Chapter 10 Motivating Employees The Value of Motivation Engagement is used to describe employees level of motivation passion commitment Intrinsic reward the personal satisfaction you feel when you perform well and complete goals Extrinsic reward something given to you by someone else as recognition for good work pay increases praise promotions Father of scientific management Frederick Taylor o Scientific management studying workers to find the most efficient ways of doing things and then teaching ppl those techniques o Time motion studies studies where tasks must be performed to complete a job and the time needed to do each task ex need a specific tool to complete each task most efficiently o Principle of motion economy theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions analyzed each motion to make it more efficient o Scientific management viewed ppl largely as machines that needed to o Taylor believed that workers would perform at a high level if they be properly programmed received high enough pay Hawthorne effect the tendency for ppl to behave differently when they know they are being studied o Encouraged researchers to study human motivation and the managerial styles that lead to higher productivity research emphasis shifted from Taylor s scientific management towards Mayo s new human based management o Pay is not the only motivator for employees 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 Herzberg asked workers to rank various job related factors in order of importance relative to motivation sense of achievement earned recognition pay ect o The best way to motivate employees is to make their jobs interesting help them achieve their objectives and recognize their achievement through advancement and added responsibility o Motivators in Herzberg s theory of motivating factors job factors that cause employees to be productive and that give them satisfaction o 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 Douglas McGregor manager s attitudes fall into 1 of 2 sets of managerial assumptions which he called Theory X and Theory Y o Theory X believes the average person dislikes work will avoid it if possible bc of this dislike workers must be forced controlled directed or threatened with punishment to make them put forth the effort to ahieve the organization s goals the average worker prefers to be directed wishes to avoid responsibility has relatively little ambition and wants security primary motivators are fear and money Therefore manager is busy watches ppl closely telling them what to do and how to do it give workers little responsibility authority or flexibility o Theory Y most ppl like work will naturally work towards goals seek responsibility have a high degree of imagination creativity motivated by a variety of rewards Managers emphasize a relaxed managerial atmosphere o In the 1980 s it seemed like Japan was out doing American business William Ouchi called the Japanese approach to management Type J and the American way Type A wanted to help American business by implementing some of Japan s Type J ideas Theory Z Theory Z long term employment collective decision making individual responsibility for the outcomes of decisions slow evaluation and promotion moderately specialized career paths holistic concern for employees Employee involvement is the key to increased productivity employee control is implied and informal employees perform to share responsibility and decision making employees perform better in environments that foster trust and cooperation employees need guaranteed employment and will accept slow evaluations and promotions o Goal setting theory the idea that setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted accompanied by feedback and facilitated by organizational conditions o Management by objectives MBO a system of goal setting and implementation it involves a cycle of discussion review and evaluation of objectives among top and middle level managers supervisors and employees o Expectancy theory Victor Vroom s theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome o Reinforcement theory theory that positive and negative reinforcers motivate a person to behave in certain ways o Equity theory the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions Putting Theory Into Action Job enrichment a motivational strategy that emphasizes motivating the worker through the job itself o Job enlargement a job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment o Job rotation a job enrichment strategy that involves moving employees from one job to another Motivating through open communication o Create an organizational culture that rewards listening o Train supervisors and managers to listen o Use effective questioning techniques o Remove barriers to open communication o Avoid vague and ambiguous communication o Make it easy to communicate o Ask employees what is important to them Providing advancement opportunity is important in retaining valuable employees Personalizing Motivation High context cultures workers build personal relationships and develop group trust before focusing on tasks Low context cultures workers often view relationship building as a waste of time that diverts attention from the task
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