Chapter 7

CHAPTER 7
Motivation: From Concepts

to Applications
Summary of Lecture # 6
• Understanding Motivation
• Motivation Process
 Three content motivation theories
 Process Motivation Theories
 Reinforcement theories
Learning Objectives
• Job Characteristics Model

• Job redesigning
• Work arrangements and show how they might motive
employees.
• Employee involvement and motivation
• Types of variable-pay programs and employee
motivation.
• Show how flexible benefits turn benefits into
motivators.
• Identify the motivational benefits of intrinsic rewards.
Motivation by Job Design: The JCM
Job Characteristics Model (JCM)
Hackman and Oldham’s concept that any job can be described
through five core job dimensions:
• Skill variety ‫ – تنوع المهارات‬Requirements for different tasks
in the job.
• Task identity ‫ – هوية المهمة‬Completion of a whole piece of
work.
• Task significance ‫ – أهمية المهمة‬The job’s impact on others.
• Autonomy ‫ – االستقاللية‬Level of discretion in decision
making.
• Feedback ‫ – التغذية الراجعة‬Amount of direct and clear
information on performance.
(job design) impacts motivation, satisfaction and performance.
How Can Jobs be Redesigned?
Job Rotation
The periodic shifting of a worker from one task to another
Job Enlargement
The horizontal expansion of jobs
Job Enrichment
The vertical expansion of jobs
Guidelines for enriching a job:

Employee Involvement
A participative process that uses the input of
employees to increase their commitment to
the organization’s success
•By increasing worker autonomy and control

over work lives (involvement), organizations:
• Increase employee motivation
• Gain greater organizational commitment
• Experience greater worker productivity
• Observe higher levels of job satisfaction
Types of Employee Involvement
Programs
Participative Management ‫اإلدارة التشاركية‬
Subordinates share a significant degree of decision-making
power with their immediate superiors
Representative Participation ‫المشاركة التمثيلية‬
Works Councils ‫النقابات‬
• Groups of nominated or elected employees who must be
consulted for any personnel decisions
Board Representative ‫ممثل فى مجلس االدارة‬
• An employee sits on a company’s board of directors and
represents the interests of the firm’s employees.
Quality Circle ‫دائرة الجودة‬
A work group of employees who meet regularly to discuss their
quality problems, investigate causes, recommend solutions, and
take corrective actions
Motivational theories (Taylor's
Theory of Scientific Management)
Frederick Taylor's (1856 – 1917) theory of motivation
states that most workers are motivated solely by the pay
(for money) they receive for the work they do.
He assumed that most workers do not enjoy the work
they do and only perform when given the direct reward of
monetary payment.
This theory lost favor as workers became frustrated ‫محبط‬
and production was frequently halted due to strikes
‫ اإلضرابات‬by disgruntled employees.
Motivational theories (Mayo's
Theory of Human Relations)
In the early 1930’s; Elton Mayo's theory of motivation examined
the social needs of the worker.
He believed that pay alone was not sufficient to motivate
employees to put forth their best effort. He believed that the
social needs of the workers should be taken into consideration.
He recommended employers treat their workers in a caring and
humane fashion that demonstrates an interest in the individual in
order to have them produce their best work.
Maslow’s Hierarchy of needs
Motivational theories (Herzberg’s
Theory )
Herzberg’s theory that true motivation is
found in the work itself
In 1959 Herzberg explained this fundamental
part of his theory, i.e., that the factors which
motivate people at work are different to and not
simply the opposite of the factors which cause
dissatisfaction.
Motivational theories for
Herzberg’s theory that true motivation is
found in the work itself
McGregor’s Theory X and Y
Theory X, which stated that workers inherently dislike and
avoid work and must be driven to it, and
Theory Y, which stated that work is natural and can be a

source of satisfaction when aimed at higher order human
psychological needs.
Four Major Strategic Reward Decisions Save
translation ‫أربعة قرارات رئيسية للمكافآت االستراتيجية‬
1. What to pay? (pay structure) ‫ماذا تدفع؟‬

2. How to pay individuals? (variable pay
plans and skill-based pay plans) ‫كيف تدفع‬
‫لألفراد؟‬
3. What benefits to offer? Do we offer choice
of benefits? (flexible benefits) ‫ما هي الفوائد‬
‫التي نقدمها؟‬
4. How to build recognition programs? ‫كيف‬
‫نبني برامج التقدير؟‬
1. What to Pay – Pay Structure
Choose organizational position: ‫اختر المركز‬
‫التنظيمي‬
Pay leaders
• Greater employee loyalty
• Attracts better quality employees
2. How to Pay - Variable Pay
Programs
Types of Variable Pay Programs ‫أنواع برامج الدفع المتغير‬
A portion of an employee’s pay is based on some
individual and/or organization measure of performance
–Piece Rate: ‫معدل القطعة‬
• Workers are paid a fixed sum for each unit of production
completed
• Weakness: not feasible for many jobs
–Merit-Based: ‫على أساس الجدارة‬
• Based on performance appraisal ratings
• Gap between average and top-performers increasing
• Weaknesses: validity of system based on annual appraisals,
pay pool can be small, unions strongly resist
–Bonuses: ‫المكافآت‬
• Reward recent performance
• Weakness: employees consider this a pay
2. How to Pay - Skill-Based Pay
Programs
Types of Skill-Based Programs:
Also known as competency- or knowledge-
based pay - sets pay based on skills or
number of jobs an employee can perform
–Profit Sharing:‫مشاركة األرباح‬
• Organization-wide programs that distribute
compensation based on some established formula
designed around a company’s profitability
–Employee Stock Ownership Plans (ESOPs)
‫خطط ملكية أسهم الموظفين‬
• Company-established benefit plans in which
employees acquire stock as part of their benefits
Evaluation of Variable and Skill-
based Pay
To some extent, variable pay does increase
motivation and productivity
•Provide staffing flexibility
•Facilitate communication across the
organization
•Meet the needs of employees for
advancement
•Lead to performance improvements
•Drawbacks:
•Lack of additional learning
•Paying for skills of no immediate use to the
organization
3. What Benefits to Offer - Flexible
Benefits
Employees tailor their benefit program to meet
their personal need by picking and choosing
from a menu of benefit options. ‫يصمم الموظفون‬
‫برنامج المزايا الخاص بهم لتلبية احتياجاتهم الشخصية من خالل‬
.‫االنتقاء واالختيار من قائمة خيارات المزايا‬
•Modular Plans ‫خطط معيارية‬
•Predesigned benefits packages for specific
groups of employees ‫حزم المزايا المصممة مسبقًا‬
‫لمجموعات محددة من الموظفين‬
•Flexible Spending Plans ‫خطط اإلنفاق المرنة‬
•Allow employees to use their tax-free benefit to
purchase benefits and pay service
premiums ‫السماح للموظفين باستخدام مزاياهم المعفاة من‬
‫الضرائب لشراء المزايا ودفع أقساط الخدمة‬
Managerial Implications
To Motivate Employees:
•Recognize individual differences ‫تعرف على الفروق‬
‫الفردية‬
•Use goals and feedback ‫استخدم األهداف والتعليقات‬
•Allow employees to participate in decisions that
affect them ‫السماح للموظفين بالمشاركة في القرارات التي تؤثر‬
‫عليهم‬
•Link rewards to performance ‫ربط المكافآت باألداء‬
Discussion Question
Question 1: How jobs can be redesigned to motivate
employees?
Question 2: Why employees be involved in decision

making process?
Question 3: What is role of reward system in employee

motivation?
Summary
•Job Characteristics Model

•Job redesigning
•Work arrangements and show how they might motive
employees.
•Employee involvement and motivation
•Types of variable-pay programs and employee
motivation.
•Show how flexible benefits turn benefits into motivators.
•Identify the motivational benefits of intrinsic rewards.
© Robbins and Judge (2008): Organizational Behavior, Prentice Hall

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CHAPTER 7

Motivation: From Concepts

 Three content motivation theories

 Process Motivation Theories

• Job Characteristics Model

Guidelines for enriching a job:

•By increasing worker autonomy and control

Theory Y, which stated that work is natural and can be a

1. What to pay? (pay structure) ‫ماذا تدفع؟‬

Question 2: Why employees be involved in decision

Question 3: What is role of reward system in employee

•Job Characteristics Model

© Robbins and Judge (2008): Organizational Behavior, Prentice Hall

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