ITC Motivation Analysis

Topics: Motivation, Project management, Reward system Pages: 13 (2293 words) Published: April 25, 2014


ITC LTD – Motivation
By Rodrigo Nascimento

Version: 1.1

Document Reference: B713 – Block 1 – TMA02 – Question 1

Executive summary

This report analysis the consultants’ motivation at ITC by mapping the internal and external factors that have influence on it. For this analysis two models were used to key findings: Job Characteristics Model (Hackman and Oldham, 1980) and The Expectancy Theory (Vroom, 1964).

The first section aims to highlight the key factors that impact the consultants’ motivation. Two consultants and their line manager perspectives were considered to gain data for the two models.

Beginning with a Job Characteristic analysis, the links between job characteristics, psychological states and work outcomes are highlighted and analysed to measure the level of motivation resulted from this relationship.

The second part of the motivation analysis uses the Expectancy Theory to identify what are the key factors that consultants consider when evaluating the level of effort that he or she will apply to a particular task, based on the perception of the value of the work outcomes.

The final section consists in a set of recommendations based on the highlighted key findings from the analysis section, aiming to suggest some actions to improve the consultants’ motivation.

Content Page

1 Introduction3
2 Motivation Analysis5
2.1 Analysis of the Job Design5
2.2 The Consultants’ Perception of Motivation9
3 Recommendations12
4 Appendices13
4.1 References13

1 Introduction

ITC is a consultancy company with delivers Information of Technology (IT) solutions to its clients and partners through experienced consultants.

Mullins (2002) suggests that motivation is as a:

“...driving force within the individuals by which they attempt to achieve some need or expectation.”

To better understand the factors that increase the consultants motivation, ITC has developed a motivation approach witch is described in Figure 1.

Figure 1: ITC’s Motivation approach Rich Picture

Key observations from Figure 1:

External factors that influence on the evaluation of the outcomes. Implicit and Explicit feedbacks to consultants.
Consultant Performance KPIs.
Manager influence over the consultant motivation.

The focus of this report is to analyse the motivation at ITC using the Job Characteristics Model (Hackman and Oldham, 1980) to understand how job characteristics and work outcomes influence consultants’ team (including the line manager) motivation, and the Expectancy Theory (Vroom, 1964) to understand the different perceptions that motivate each member of the team.

Recommendations Summary:

1. Balance the percentage of bonus related to team work with the chargeable time to increase the teamwork 2. Market research to identify what are “Interesting Projects” to the consultants’ 3. Clarify the responsibilities of the tasks and how they are related to the team’s performance and company’s objectives. 4. Implement a knowledge base system and investment in training 5. Career plan based on level of seniority of the consultants and the possibility to be transferred to another area.

2 Motivation Analysis

This first section aims to highlight the key factors that impact the consultants’ team motivation. An interview with two consultants and their line manager was used to gain data for the two models.

2.1 Analysis of the Job Design

In order the better understand the consultant and manager job characteristics, and how they generate intrinsic motivation, this analysis uses the Job Characteristics Model (Hackman and Oldham, 1980) highlighting the following main objectives:

Understand the relationship between the team’s job characteristics and their psychological states.

Identify if the relationship between the team’s psychological states and the work outcomes is...

References: Hackman, J. R. and Oldham, G. R. (1976) ‘Motivation through the design of work: a test of a theory’, Organisational Behaviour and Organisational Performance, Vol. 16, pp. 250–79.
Hackman, J. R. and Oldham, G. R. (1980) Work Redesign, Reading, Mass., Addison-Wesley.
Hackman, J. R., Oldham, G. R., Janson, R. and Purdy, K. (1975) ‘A new strategy for job enrichment’, California Management Review, Vol. 17, No. 4, pp. 57–71.
The Open University (2005) The Context of Management, The Open University, Milton Keynes.
Vroom, V. H. (1964) Work and Motivation, published by Wiley, and Georgopoulos, B. S., Mahoney, G. M., and Jones, N. W., ‘A path-goal approach to productivity’, Journal of Applied Psychology, vol 41, 1957, pp 345-53.
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