Brief Historical Perspective of Management ThoughtHistorical Perspective of Management Thought (cont.)Bureaucratic ManagementChalk boardSlide 5Employee MotivationPowerPoint PresentationHerzberg Survey ScoringHerzberg’s Two-Factor TheoryHygiene FactorsHygiene Factors (cont)Motivator FactorsMotivator Factors (cont)Slide 14Principles of Job EnrichmentPrinciples of Job Enrichment (cont.)Job Enrichment Outcomes & IssuesBrief Historical Perspective of Management Thought•Scientific Management (Frederick Taylor)–Objective is to improve the productivity of the individual worker•Develop a science for each aspect of individual’s job–Find the one best way to perform a task•Time & motion studies•“Science of shoveling”–Motivate employees through $$•Standard amount of production is set•Going above the standard earns you more moneyHistorical Perspective of Management Thought (cont.)•Bureaucratic Management (Weber)–In an industrialized economy, how can we manage organizational growth & size?–How can we make sure the overall system is supporting the organization's goals?•Reduce opportunities for individuals to take advantage of organizationBureaucratic Management•How to do the above?–Strict hierarchy (pyramid shape)–Formal rules & procedures•Eliminate autonomy and discretion–Impersonal organization (minimize the impact of personalities and personal preferences)Chalk boardHistorical Perspective of Management Thought (cont.)•Human Relations & Behavioral Era–Hawthorne Studies•Human behavior is not necessarily “rational”•Employee needs & attitudes influence behavior•Soliciting employee opinions contributes to feeling of importance and can lead one to work harder–Maslow, Herzberg, Hackman & OldhamEmployee Motivation•What is it?•Why is it important?•Can you influence the level of work motivation in your employees?–How?–What approaches can be considered?Prentice Hall, 2001 Chapter 6 7Theory XTheory XWorkersWorkersDislike WorkDislike WorkAvoid ResponsibilityAvoid ResponsibilityLittle AmbitionLittle AmbitionTheory YTheory YWorkersWorkersEnjoy WorkEnjoy WorkAccept ResponsibilityAccept ResponsibilitySelf-DirectedSelf-DirectedHerzberg Survey Scoring•Hygiene score–Sum your responses to questions 2, 5, 6, 8, 9, & 12•Motivator score–Sum your responses to questions 1, 3, 4, 7, 10, & 11Herzberg’s Two-Factor Theory•KITA versus “true” motivation–Short-term movement versus long-term motivation•Job enrichment is an attempt to instill an internal generator in the employee•Studies of Herzberg’s theory have included employees working in a variety of industries and jobs–Accountants, engineers, nurses, military officers, and othersHygiene Factors•Work environment & target basic needs•Range from dissatisfaction to no dissatisfaction•The presence of hygiene cannot lead to satisfaction or high levels of motivation•Perception that hygiene is an entitlementHygiene Factors (cont)•Salary–Can it ever be enough?•Benefits–Health care costs, premium sharing•Company policy & administration•Work conditions–Office space, equipment, etc.Motivator Factors•Motivators–Tap needs for psychological growth–Job content: The work itself–Lead to high levels of employee motivation and satisfactionMotivator Factors (cont)•Examples–Recognition–Responsibility–Achievement–Growth and learningPrentice Hall, 2001 Chapter 6 14Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor TheoryHygiene Factors(lower order needs)Hygiene Factors(lower order needs)Motivator Factors(higher order needs)Motivator Factors(higher order needs)• Salary• Company policies• Working conditions• Benefits• Job security• Salary• Company policies• Working conditions• Benefits• Job security• Career Advancement• Personal growth• Recognition• Responsibility• Achievement• Career Advancement• Personal growth• Recognition• Responsibility• AchievementHigh HighJob DissatisfactionJob Satisfaction0Principles of Job Enrichment•Removing some controls & retain accountability–Reduce the percentage of proofreading•Taps responsibility & achievement•Increasing employee accountability–Subordinates sign their own work•Taps responsibility & recognition•Psychological ownershipPrinciples of Job Enrichment (cont.)•Enabling one to become a topic expert•Taps achievement, responsibility, growth•Competence •Make organizational reports available to all–Revenue, expenses, projections, trends, customer satisfaction reports•Taps responsibility, recognition, growthJob Enrichment Outcomes & Issues•Employees are internally motivated (internal generator) versus externally moved –Enriching jobs (Motivators) can be significantly less expensive in comparison to hygiene–Supervisors can focus more on the future (planning) as opposed to the past (checking work)•Expect and initial drop in quantity of work, followed by an increase in quantity and quality.–In general, who would be more willing to consider job enrichment strategies: a manager holding Theory X or Theory Y