Slide 1Slide 2Slide 3Amadeus Consulting: Where Employees are the CompanyMotivating the WorkforceSlide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Classical Theory of MotivationHawthorne StudiesMotivating Employees by Being GreenWork-Life BalanceTheories of Employee MotivationMaslow’s Hierarchy of NeedsSlide 21Herzberg’s Two-Factor TheorySlide 23McGregor’s Theory X and Theory YWilliam Ouchi Theory ZComparison of American, Japanese & Theory Z Management StylesVariations on Theory ZEquity TheoryExpectancy TheoryStrategies for Motivating EmployeesSlide 31Slide 32Slide 33Slide 34Slide 35Importance of Motivational Strategies10-1Business in aChanging WorldMcGraw-Hill/IrwinCopyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved.Chapter 10Motivating the Work Force210-310-4Amadeus Consulting: Where Employees are the CompanyLisa Calkins and John Basso have created a company for which people are motivated to work for the long term.10-5Motivating the WorkforceWhat motivates employees to perform?How can managers boost morale?How do you maximize worker performance?How can you encourage creativity and innovation?Nature of Human Relations10-6Determining what motivates employees to perform on the job is the focus of human relations.Nature of Human RelationsMotivating the Workforce10-7•Motivation is an inner drive that directs a person’s behavior toward goals. •A goal is the satisfaction of a need•A need is the difference between a desired state and the actual state.What is motivation?Motivating the Workforce10-8The basic model of motivation shows that when a need exists, an individual engages in goal-directed behavior designed to satisfy that need.Motivating the Workforce10-9Morale – an employee’s attitude toward his or her job, employer, and colleagues. High Morale•High levels of productivity•High returns to stakeholders•Employee loyaltyHuman RelationsMotivating the Workforce10-10High Morale•High levels of productivity•High returns to stakeholders•Employee loyaltyLow Morale•Absenteeism•Lack of commitment•High turnoverMotivating the Workforce10-11Motivating the WorkforceMorale Boosters:•Respect•Involvement•Appreciation•Compensation •Promotion•Pleasant work environment•Positive organizational culture10-12Motivating the WorkforceGoogle’s focus on happy, committed employees --•Massage therapy•Laundry service•Gourmet meals & snacks10-13Motivating the WorkforceIntrinsic rewards – personal satisfaction derived from goal attainmentExtrinsic rewards – benefits/recognition received from someone else.Perceptions of Rewards10-14Motivating the WorkforceAbsenteeism costs a typical large company more than $3 million a year!10-15Classical Theory of MotivationMoney – sole motivator for workers.Taylor & Gilbreth – scientific focus on work tasks & productivity.Satisfactory pay & job security – motivate employees to work hard.10-16Hawthorne StudiesElton Mayo – postulated that physical conditions in workplace stimulate productivity.Productivity increased regardless of light levelsHawthorne Effect – marks beginning of concern for human relations in the workplace10-17Motivating Employees by Being GreenInterface is a company that is a leader in sustainable and environmentally sound practices. Mission Zero involves all employees to reduce environmental footprint to zero by 2020.10-18Work-Life BalancePrimary reason for accepting position10-19Theories of Employee MotivationColgate-Palmoliveprovides new parents three additional weeks of paid leave in addition to the leave mandated by the Family Leave Act.10-20Maslow’s Hierarchy of NeedsSelf-ActualizationNeedsEsteem NeedsSocial NeedsSecurity NeedsPhysiological Needs10-21Maslow’s Hierarchy of NeedsPhysiological needs – basic needs for food, water, shelterSecurity needs– protection from physical & economic harmSocial needs – need for love, companionshipEsteem needs – self-respect and respect from othersSelf-actualization – maximizing one’s potential10-22Herzberg’s Two-Factor TheoryHygiene factors – focus on the work setting not the content of the work – wages, working conditions, company policies, job security.Motivational factors – focus on content of the work itself – achievement, recognition, involvement, responsibility, advancement10-23Herzberg’s Two-Factor Theory10-24McGregor’s Theory X and Theory YTheory X – Assumption that workers generally dislike work and must be forced to do their jobs.Theory Y – Humanistic view of management. Assumption workers like to work and seek out responsibility to satisfy social, esteem, and self-actualization needs.10-25William Ouchi Theory ZA management philosophy that stresses employee participation in all aspects of company decision making10-26Comparison of American, Japanese & Theory Z Management Styles10-27Variations on Theory ZParticipative Management Employee InvolvementSelf-Directed Work Teams (SDWT)10-28Equity TheoryEquity theory – the assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness (equity) of the rewards they will receive in exchange.10-29Expectancy TheoryExpectancy theory – assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it.10-30Strategies for Motivating EmployeesBehavior Modification – changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself. “Behavior is a function of its consequences.”10-31Strategies for Motivating EmployeesJob Design – strategies managers use to help improve employee motivation:•Job rotation•Job enlargement•Job enrichment•Flexible scheduling10-32Job Design StrategiesJob rotation – movement of employees from one job to another to relieve the boredom often associated with job specialization.10-33Job Design StrategiesJob enlargement – addition of more tasks to a job instead of treating each task as separate.10-34Job Design StrategiesJob enrichment – incorporating motivational factors (achievement, recognition, responsibility) into the job.10-35Job Design StrategiesFlexible scheduling strategies – •Flextime•Compressed workweek•Job sharing10-36Importance of Motivational Strategies•Foster employee loyalty•Boost productivity•Influence on pay, promotion, job design•Nature of relationships•Nature of the job