Organizational Behavior (Stephen Robbins)

The model suggests that the more employees experience meaningfulness, responsi-

bility, and knowledge of the actual results, the greater their motivation, performance, and

satisfaction, and the lower their absenteeism and likelihood of leaving the organiza-

tion.10 9As Exhibit 4-13 shows, the links between the job dimensions and the outcomes

are moderated or adjusted by the strength of the individual’s growth need—in other

words, the employee’s desire for self-esteem and self-actualization. This means, for

example, that not every employee will respond favourably to a job with skill variety,

task identity, task significance, autonomy, or feedback. Those with high self-esteem and

self-actualization needs will respond more favourably than others with different needs.

EVALUATING THE USE OF REWARDS IN

THEWORKPLACE

When applying motivation theories in the workplace, managers should be aware of the

kinds of signals rewards send, how rewards are viewed in different cultures, and whether

rewards are essential.

Beware the Signals That Rewards Send

In 1998, Vancouver’s bus drivers claimed, on average, 18.6

sick days. Victoria’s bus drivers averaged only 16.6 sick

days.^110 Are Vancouver’s drivers more likely to catch cold

than Victoria’s? Not likely! Rather, differences in the way

that sick days are paid may account for the differences.

Victoria’s drivers get paid in full for six sick days, no mat-

ter how the days are taken. But once Vancouver drivers take

134 Part 2Striving for Performance

Core job

dimensions

Personal and

work outcomes

Skill variety

Task identity

Task significance

Experienced

meaningfulness

of the work

High internal

work motivation

Autonomy

Experienced

responsibility

for outcomes

of the work

High quality

work performance

Feedback

Knowledge of the

actual results of

the work activities

High satisfaction

with the work

Low absenteeism

and turnover

Employee growth-

need strength

Critical

psychological states

EXHIBIT 4-13 The Job Characteristics Model

Source:J. R. Hackman and G. R. Oldham, Work Design(excerpted from pages 78–80). Copyright © 1980 by Addison-Wesley Publishing Co.

Reprinted by permission of Addison-Wesley Longman.

6 What kinds of mistakes

are made in reward

systems?

Ever wonder why

employees do some

strange things?

*