Chapter 5

Motivation
This slide is adapted from
Robbins, S. P., & Judge, T. A.
(2017). Organizational Behavior
(17th ed.). England: Pearson
Education.

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Part 2

Motivation
From Concepts to Applications

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Job Characteristics Model

Skill Variety
• The degree to which a job requires different activities using specialized
skills and talents

Task identity
• The degree to which a job requires completion of a whole and identifiable
piece of work

Task significance • The degree to which a job affects the lives or work of other people

• The degree to which a job provides the worker freedom, independence,

Autonomy and discretion in scheduling work and determining the procedures for
carrying it out

Feedback
• The degree to which carrying out work activities generates direct and clear
information about your own performance

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Job Characteristics Model
Job Characteristics Psychological Desired Outcomes
(enriched jobs) States

1.Skill variety
Experienced
2.Task identity meaningfulness
- Motivation
3.Task significance
- Performance
Experienced
4. Autonomy - Satisfaction
responsibility

5. Phản hồi Knowledge of results

EMPLOYEE
DEVELOPMENT
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Job Redesign

Job Enlargement
• Broadening the scope of a job by expanding the number
of different tasks to be performed

Job Enrichment
• Increasing the depth of a job by adding responsibility for
planning, organizing, controlling, or evaluating the job

Job Rotation
• Process of shifting a person from job to job

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Alternative Work Arrangements
Flextime
Job Sharing
 An arrangement that allows two or more
individuals to split a traditional 40- hour-a week
job
Telecommuting
 Working from home at least 2 days a week on a
computer that is linked to the employer’s office

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Employee Involvement and Participation

A participative process that uses the input of employees

to increase employee commitment to organizational
success
Participative management
 A process in which subordinates share a significant degree
of decision-making power with their immediate superiors
Representative Participation
 A system in which workers participate in organizational
decision making through a small group of representative
employees

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Using Rewards to Motivate Employees
What to Pay: establishing a Pay structure:
Được trả lương xứng đáng và công bằng
Internal Equity 3P
(Person,Position,Performance)
- The worth of the job to the
organization
Công bằng và xứng đáng của bản
thân của những người lao động
trong tổ chức
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External Equity
– The competitiveness of an
organization’s pay relative to pay in
its industry
Trả không thấp hơn so với những
doanh nghiệp cùng ngành
8
Using Rewards to Motivate Employees

How to Pay: Variable – Pay Program

 A pay plan that bases a portion of an
employee’s pay on some individual and/or
organizational measure of performance
 Xây dựng chương trình trả lương theo các
biến số khác nhau

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Variable – Pay Program
• A pay plan in which workers are paid a fixed sum for each unit of production
Piece-rate pay plan completed: Trả lương theo sản phẩm
• Chỉ đối với những sản phẩm hữu hình

• A pay plan based on performance appraisal ratings

Merit-based pay plan • Với những dvu tạo ra sp vô hình, dựa vào KPI (Service and intengible)

• A pay plan that rewards employees for recent performance rather than historical
Bonus performance
• Thưởng theo thành tích nằm ngoài quy luật bình thường

• An organization-wide program that distributes compensation based on some

Profit-sharing plan established formula designed around a company’s profitability
• Trả lương theo chia sẽ lợi nhuận của doanh nghiệp

Employee stock • A company-established benefits plan in which employees acquire stock, often at
below-market prices, as part of their benefits
ownership plan • Một kế hoạch sở hữu cổ phiếu với giá thấp hơn so với mức giá thị trường

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Using Benefits to Motivate Employees

 Flexible Benefits: Developing a Benefits Package

A benefits plan that allows each employee to put together a
benefits package individually tailored to his or her own needs
and situation
Total reward: Finance and non-finance
- Benefit (VD Lương tháng 13, phúc lợi 30/4,2/9...)
- Các phúc lợi ngoài tiền: Should be flexible, phi tài chính như
các chuyến du lịch, cơ hội thăng tiếng, hưởng các chế độ
bhiem xhoi, y tế etc
=> Ở Việt sẽ k có a benefits package, tùy vào nhu cầu và tình
huống của ng nv
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Using Intrinsic Rewards to Motivate Employees

Employee Recognition Programs

A plan to encourage specific employee behaviors
by formally appreciating specific employee
contributions
Các chương trình khen thưởng ghi nhận với
những TH lao động ng lao động có đóng góp tốt

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Implications for Managers
 Recognize individual differences. Spend the time necessary to understand
what’s important to each employee. Design jobs to align with individual
needs and maximize their motivation potential.
 Use goals and feedback. You should give employees firm, specific goals,
and they should get feedback on how well they are faring in pursuit of
those goals.
 Allow employees to participate in decisions that affect them. Employees
can contribute to setting work goals, choosing their own benefits packages,
and solving productivity and quality problems.
 Link rewards to performance. Rewards should be contingent on
performance, and employees must perceive the link between the two.
 Check the system for equity. Employees should perceive that individual
effort and outcomes explain differences in pay and other rewards.

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