|Back to Back Issues Page|
Job Design & Intrinsic Motivation
May 02, 2017
Commitment & Engagement
Fact: The design of a job has a direct impact on your direct reports’ motivation.
The design of a job can literally kill your direct reports’ motivation. Or it can ignite it in order to create intrinsic motivation – and discretionary effort.
Discretionary effort is that level of effort people could give if they wanted to, but which is beyond what is required, expected, demanded, paid for, planned for (there would be no punishment to the performers if they didn't do it) .
Since you are responsible for the performance of your direct reports – the design of your direct reports’ jobs is your responsibility too.
How you design your direct reports’ jobs is up to you.
Now … let me ask you two questions:
Is the design of your direct reports’ jobs – the result of day-to-day urgencies, inertia, and unannounced sudden changes?
In other words – were your direct reports’ jobs never consciously and purposefully designed?
Or is the design of your direct reports’ jobs the result of conscious intentional thought – in order to create engagement and commitment?
If you answered “yes” to the first question and “no” to the second question – then my dear reader – please allow me to be honest with you …
You are missing on a grand performance opportunity.
The good news is that it is not that difficult to design jobs that are motivating and engaging – there are no bad news by the way ;)
All you need to do is to keep in mind these simple 13 guidelines:
1. Every job must have SMART goals – the employee must know exactly what is expected from her
2. Every job must furnish the employee with challenges that are within the learning zone (not too easy and not too difficult)
3. Every job must offer the employee some room to experiment and to make mistakes
4. Every job must give the employee the opportunity to do/practice something he is really good at
5. Every job must offer the employee ALL the necessary tools to do the job properly
6. Every job must give the employee some autonomy – as much as possible
7. Every job must give the employee the opportunity to master a skill
8. Every job must provide the employee with a meaningful purpose for which to work
9. Every job must offer the employee some involvement in decision-making – as much as possible
10. Every job must be practiced within an open communication environment
11. Every job must be practiced within a team atmosphere
12. Every job must offer the employee some responsibility – as much as possible
13. Every job must give the employee the opportunity to be genuinely recognized in an ongoing basis – either by the job itself, by you (direct supervisor), by peers and/or by the client (internal or external)
Perhaps not all jobs may contain all 13 characteristics – but aim for as many as possible.
It’s not that difficult – is it?
IF you take the time to purposefully design the jobs of each and every one of your direct reports following these simple 13 guidelines – you will see a tremendous increase in intrinsic motivation, engagement commitment.
Simple – isn’t it?
Not easy – but simple.
 "Performance Management" by Aubrey C. Daniels (Performance Management Publications, Tucker, GA: 1989)
Reply to this Newsletter and tell me what you would like future issues to be about.
Feel free to re-send this "Leader Newsletter" to your colleagues.
And click here to see the entire "Leader Newsletter" Archive.
Most recent 12 "Leader Newsletter" issues:
Communication Skill You Must NOT Lead Without
See you next month!
Joseluis Romero - Publisher
May 2, 2017. Copyright: All rights reserved
I publish "Leader Newsletter" on the first Tuesday of every month
|Back to Back Issues Page|