Motivating Behavior with Work and Rewards
Imagine that you are a manager at Applebee’s, a restaurant chain. Turnover is always a challenge with restaurant employees, and yours are no different. Your restaurant’s turnover rate is a little above the company average, and you would like to improve it. You believe that having better trained and more experienced servers will help you to decrease staffing costs and improve customer service and sales. Fortunately, you have a lot of control over how your restaurant’s jobs are designed and believe that redesigning the work might improve employees’ motivation, absenteeism, and turnover. You recently administered a survey assessing your employees’ job satisfaction, motivation, and perceptions about their jobs at Applebee’s that confirmed your suspicions. Employees provided a lot of honest information and additional comments that you think will be useful in restructuring your stores based on the job characteristics theory.
One of the themes that came out of the survey responses is that employees feel bored and unchallenged because they only do a narrow job. According to the job characteristics theory, which of the following should you do to address this issue?
Improve task significance
Improve feedback
Improve employees’ growth need strength
Improve skill variety
After carefully considering the most recent employee survey results, you decide that the core issue that you need to address to improve employee motivation is that employees do not seem to know how they are doing relative to what is expected of them. Knowing this, which critical psychological state will you be most targeting in your job redesign initiative?
Experienced responsibility for outcomes of the work
Knowledge of the actual results of work activities
Growth need strength
Experienced meaningfulness of the work
Match each description with the corresponding job design term that best describes it.
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