basis
Helps avoid layoffs due to overstaffing
Telecommuting employees do their work at home on a
computer that is linked to their office
No commuting, flexible hours, higher productivity, reduced
office-space costs
Difficulty in supervision and coordination