Organizational behavior of google company

read the “Motivating Employees at Google” case, and respond to the questions at the end of the case. The answer is based on Creating A Motivating Work Setting and pay, Careers, And Changing Employment Relationships. Your response should be at least 1.5 complete pages, typewritten, 12pt font, double-spaced, 1 inch margins. Please number each response. The case and two theories will be find in upload file, plz read first.CREATING A MOTIVATING WORK SETTING JOB DESIGN  What factors do you have to consider in designing a job?  Pay  Nature of the work  Level of autonomy  Feedback  How can an organization create a motivating work setting by the way it designs its jobs and the objectives and goals it sets for its employees? 1 THE JOB CHARACTERISTICS MODEL  Skill variety  Task identity  Task significance  Autonomy  Feedback  Scales used to measure these five dimensions.  Allows for the computation of a job’s motivating potential score which is a measure of the overall potential of a job to foster intrinsic motivation.  Identifies the dimensions most in need of redesign. 7-3 JOB CHARACTERISTICS MODEL 7-4 2 HOW CAN JOBS BE REDISGNED?  Job Enlargement (also called horizontal job loading)  Increasing the number of tasks an employee performs but keeping all of the tasks at the same level of difficulty and responsibility  An employee becomes responsible for work from start to finish  Job Enrichment (also called vertical job loading)  Provide opportunities for employee growth by giving employees more responsibility and control OTHER FACTORS IMPACTING MOTIVATION  Social information  Other individuals with whom employees come into contact at work provide information about how to evaluate jobs and work outcomes  All of my friends at work love their job, and so do I. 3 GOAL SETTING  Goal-setting theory explains what types of goals are most effective in producing high levels of motivation and performance and why goals have these effects.  Goals must: 1. Be Specific 2. Be difficult  Provide feedback concerning goal attainment. HOW DO GOALS AFFECT MOTIVATION? o o o o o By directing employees’ attention and action toward goal-relevant activities By encouraging higher levels of effort By encouraging the development of action plans By causing persistence in the face of difficulty Limits to goal-setting theory 7-8 4 CREATING A MOTIVATING WORK SETTING JOB DESIGN  What factors do you have to consider in designing a job?  Pay  Nature of the work  Level of autonomy  Feedback  How can an organization create a motivating work setting by the way it designs its jobs and the objectives and goals it sets for its employees? 1 THE JOB CHARACTERISTICS MODEL  Skill variety  Task identity  Task significance  Autonomy  Feedback  Scales used to measure these five dimensions.  Allows for the computation of a job’s motivating potential score which is a measure of the overall potential of a job to foster intrinsic motivation.  Identifies the dimensions most in need of redesign. 7-3 JOB CHARACTERISTICS MODEL 7-4 2 HOW CAN JOBS BE REDISGNED?  Job Enlargement (also called horizontal job loading)  Increasing the number of tasks an employee performs but keeping all of the tasks at the same level of difficulty and responsibility  An employee becomes responsible for work from start to finish  Job Enrichment (also called vertical job loading)  Provide opportunities for employee growth by giving employees more responsibility and control OTHER FACTORS IMPACTING MOTIVATION  Social information  Other individuals with whom employees come into contact at work provide information about how to evaluate jobs and work outcomes  All of my friends at work love their job, and so do I. 3 GOAL SETTING  Goal-setting theory explains what types of goals are most effective in producing high levels of motivation and performance and why goals have these effects.  Goals must: 1. Be Specific 2. Be difficult  Provide feedback concerning goal attainment. HOW DO GOALS AFFECT MOTIVATION? o o o o o By directing employees’ attention and action toward goal-relevant activities By encouraging higher levels of effort By encouraging the development of action plans By causing persistence in the face of difficulty Limits to goal-setting theory 7-8 4 Pay, Careers, And Changing Employment Relationships Psychological Contract ⚫ An employee’s perception of ⚫ his or her exchange relationship with an organization, ⚫ outcomes the organization has promised to provide to the employee, and ⚫ contributions the employee is obligated to make to the organization 8-2 1 Determinants of Psychological Contracts Direct Communication Observation Written Documents Psychological Contract 8-3 Types of Psychological Contracts Transactional Contracts: ▪ Short term ▪ Narrow and specific ▪ Limited promises and obligations Relational Contracts: