MOTIVATION: FROM

CONCEPTS TO
APPLICATION
PAUL ALUKAL
 THE JOB CHARACTERISTICS
MODEL
• FIVE CORE JOB DIMENSIONS
• SKILL VARIETY: DEGREE TO WHICH THE JOB INCORPORATES
SEVERAL DIFFERENT SKILLS AND TALENTS
• TASK IDENTITY: DEGREE TO WHICH THE JOB REQUIRES THE
COMPLETION OF A WHOLE AND IDENTIFIABLE PIECE OF WORK
• TASK SIGNIFICANCE: HOW THE JOB IMPACTS OTHERS
• AUTONOMY: IDENTIFIES HOW MUCH FREEDOM AND INDEPENDENCE
THE WORKER HAS OVER THE JOB
• FEEDBACK: HOW MUCH THE JOB GENERATES DIRECT AND CLEAR
INFORMATION ABOUT THE WORKER’S PERFORMANCE
THE JOB CHARACTERISTICS
MODEL
 HOW CAN JOBS BE REDESIGNED
• JOB ROTATION
• THE SHIFTING OF AN EMPLOYEE FROM ONE TASK TO ANOTHER WITH
SIMILAR SKILL REQUIREMENTS
• FLEXIBILITY + AVOIDS LAYOFFS
• REDUCES BOREDOM
• MORE ADAPTABLE TO CHANGE AND FILLING VACANCIES IS EASIER

• JOB ENRICHMENT
• THE EXPANSION OF A JOB BY INCREASING THE DEGREE TO WHICH
THE WORKER CONTROLS THE PLANNING, EXECUTION AND
EVALUATION OF THE WORK
 JOB ENRICHMENT – POSSIBLE
ACTIONS
• COMBINE TASKS

• ESTABLISH CLIENT RELATIONS

• EXPAND JOBS VERTICALLY

• OPEN FEEDBACK CHANNELS

 ALTERNATIVE WORK
ARRANGEMENTS
• FLEXITIME – ALLOWS EMPLOYEES TO CHOOSE THE HOURS THEY
WORK WITHIN A DEFINED PERIOD OF TIME

• JOB SHARING – ALLOWS TWO OR MORE INDIVIDUALS TO SPLIT A

TRADITIONAL 40-HOUR-A-WEEK JOB

• TELECOMMUTING – ALLOWS WORKERS TO WORK FROM HOME AT

LEAST 2 DAYS A WEEK ON A COMPUTER LINKED TO THE
EMPLOYER’S OFFICE
 EMPLOYEE INVOLVEMENT
• IS A PARTICIPATIVE PROCESS THAT USES EMPLOYEES’ INPUT TO
INCREASE THEIR COMMITMENT TO THE ORGANIZATION’S
SUCCESS

• EXAMPLES OF EMPLOYEE INVOLVEMENT PROGRAMS

• PARTICIPATIVE MANAGEMENT
• REPRESENTATIVE PARTICIPATION
 USING REWARDS TO MOTIVATE
EMPLOYEES
• ALTHOUGH PAY IS NOT THE PRIMARY FACTOR DRIVING JOB
SATISFACTION, IT IS CONSIDERED TO BE A FACTOR

• ESTABLISHING A PAY STRUCTURE

• VARIABLE-PAY PROGRAMS
• FLEXIBLE BENEFITS
• EMPLOYEE RECOGNITION PROGRAMS
 ESTABLISHING A PAY STRUCTURE
• INTERNAL PAY EQUITY

• EXTERNAL PAY EQUITY

 VARIABLE-PAY PROGRAMS
• PIECE-RATE PAY
• MERIT-BASED PAY
• BONUSES
• SKILL-BASED PAY
• PROFIT-SHARING PLANS
• GAINSHARING
• EMPLOYEE STOCK OWNERSHIP PLANS
 TYPES OF VARIABLE-PAY
PROGRAMS
• PIECE-RATE PAY – PAYS A FIXED SUM OF MONEY FOR EACH UNIT
OF PRODUCTION COMPLETED. FOR EXAMPLE: WORKERS
SELLING PEANUTS AND SODA GET RS.10 FOR EACH BAG OF
PEANUTS SOLD

• MERIT-BASED PAY – PAYS FOR INDIVIDUAL PERFORMANCE

BASED ON PERFORMANCE APPRAISAL RESULTS. IF APPRAISALS
ARE DESIGNED CORRECTLY, WORKERS PERFORMING AT A HIGH
LEVEL WILL GET MORE PAY

• BONUSES – PAY A LUMP SUM AT THE END OF A DESIGNATED

PERIOD OF TIME BASED ON INDIVIDUAL AND/OR
ORGANIZATIONAL PERFORMANCE
 TYPES OF VARIABLE-PAY
PROGRAMS
• SKILL-BASED PAY – PAYS BASED ON THE NUMBER OF SKILLS
EMPLOYEES HAVE OR THE NUMBER OF JOBS THEY CAN DO

• PROFIT-SHARING PLANS – PAYS OUT A PORTION OF THE

ORGANIZATION’S PROFITABILITY. IT IS AN ORGANIZATION-WIDE
PROGRAM AND IS BASED ON A PREDETERMINED FORMULA

• GAINSHARING – PAYS FOR IMPROVEMENTS IN GROUP

PRODUCTIVITY FROM ONE PERIOD TO ANOTHER. IT IS A GROUP
INCENTIVE PLAN

• EMPLOYEE STOCK OWNERSHIP PLANS (ESOP) – PROVIDES EACH

EMPLOYEE WITH THE OPPORTUNITY TO ACQUIRE STOCK AS PART
OF THEIR BENEFIT PACKAGE
 FLEXIBLE BENEFITS
• FLEXIBLE BENEFITS GIVE INDIVIDUAL REWARDS BY ALLOWING
EACH EMPLOYEE TO CHOOSE THE COMPENSATION PACKAGE
THAT BEST SATISFIES HIS OR HER CURRENT NEEDS AND
SITUATIONS
 EMPLOYEE RECOGNITION
PROGRAMS
• EMPLOYEE REWARDS NEED TO BE INTRINSIC AND EXTRINSIC.
EMPLOYEE RECOGNITION PROGRAMS ARE A GOOD METHOD OF
INTRINSIC REWARDS

• THE REWARDS CAN RANGE FROM A SIMPLE THANK-YOU TO MORE

WIDELY PUBLICIZED FORMAL PROGRAMS

• ADVANTAGES OF RECOGNITION PROGRAMS ARE THAT THEY ARE

INEXPENSIVE AND EFFECTIVE

• SOME CRITICS SAY THEY CAN BE POLITICALLY MOTIVATED AND IF

THEY ARE PERCEIVED TO BE APPLIED UNFAIRLY, THEY CAN CAUSE
MORE HARM THAN GOOD