Tutorial Student - Take away notes (Motivation) PDF

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MGMT20001:(Organisational(Behaviour(–(TAKEAWAY(NOTES! Tutorial(Topic:(Motivation( Case:(Fab(Sweets(Case( ( Background(&(Issues! Several!issues!are!identified!in!the!case:!high!turnover,!production!that!falls!below!turnover,!a !high! level!of!wastage,!poor!climate,!few9decision9making!responsibilities,!low!job!satisfaction !and!almost! no!performance!feedback.!In!addition,!there!are!conflicts!between!the!supervisors !and!staff,!and!there! is!a!perception!that!the!pay!system!is!unfair.! ! Analyse!the!problems!at!FAB!SWEETS!using!the!concepts!from!each!of!the!4!Motivation!Models.! ! ( MODEL(1:(HACKMAN(&(OLDHAM'S(JOB(CHARACTERISTICS(MODEL((JOB(DESIGN)! This!model!identifies!5!core!job!characteristics!and!3!critical!psychological!states!as !essential!for!a! high!level!of!job!motivation.!A!substantial!number!of!the!problems!in!the !case!fit!well!in!this!model:! ! Task(Significance(( staff!engage!in!low9level!tasks!to!fill!in!time! Task(Identity( packing!staff!do!only!one!small!part!of!the!sweet!production!process! Skill(Variety( low!task!identity!also!means!that!skill!variety!is!low;;!in!their !production! department,!staff!only!do!one!or!two!tasks,!and!this!adds !to!their!boredom! Feedback( for!production!staff,!there!is!limited!or!no!feedback!about!quality!of !sweets,!or! about!the!(in)!ability!to!meet!targets! Autonomy( staff!have!no!control!over!workflow! ! Possible(Solutions! ! This!analysis!indicates!that!all!5!core!job!characteristics!are!low,!and!consequently!that!the !critical! psychological!states!of!meaningfulness,!knowledge!of!results!&!responsibility!are !also!low.!We!would! predict!low!levels!of!motivation.!There!are!several!strategies!that!can!be !applied!to!address!these! issues.! ! •! Form(work(groups.(The!production!and!packing!workers!could!be!brought!together!and ! given!responsibility!for!the!production!of!specific!lines!of!sweets.!Within!their!workgroups, ! they!should!be!able!to!determine!who!will!undertake!which!tasks,!and!they!should!consider ! implementing!a!system!of!job!rotation!to!ensure!that!a!broader!range!of!skills!are!used.!This ! strategy!would!address!the!low!levels!of!variety,!significance!&!identity.!It!may!also!increase ! perceived!control!over!the!process.! ! •! Open(feedback(channels.(The!work!teams!could!be!provided!with!more!information!about ! production!targets!and!wastage!rates.!This!would!enable!them!to!monitor!their!performance, ! would!increase!the!feedback!available!from!the!task!and!therefore!responsibility!for ! outcomes;;!it!may!also!increase!task!significance.! ! ! MODEL(2:(EMPOWERMENT(THEORY! Empowerment!theory!goes!further!than!job!design!theory!in!that!it!focuses!on!the!whole !organisation! or!at!least!the!way!the!whole!unit!is!designed!and!managed.!Addressing!empowerment!should! consider!both!Organisational!and!Psychological!empowerment.! ! !

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Organisational(Empowerment:(Randolph!would!suggest!that!the!organisation!should!start:! ! 1.! Information!Sharing:!Start!by!sharing!organizational!performance!information!more!widely. ! This!might!require!training!workers!to!understand!this!information!and!how!their!work ! behaviour!impacts!these!organizational!outcomes.! ! 2.! Clear!Structure!and!Boundaries!to!create!Autonomy:!Unit!managers!should!clarify!the !basic! vision!for!the!organisation!–!what!do!we!do!and!where!do!we!want!to!go? !Organisational! goals!(performance!improvement!in!given!time!frame)!should!also!be !clarified.!The!level!of! autonomy!practiced!by!employees!(what!decisions!can!they!make!– !what!decisions!can’t!they! make)!should!be!discussed!and!clarified.!Performance!evaluation !processes!should!be! oriented!toward!collaborative!goal!setting!and!effective!planning!and !coaching!by!the! manager.! ! 3.! Extensive!use!of!Teams:!Teams!take!over!day9to9day!work!design!as!well!as!quality!and ! process!improvement.!Training!workers!to!take!on!team!leadership!roles!is!important.! ! Psychological(Empowerment:!Employees!must!feel!empowered.!This!means!they!feel !autonomy( and!self9determination!as!well!as!meaning(just!like!job!design!theory !recommends.!But!they!also! must!feel!a!high!level!of!competence(and!impact,(just!as!social !learning!theory!recommends.!People! develop!these!feelings!by!practicing!and!experiencing !“small!wins”!in!a!supportive!environment!where! managers!act!as!role(models(and!provide !positive(reinforcement(to!employees!when!they!act!in! empowered!ways.! ! ! MODEL(3:(ADAM’S(EQUITY(THEORY! Equity!theory!argues!that!motivation!stems!from!a!comparison!of!the!inputs!one!invests!in!a !job!and! the!outcomes!one!receives!in!comparison!with!the!inputs!and!outcomes!of!another !person!or!group.! The!diagram!below!is!often!used!to!illustrate!the!core!principles!of!the !theory.! ! My!outcomes!=!Other’s!outcomes! ! My!inputs!!!!!!!!!!!!Other’s!inputs! ! A!person!can!either!experience:! •! equity!(the!components!of!the!equation!are!equal),!! •! under9reward!inequity!(the!individual!feels!they!have!the!same!inputs!as!their!comparison! other!but!are!receiving!fewer!outcomes!or!rewards),!! •! over9reward!inequity!(the!individual!feels!that!they !have!the!same!inputs!as!their!comparison! other!but!are!receiving!more!outcomes!or!rewards !than!this!other!person!–!this!is!a!rare! situation).! ! In!relation!to!the!case!there!are!the!following!equity!issues:! •! The!men!doing!more!physically!demanding!tasks!receive!the!same!rates!of!pay!as!the !men! doing!less!demanding!tasks.! •! Packing!is!air9conditioned,!but!the!production!line!isn’t.! ! Possible(Solutions( ! •! Make!the!pay!rates!equal,!air9condition!all!work!areas.! •! The!production!supervisor!might!attempt!to!redress!the!inequity!by!increasing!the!inputs ! !

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required!by!packing!staff.! Establish!differential!pay!rates!based!on!how!demanding!the!tasks!are.! Introduce!job!rotation!–!in!this!way!the!harder!tasks!would!be!shared!more!equally.!This ! change!would!also!serve!to!increase!skill!variety.! ! ! MODEL(4:(VROOM’S(EXPECTANCY(THEORY( •! •!

This!theory!argues!that!motivation!is!the!product!of!expectancy,!instrumentality,!and!valence. !Below! the!core!components!of!the!theory!are!outlined!along!with!suggestions!in!relation!to !how!they!play!out! in!the!case.! ! •!

Expectancy:(the!probability!that!effort!will!lead!to!performance!outcomes!(If!I!exert !effort!will!I!be! able!to!achieve!the!right!performance!level?!The!answer!to!this !question!might!be!‘no’!if!the! employee!lacks!the!knowledge,!skills!or !equipment/resources!to!perform!the!task.!In!these! situations,!even!if!they!exert!effort !they!may!not!believe!they!will!ever!be!able!to!achieve!the! specified!performance!level!–!low!expectancy).!

! In!relation!to!the!case!expectancy!would!appear!to!be!high!in!the!production !department.!There!is!no! reason!for!staff!to!believe!that!putting!in!effort!and!working !hard!will!not!result!in!good!performance.! ! •! Instrumentality:(the!perception!that!performance!outcomes!will!lead!to!a!reward !(Okay!so!if!I!do! perform!well!will!I!actually!be!rewarded?!Perhaps!in!the!past!the !employee!has!performed!well! but!never!been!rewarded!(despite!promises!that!they !would!be),!this!may!cause!the!individual!to! perceive!there!to!be!low!instrumentality.! ! In!relation!to!the!case!this!is!a!problem!area.!There!appears!to!be!no!link!between!performing!well!and ! obtaining!promotions!(a!form!of!reward)!in!the!production!department.! ! •! Valence:(the!value!the!individual!places!on!a!particular!reward.!Does!the!individual !find!the! rewards!on!offer!attractive?!(i.e.!are!they!worth!the!effort?)! ! In!relation!to!the!case!the!main!reward!in!the!production!department!is!increased!pay!and!this!seems! to!be!highly!valued!by!the!employees.!However,!this!may!not!be!the!case!in!the!packing !department.! ! Possible(Solutions! •! Basically,!the!supervisor!needs!to!clarify!the!expectation!that!effort!leads!to!performance !(E!–!P),! needs!to!ensure!that!rewards!are!linked!to!performance!(P!–!O),!and!that!the !rewards!are!of! value!to!the!employees.! •! Allow!staff!to!utilise!a!full!range!of!skills!–!this!would!help!to!increase!instrumentality.! •! Introduce!a!bonus!system!for!meeting!production!targets!–!this!would!help!to!increase ! instrumentality.! •! Broaden!the!rewards!available!to!increase!valence.!

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