The Impact of Work Design, Autonomy Support, and Strategy on Employee Outcomes: a Differentiated Perspective on Self-Determination at Work
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The Relationship Between Leadership, Orientation to Happiness and Work Motivation
LEADERSHIP, WORK MOTIVATION, AND ORIENTATION TO HAPPINESS 1 The relationship between Leadership, Orientation to Happiness and Work Motivation Estela Calderaro Pontinha Leite Universidade de Coimbra Home Tutors Prof. Dr. Leonor Pais Prof. Dr. Nuno Rebelo dos Santos Prof. Dr. Lisete Mónico Universidade de Coimbra Host Tutor Prof. Dr. Vicente Martinez-Tur Universitat de València LEADERSHIP, WORK MOTIVATION, AND ORIENTATION TO HAPPINESS 2 Contents Abstract ............................................................................................................................... 4 The relationship between Leadership, Orientation to Happiness and Work Motivation .... 5 Leadership ....................................................................................................................... 6 Work Motivation ........................................................................................................... 10 Orientation to Happiness............................................................................................... 14 Aim of the research and contribution of the study ........................................................ 18 Method .............................................................................................................................. 24 Participants .................................................................................................................... 24 Instruments ................................................................................................................... -
Ch 14- Work Design – 10Ed
Chapter 14 Work Design 1-Describe the engineering approach to work design. 2-Explore and evaluate the motivational approach to work design. 3-Discuss and apply the principles of sociotechnical systems work design. 4-Learn how to design work to meet technical and personal needs. 1 The Engineering Approach The most efficient work designs can be determined by clearly specifying the tasks The Engineering to be performed, the work methods to be used, and the work flow among Approach individuals. The engineering approach scientifically analyzes workers’ tasks to discover those procedures 1 that produce the maximum output with the minimum input of energies and resources. 2 Emphasize high levels of specialization and specification. 3 What are the benefits of engineering approach to work designs? The engineering approach produces two kinds of work design one is traditional jobs and the 4 second is traditional work groups. 5 What are the limitations of engineering approach to work designs? 2 The Motivational Approach It views the effectiveness of organizational activities primarily as a function of The Motivational member needs and satisfaction, and seeks to improve employee performance and Approach satisfaction by enriching jobs. Provides people with opportunities for autonomy, responsibility, closure (that is, doing a 1 complete job), and performance feedback. 2 The weaknesses of old approaches “Herzberg’s motivation and hygiene factors”. 3 The new approach “Hackman and Oldham job characteristics model”. Skill variety – task identity – task significance – autonomy – feedback. 3 The Motivational Approach The Core Dimensions of Jobs 4 The Motivational Approach Application Stages 1 Making a Thorough Diagnosis. 2 Forming Natural Work Units. -
Work Design for Flexible Work Scheduling: Barriers and Gender Implications
WORK DESIGN FOR FLEXIBLE WORK SCHEDULING 33 Work Design for Flexible Work Scheduling: Barriers and Gender Implications Ann M. Brewer* The purpose of this article is to examine the nature of work design in relation to flexible work scheduling (FWS), particularly in respect to participation by women and men. There is a paucity of research evidence on this topic. Work design, essentially an artefact of enterprise culture, is constructed by the social rules of place, distance and time. Work practices that assume that work tasks are only conducted in the workplace during standard work time in the proximity of co-workers and managers do not, in the main, support FWS. While there is no significant evidence in this study that women and men perceive the barriers differently when considering taking up the option to engage in FWS options, the study addresses the reasons for this using a large survey of the Australian workforce. This article concludes that it is time to redefine these critical work design dimensions, in relation to existing power structures, in order to inject real flexibility into the workplace. Introduction article attempts to identify the barriers and hence, the facilitators in terms of men’s and he emergence of flexible work scheduling women’s engagement in FWS. There is a T(FWS), principally telecommuting, the paucity of research evidence to date on this compressed work week and flexitime, has topic. implications for the way work is designed and the type of workers who benefit from it. Driving forces of flexible work scheduling FWS refers to the use of telecommunications and/or information technology to modify As work is distributed away from centralized and/or replace the commute to the usual workplaces, the work organization is tending workplace by salaried workers, thereby pro- towards a ‘virtual’ context with managers viding them with flexibility such as improved and workers using technology to enable them choice about use of time and work location as to perform work, which may be at variance well as combining work and home demands. -
The Value and ROI in Employee Recognition
The Value and ROI in Employee Recognition: Linking Recognition to Improved Job Performance and Increased Business Value — The Current State and Future Needs J u n e 2 0 0 9 Contents Executive Summary ..............................................1 Introduction ...........................................................2 The Place of Recognition in the Total Reward Package .................................................................7 From Recognition to Business Value: The Recognition—Motivation—Engagement—Job .. Performance—Business Value System ..............10 Measuring the Value of Recognition ................13 Case Studies: Recognition Programs to Improve Specific Business Functions ...............................24 Conclusions: The Current State and Future Needs of Studies into the Link between Recognition and Business Value:.......................28 Appendix I: Theories of Motivation ..................31 Appendix II: The Future of Measuring the Business Value of Recognition ...........................34 References ...........................................................35 i The Value and ROI in Employee Recognition Copyright © 2009 Human Capital Institute. All rights reserved. Executive Summary Today’s economic challenges require organi- n Organizations actively seeking to improve zations to find new ways to not only reward employee engagement, including through top performers, but to motivate all workers the use of formal and informal recognition, to improve performance while maintaining or financially outperform their -
Beyond Motivation: Job and Work Design for Development, Health, Ambidexterity, and More
PS65CH24-Parker ARI 31 October 2013 16:54 Beyond Motivation: Job and Work Design for Development, Health, Ambidexterity, and More Sharon K. Parker The University of Western Australia, Crawley, Perth, Western Australia 6009, Australia; email: [email protected] Annu. Rev. Psychol. 2014. 65:661–91 Keywords First published online as a Review in Advance on job design, autonomy, job enrichment, job characteristics, self-managing September 6, 2013 teams The Annual Review of Psychology is online at http://psych.annualreviews.org Abstract This article’s doi: Much research shows it is possible to design motivating work, which has 10.1146/annurev-psych-010213-115208 by University of Minnesota - Twin Cities on 09/30/14. For personal use only. positive consequences for individuals and their organizations. This article Annu. Rev. Psychol. 2014.65:661-691. Downloaded from www.annualreviews.org Copyright c 2014 by Annual Reviews. reviews research that adopts this motivational perspective on work design, All rights reserved and it emphasizes that it is important to continue to refine motivational theories. In light of continued large numbers of poor-quality jobs, attention must also be given to influencing practice and policy to promote the effective implementation of enriched work designs. Nevertheless, current and future work-based challenges mean that designing work for motivation is necessary but insufficient. This review argues that work design can be a powerful vehi- cle for learning and development, for maintaining and enhancing employees’ physical and mental health, and for achieving control and flexibility simulta- neously (for example, in the form of ambidexterity); all these outcomes are important given the challenges in today’s workplaces. -
Chapter Title Work Motivation: Directing, Energizing, and Maintaining Effort (And Research)
Chapter Title Work Motivation: Directing, Energizing, and Maintaining Effort (and Research) Authors’ Names Adam M. Grant and Jihae Shin [email protected] and [email protected] Authors’ Affiliation The Wharton School, University of Pennsylvania Abstract This chapter provides an overview of contemporary research on work motivation. We start by identifying the central premises, controversies, and unanswered questions related to five core theoretical perspectives on work motivation: expectancy theory, equity theory, goal-setting theory, job design, and self-determination theory. We then discuss four current topics and new directions: collective motivation and organizing, temporal dynamics, creativity, and the effects of rewards. Keywords Work motivation, expectancy theory, equity theory, goal-setting, job design, self-determination theory, organizing, creativity, rewards Citation: Grant, A. M., & Shin, J. 2011. Work motivation: Directing, energizing, and maintaining effort (and research). Forthcoming in R. M. Ryan (Ed.), Oxford handbook of motivation . Oxford University Press. Work Motivation 2 Introduction Work motivation is an important phenomenon for both scholars and practitioners to understand. It helps to explain what drove Thomas Edison to invent the first light bulb, Florence Nightingale to improve nursing practices, Nelson Mandela to become the president of South Africa, Benjamin Franklin to create fire and police departments, Maya Angelou to write poetry, and Michelangelo to paint the Sistine Chapel. Knowledge of work motivation also has the potential to shed light on major collective accomplishments such as discovering flight, landing on the moon, curing river blindness, and inventing the telephone and the computer. Underlying all of these accomplishments is a desire to take action. Work motivation is described as the psychological processes that direct, energize, and maintain action toward a job, task, role, or project (Campbell & Pritchard, 1976; Kanfer, 1990). -
Psychology at Work: Improving Wellbeing and Productivity in the Workplace
Psychology at work: Improving wellbeing and productivity in the workplace The British Psychological Society St Andrews House, 48 Princess Road East, Leicester LE1 7DR, UK Tel: 0116 254 9568 Fax 0116 247 0787 E-mail: [email protected] Website: www.bps.org.uk 9 781854 337542 Incorporated by Royal Charter Registered Charity No 229642 INF287/10.17 October 2017 This report was written by Dr Ashley Weinberg, CPsychol., AFBPsS, and Nancy Doyle CPsychol., AFBPsS. It was edited by Kathryn Scott (Director of Policy and Communications) and Dr Lisa Morrison Coulthard CPsychol AFBPsS (Acting Director of Policy). The authors would like to thank all the members of the British Psychological Society who contributed to the consultation on this report, as well as the representatives from several charities representing neurodiverse people. We would also like to thank the neurodiverse people who contributed their opinions via various surveys conducted by the BPS. © The British Psychological Society 2017 All rights reserved. No part of this report may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. Enquiries in this regard should be directed to the British Psychological Society. British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library. ISBN 978-1-85433-754-2 Printed and published by The British Psychological Society St Andrews House 48 Princess Road East Leicester LE1 7DR www.bps.org.uk If you have problems reading this document and would like it in a different format, please contact us with your specific requirements. -
Work Motivation, Job Satisfaction, and Organisational Commitment of Library Personnel in Academic and Research Libraries in Oyo State, Nigeria
University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln Library Philosophy and Practice (e-journal) Libraries at University of Nebraska-Lincoln April 2007 Work Motivation, Job Satisfaction, and Organisational Commitment of Library Personnel in Academic and Research Libraries in Oyo State, Nigeria Adeyinka Tella University of Botswana, [email protected] C.O. Ayeni Federal College of Forestry Library, Ibadan, Nigeria S.O. Popoola University of Ibadan, Nigeria Follow this and additional works at: https://digitalcommons.unl.edu/libphilprac Part of the Library and Information Science Commons Tella, Adeyinka; Ayeni, C.O.; and Popoola, S.O., "Work Motivation, Job Satisfaction, and Organisational Commitment of Library Personnel in Academic and Research Libraries in Oyo State, Nigeria" (2007). Library Philosophy and Practice (e-journal). 118. https://digitalcommons.unl.edu/libphilprac/118 Library Philosophy and Practice 2007 ISSN 1522-0222 Work Motivation, Job Satisfaction, and Organisational Commitment of Library Personnel in Academic and Research Libraries in Oyo State, Nigeria Adeyinka Tella Department of Library and Information Studies University of Botswana Gaborone C.O. Ayeni Federal College of Forestry Library Ibadan, Nigeria S. O. Popoola, Ph.D. Department of Library Archival and Information Studies Faculty of Education University of Ibadan, Nigeria Introduction The management of people at work is an integral part of the management process. To understand the critical importance of people in the organization is to recognize that the human element and the organization are synonymous. An well-managed organization usually sees an average worker as the root source of quality and productivity gains. Such organizations do not look to capital investment, but to employees, as the fundamental source of improvement. -
Redalyc.Role Perceptions and Motivations to Perform
Academia. Revista Latinoamericana de Administración ISSN: 1012-8255 [email protected] Consejo Latinoamericano de Escuelas de Administración Organismo Internacional Espejo, Alvaro Role perceptions and motivations to perform organizational citizenship behaviors Academia. Revista Latinoamericana de Administración, núm. 48, 2011, pp. 1-14 Consejo Latinoamericano de Escuelas de Administración Bogotá, Organismo Internacional Available in: http://www.redalyc.org/articulo.oa?id=71623420002 How to cite Complete issue Scientific Information System More information about this article Network of Scientific Journals from Latin America, the Caribbean, Spain and Portugal Journal's homepage in redalyc.org Non-profit academic project, developed under the open access initiative Academia, Revista Latinoamericana de Administración, 48, 2011, 1-14 Copyright 2011 de Cladea, http://revistaacademia.cladea.org ROLE PERCEPTIONS AND MOTIVATIONS TO PERFORM ORGANIZATIONAL CITIZENSHIP BEHAVIORS PERCEPCIONES DE ROL Y MOTIVACIONES PARA DESEMPEÑAR COMPORTAMIENTOS CIUDADANOS EN LA ORGANIZACIÓN Alvaro Espejo Universidad Adolfo Ibáñez, Santiago de Chile, Chile [email protected] ABSTRACT RESUMEN Using a sample of supervisors from a Chilean retail Este estudio analiza el efecto que tiene la percepción company, we studied the effects of employees’ role de los empleados acerca de su rol en tres tipos de com- perceptions on three types of organizational citi- portamiento ciudadano en la organización (OCB) zenship behavior (OCB) and on their motivation to y en su motivación para llevar a cabo estas conduc- perform these behaviors. We recognized four types tas. Para ello, se considera una muestra de supervi- of motives: extrinsic, intrinsic, altruistic, and insti- sores de una empresa del sector retail en Chile. Se tutional. Results showed that when employees are distinguen cuatro tipos de motivos: 1) extrínsecos, externally motivated to perform OCB (by extrinsic 2) intrínsecos, 3) altruistas y 4) institucionales. -
Influence of Employee Performance Assessment System on Motivation in Information Technology Industry
Journal of Critical Reviews ISSN- 2394-5125 Vol 7, Issue 13, 2020 INFLUENCE OF EMPLOYEE PERFORMANCE ASSESSMENT SYSTEM ON MOTIVATION IN INFORMATION TECHNOLOGY INDUSTRY T.S. Aarathy1, Dr.D. Venkatarama Raju2 1Research Scholar, Dept of Management Studies, Bharath Institute of Higher Education and Research, Chennai. 2Professor & Research Supervisor, Bharath Institute of Higher Education and Research, Chennai. Received: 22.04.2020 Revised: 24.05.2020 Accepted: 19.06.2020 Abstract Evaluation of employee output is one of the major concerns of every management. Every organisation must have a well-developed performance management system that measures the performance of every employee within the organisation. This paper mainly deals with the influence of employee performance on motivation in the IT sector. Assessment of manpower achievement helps the supervisor to locate the issues of the human factor and improve employee productivity and motivation. The present research was based on the information gathered from one hundred worker force of IT sector using the convenience sampling method. It is concluded that effective performance appraisal system helps the organisation to motivate the employees. Keywords: Motivation, Performance Management System, Performance Appraisal. © 2020 by Advance Scientific Research. This is an open-access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/) DOI: http://dx.doi.org/10.31838/jcr.07.13.203 INTRODUCTION Performance appraisal act as a motivational factor and improves payment and power can affect work motivation of employee. All the efficiency of employees. If an employee’s goals are well these variables have a positive influence on job performance. defined, implemented and monitored, his performance appraisal will be effective and productive. -
Work Design Influences: a Synthesis of Multi-Level Factors That Affect
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Lirias Work Design Influences: A Synthesis of Multi-Level Factors that Affect The Design of Work Sharon K. Parker Management and Organisations, UWA Business School University of Western Australia [email protected] Anja Van den Broeck Work and Organization Studies, Faculty of Economics and Business, KU Leuven Optentia, North West University [email protected] David Holman People, Management & Organisations Alliance Manchester Business School University of Manchester [email protected] 1 ABSTRACT High quality work design is a key determinant of employee well-being, positive work attitudes, and job/organizational performance. Yet many job incumbents continue to experience deskilled and demotivating work. We argue that there is a need to understand better where work designs come from. We review research that investigates the factors that influence work design, noting that this research is only a small fragment of the work design literature. The research base is also rather disparate, spanning distinct theoretical perspectives according to the level of analysis. To help integrate this literature, we use a framework that summarizes the direct and indirect ways in which work design is shaped by the higher-level external context (global/ international, national and occupational factors), the organizational context, the local work context (work group factors), and individual factors. We highlight two key indirect effects: first, factors affect formal decision- making processes via influencing managers’ work design-related motivation, knowledge, skills, and abilities (KSAs), and opportunities; and second, factors shape informal and emergent work design processes via influencing employees’ work design-related motivation, KSAs and opportunities. -
Toward a More Integrative Conceptualization of Work Design Frederick P. Morgeson The
Work Design 1 Job and Team Design: Toward a More Integrative Conceptualization of Work Design Frederick P. Morgeson The Eli Broad Graduate School of Management Michigan State University N475 North Business Complex East Lansing, Michigan 48824-1122 Voice: (517) 432-3520 Fax: (517) 432-1111 [email protected] Stephen E. Humphrey Department of Management Florida State University Tallahassee, FL 32306-1110 Voice: (850) 644-1138 Fax: (850) 644-7843 [email protected] To appear in 2008 in J. Martocchio (Ed.), Research in Personnel and Human Resource Management (Vol. 27). Author Note Thanks to Jennifer Nahrgang for her help in developing the organizing framework. Also thanks to John Cordery, Adam Grant, Jillian Hmurovic, Jennifer Nahrgang, and Sharon Parker for their comments on an earlier version of this chapter. Their comments resulted in many meaningful improvements. Work Design 2 Job and Team Design: Toward a More Integrative Conceptualization of Work Design “You can’t take pride any more. You remember when a guy could point to a house he built, how many logs he stacked. He built it and he was proud of it…It’s hard to take pride in a bridge you’re never gonna cross, in a door you’re never gonna open. You’re mass-producing things and you never see the end result of it.” (Mike Lefevre, Steelworker, p. xxxi) “It’s a pretty good day layin’ stone or brick. Not tiring. Anything you like to do isn’t tiresome. It’s hard work; stone is heavy. At the same time, you get interested in what you’re doing and you usually fight the clock the other way.