BUS 344 Chapter 7

Goals Can Be:

1. Assigned: (Most Difficult) which lead to High Motivation, and Performance 2. Self-Set: 3. Particularly Set: (Negotiation)

Principles of Goal-Setting

1. Clear, specific, quantifiable 2. Difficult 3. Attainable → Commitment

Job Design:

Is the process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks. Job design is a way for managers to motivate employees to perform well, enjoy their work, and receive desirable outcomes. Job design also influences the motivation of employees and their input levels. When employees are motivated to contribute inputs at a high level (to work harder, more efficiently, and more creatively) and perform their jobs more effectively, organizational effectiveness increases.

Job Characteristics Model: An approach to job design that aims to identify characteristics that make jobs intrinsically motivating and the consequences of those characteristics. 5 Core Dimensions:

1. Skill variety: Is the extent to which a job requires an employee to use several different skills, abilities, or talents. Employees are more intrinsically motivated by jobs that are high on skill variety. High variety: Employees use a variety of skills. Low variety: The jobs of employees have a low level of skill variety. 2. Task identity: Is the extent to which a job involves performing a whole piece of work from its beginning to its end. The higher the task identity, the more intrinsically motivated employee. Lower task identity, boring task. 3. Task significance: Is the extent to which a job has an impact on the lives or work of other people in or out of the organization. Employees are more likely to enjoy performing their jobs when they think their jobs are important in the wider scheme of things. High significance: Medical researchers and doctors experience high levels of task significance because their work promotes the health and well-being of people. Low significance: The job of an employee who dries cars off after the cars go through a car wash has low task significance because the employee doesn't think it has much impact on other people. 4. Autonomy: Is the degree to which a job allows an employee the freedom and independence to schedule work and decide how to carry it out. High autonomy generally contributes to high levels of intrinsic motivation. Low autonomy: An employee at the Internal Revenue Service who opens tax returns and sorts them into different categories has a low level of autonomy because she or he must work at a steady, predetermined pace and follow strict guidelines for sorting the returns. 5. Feedback: This is the extent to which performing a job provides an employee with clear information about his or her effectiveness. Receiving feedback has a positive impact on intrinsic motivation.

Scientific Management:

A set of principles and practices designed to increase the performance of individual employees by stressing job simplification and specialization. Analyze Job Determining Discrete Elements Analyze Human Capabilities

Goal-Setting Theory:

A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and why goals have these effects.

Edwin Locke and Gary Latham, leaders in goal-setting theory and research, suggest that the goals employees try to attain at work have a major impact on their levels of motivation and performance. Just as you might have a goal to get an A in this course or to find a good job or nice apartment upon graduation, employees likewise have goals that direct their behaviors in organizations.

A. Provide Direction B. Basis for Feedback

Job Redesign:

Job Enlargement: Increasing the number of tasks an employee performs but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading, because the content of a job is expanded, but the difficulty remains constant. (job rotations meant to avoid employee boredom) May or may not work 1940's -50s Job Enrichment: Job enrichment involves designing jobs to provide opportunities for employee growth by giving employees more responsibility and control over their work. Job enrichment is often referred to as vertical job loading because employees are given some of the responsibilities that used to belong to their supervisors. Managers can reinforce job enrichment to get better results from employees.

Frederick W. Taylor (1856-1915) is best known for defining the techniques of scientific management, the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. Taylor was a manufacturing manager who eventually became a consultant and taught other managers how to apply his scientific-management techniques. Taylor believed that if the amount of time and effort that each employee expends to produce a unit of output (a finished good or service) can be reduced by increasing specialization and the division of labor, the production process will become more efficient. Taylor believed the way to create the most efficient division of labor could best be determined using scientific-management techniques, rather than intuitive or informal rule-of-thumb knowledge. Based on his experiments and observations as a manufacturing manager.

Principle 1: Study the way employees perform their tasks, gather all the informal job knowledge that employees possess, and experiment with ways of improving how tasks are performed. Principle 2: Codify the new methods of performing tasks into written rules and standard operating procedures. Principle 3: Carefully select employees so that they possess skills and abilities that match the needs of the task, and train them to perform the task according to the establishment the established rules and procedures. Principle 4: Establish a fair or acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level.