CHAPTER 10 MOTIVATING EMPLOYEES The word engagement is used to describe employees level of motivation passion and commitment o Engaged employees work with passion and a feel a connection to their company o Disengaged workers plod through their day putting in time but not energy Intrinsic reward the personal satisfaction you feel when you perform well and complete goals The belief that your work makes a significant contribution to the organization or to society Extrinsic reward something given to you by someone else as recognition for good work extrinsic rewards include pay increases praise and promotions Scientific management studying workers to find the most efficient ways of doing things and then teaching people those techniques Time motion studies studies begun by Fredrick Taylor of which tasks must be performed to complete a job and the time needed to do each task Principle of motion economy theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions called therblig Scientific management viewed people largely as machines that needed to be properly programmed Hawthorne effect the tendency for people to behave differently when they know they are being studied Call to memory example workers put into a test room and researchers changed lighting temperature and other conditions and regardless of the condition productivity went up Motivation arises from need People are motivated to satisfy unmet needs Needs that have already been satisfied no longer provide motivation Maslow s hierarchy of needs Theory of motivation based on unmet human needs from basic psychological needs to safety social and esteem needs to self actualization needs o Physiological needs Basic survival needs such as the need for food water and shelter o Safety needs the need to feel secure at work and at home o Social needs the need to feel loved accepted and part of the group o Esteem needs the need for recognition and acknowledgment from others as well as self respect and a sense of status or importance o Self actualization needs the need to develop to one s fullest potential To compete successfully U S firms must create a work environment that includes goals such as social contribution honesty reliability service quality dependability and unity for all levels of employees Herzberg asked workers to rank various job related factors in order of importance relative to motivation The question was What creates enthusiasm for workers and makes them work to full potential The most important factors were Interest in the work itself 1 Sense of achievement 2 Earned recognition 3 4 Opportunity for growth 5 Opportunity for advancement Importance of responsibility 6 7 Peer and group relationships 8 Pay 9 Supervisor s fairness 10 Company policies and rules 11 Status 12 Job security 13 Supervisor s friendliness 14 Working conditions Motivators in Herzberg s theory of motivating factors job factors that cause employees to be productive and that give them satisfaction o Work itself achievement recognition responsibility growth and advancement Hygiene Factors in Herzberg s theory of motivating factors job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased o These factors can cause dissatisfaction but changing them will have little motivational effect o Company policy and administration supervision working conditions interpersonal relations co workers o Salary status and job security The assumptions of Theory X management are o The average person dislikes work and will avoid it if possible o Because of this dislike workers must be forced controlled directed or threatened with punishment to make them put forth the effort to achieve the organizational goals o The average worker prefers to be directed wishes to avoid responsibility has relatively little ambition and wants security o Primary motivators are fear and money Natural consequence of these assumptions is a manger who is very busy and watches people closely telling them what to do and how to do it Motivation is more likely to take the form of punishment for bad work than reward for good work Theory Y makes entirely different assumptions about people o Most people like work it is as natural as play or rest o Most people naturally work toward goals to which they are committed o The depth of a person s commitment to goals depends on the perceived rewards for achieving them o Under certain conditions most people not only accept but also seek responsibility o People are capable of using a relatively high degree of imagination creativity and clearness to solve problems o In industry the average person s intellectual potential is only partially realized o People are motivated by a variety of rewards Each worker is stimulated by a reward unique to him or her time off money recognition and so on Theory Y managers emphasize a relaxed managerial atmosphere in which workers are free to set objectives be creative be flexible and go beyond the goals set by management Key technique is empowerment giving employees authority to make decisions and tools to implement the decisions they make For empowerment to be a real motivator management should follow these three steps 1 Find out what people think the problems in the organization are 2 Let them design the solutions 3 Get out of the way and let them put those solutions into action Ouchi s Theory Z Type A American 1 Short term employment 2 3 4 Rapid evaluation and Individual decision making Individual responsibility promotion 5 Explicit formalized control 6 Specialized career paths 7 Segmented concern for Type Z Modified American 1 Long term employment 2 Collective decision making 3 Individual responsibility 4 Slow evaluation and promotion Implicit informal control with 5 explicit formalized control 6 Moderately specialized career paths employees 7 Holistic concern for employees including family Type J Japanese 1 Lifetime employment 2 Consensual decision making 3 Collective responsibility 4 Slow evaluation and promotion Implicit informal control 5 6 Non specialized career paths 7 Holistic concern for employees THEORY X 1 Employees dislike work and will try and avoid it 2 Employees prefer to be controlled and directed 3 Employees seek security not responsibility 4 Employees must be intimidated by managers to perform 5 Employees are motivated by financial rewards THEORY Y 1 Employees view work as a natural part of life 2 Employees
View Full Document
Unlocking...