MOTIVATION AND

PERFORMANCE
Prof. sidra
Lecture#5

WHAT ARE THE CHALLENGES OF

MOTIVATION IN THE NEW WORKPLACE?
Integrated model of motivation
Motivation leads to work effort that, when combined
with appropriate individual abilities and organizational
support, leads to performance accomplishment.
The

motivational impact of any rewards received for

this performance accomplishment depends on equity
and reinforcement considerations.

Ultimately, satisfaction

with rewards should lead to

increased motivation to work hard in the future.
2

FIGURE 14.8 AN INTEGRATED

APPROACH TO MOTIVATIONAL DYNAMICS.

SOURCES OF INDIVIDUAL MOTIVATION?

Extrinsic rewards.
Positively valued work outcomes given to the

individual by some other person.

Intrinsic rewards.
Positively valued work outcomes that the individual

receives directly as a result of task performance.

EXTRINSIC MOTIVATIONAL WAYS

Pay for performance (Performance contingent pay)
Earn

more when you produce more and earn less

when you produce less.

Paying

people for performance is consistent with:

Equity theory.
Expectancy theory.
Reinforcement theory.

EXTRINSIC MOTIVATIONAL WAYS

PAY FOR PERFORMANCE
Merit

pay

Awards a pay increase in proportion to individual

performance contributions.
Provides performance contingent reinforcement.
May not succeed due to weakness in performance
appraisal system or lack of consistency in application.

Bonus

pay plans

One-time or lump-sum payments based on the

accomplishment of specific performance targets or
some extraordinary contribution.
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EXTRINSIC MOTIVATIONAL WAYS

PAY FOR PERFORMANCE
Profit-sharing

Some or all employees receive a proportion of net

profits earned by the organization.

Gain-sharing

plans

Groups of employees share in any savings realized

through their efforts to reduce costs and increase
productivity.

Employee

plans

stock ownership plans

Employees own stock in the company that employs

them.

COMPETENCY-BASED REWARDS

Pay increases with competencies acquired or

demonstrated

Skill-based pay
Pay increases with skill modules learned

Advantages
More flexible work force, better quality, consistent
with employability

Disadvantages
Potentially subjective, higher training costs

INTRINSIC MOTIVATIONAL WAYS JOB DESIGN

ALTERNATIVES

Person + good job fit = Intrinsic motivation

Job Design
Process of specifying job task and work
arrangements.

MOTIVATING JOBS THROUGH JOB REDESIGN

Scientifically managed jobs

Taylors scientific management used systematic study of
job components to develop practices to increase people
efficiency. (Boring, repetitive, few skills utilized)

Job Enlargement
Add more tasks of similar skill level to the job.
Horizontal Loading
Job Enrichment
Add more responsibility and autonomy
Vertical Loading
to the job.
Job Rotation

Movement of person from place to another.

JOB ENLARGEMENT AND JOB ENRICHMENT: A

COMPARISON

Standard Job

Enlarged Job
Job enlargement adds more tasks
at the same level of responsibility.
Task
1
(low)

(high)

Task
1

Task
2

(low)
(low) Number of Tasks (high)
(horizontal job loading)

Task
2

Task
3

Task
4

(low)

Level of Responsibility
(vertical job loading)

Level of Responsibility
(vertical job loading)

(high)

Level of Responsibility
(vertical job loading)

(high)

Number of Tasks
(horizontal job loading)

Enhanced Job
Task
1

Task
2

(high)

Job enrichment adds

more responsibility
to the same number
of tasks.

(low)
(low) Number of Tasks (high)
(horizontal job loading)
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JOB DESIGN THEORY

Job Characteristics Model
(J.Richard Hackman & Greg
Oldham)
Identifies five job
characteristics and their
relationship to personal and
work outcomes which makes
the job more meaningful.

Characteristics:
Characteristics:
1.
1. Skill
Skillvariety
variety
2.
2. Task
Taskidentity
identity
3.
3. Task
Task
significance
significance
4.
4. Autonomy
Autonomy
5.
5. Feedback
Feedback

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JOB DESIGN THEORY (CONTD)

Skill Variety
The degree to which a 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.
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JOB DESIGN THEORY (CONTD)

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.

614

JOB DESIGN THEORY (CONTD)

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.

615

JOB CHARACTERISTICS MODEL

Job Characteristics

Critical Psyc. States

Experienced
Meaningfulness of
Work

Skill Variety
Task Identity

Task Significance
Autonomy
Feedback

Responsibility for
work outcomes
Knowledge of
Results

Growth Need Strength

Job Outcomes
Internal work
motivation
Job satisfaction
Growth
Satisfaction
Low absenteeism
High quality
performance

COMPUTING A MOTIVATING
POTENTIAL SCORE

People
Peoplewho
whowork
workon
onjobs
jobswith
withhigh
highcore
coredimensions
dimensionsare
are
generally
generallymore
moremotivated,
motivated,satisfied,
satisfied,and
andproductive.
productive.
Job
Jobdimensions
dimensionsoperate
operatethrough
throughthe
thepsychological
psychologicalstates
statesinin
influencing
influencingpersonal
personaland
andwork
workoutcome
outcomevariables
variablesrather
ratherthan
than
influencing
influencingthem
themdirectly.
directly.

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ALTERNATIVE WORK
ARRANGEMENTS

Making environment more motivating by:

Flexible timing . Office timing 6to6 spend 8 hours a day

(Increase productivity, reduce absenteeism)
Job sharing.Allows two or more individual to split 40hours a week job
(Two talented persons, increase motivation but difficult of
find two compatible person for same post)
Telecommuting.Work two days a week at their home
and computer is linked with office
(High productivity, less turnover, reduce office space
cost, less direct supervision, difficult at the time of
promotion)
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