Chapter 10 Motivating Employees Engagement describes employees level of motivation passion and 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 extrinsic rewards include pay increases praise and promotions Frederick Taylor The Father of Scientific Management The Principles of Scientific Management was written by Frederick Taylor and published in 1911 earning Taylor the title father of scientific management Scientific management studying workers to find the most efficient ways of doing things and then teaching people those techniques three elements were basic to Taylor s approach time methods and rules of work his most important tools were observation and the stopwatch Scientific management viewed people largely as machines that needed to be properly programmed Time motion studies studies begun by Frederick 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 a therblig they then analyzed each motion to make it more efficient Hawthorne effect the tendency for people to behave differently when they know they are being studied The greatest impact on motivation theory was generated by the Hawthorne studies in the late 1920s and early 1930s In these studies Elton Mayo found that human factors such as feelings of involvement and participation led to greater productivity gains than did physical changes in the workplace Maslow s hierarchy of needs theory of motivation based on unmet human needs from basic physiological needs to safety social and esteem needs to self actualization needs 1 Physiological needs basic survival needs such as the need for food water and shelter 2 Safety needs they need to feel secure at work and at home 3 Social needs the need to feel loved accepted and part of the group 4 Esteem needs the need for recognition and acknowledgement from others as well as self respect and a sense of status or importance 5 Self actualization needs the need to develop to one s fullest potential What creates enthusiasm for workers and makes them work to full potential sense of achievement earned recognition interest in the work itself opportunity for growth opportunity for advancement importance of responsibility peer and group relationships pay supervisor s fairness company policies and rules status job security supervisor s friendliness and working conditions Motivators in Herzberg s theory of motivating factors job factors that cause employees to be productive and that give them satisfaction 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 don t necessarily motivate employees if increased working conditions supervisions salary interpersonal relationships Douglas McGregor s managers opposing attitudes towards employees Theory X 1 The average person dislikes work and will avoid it if possible 2 Because of this dislike workers must be forced controlled directed or threatened with punishment to make them put forth the effort to achieve the organization s goals 3 The average worker prefers to be directed whishes to avoid responsibility has relatively little ambition and wants security 4 Primary motivators are fear and money McGregor s Theory Y 1 Most people like work it is as natural as play or rest 2 Most people naturally work toward goals to which they are committed 3 The depth of a person s commitment to goals depends on the perceived rewards for achieving them 4 Under certain conditions most people not only accept but also seek responsibility 5 People are capable of using a relatively high degree of imagination creativity and cleverness to solve problems In industry the average person s intellectual potential is only partially realized 6 7 People are motivated by a variety of rewards each worker is stimulated by a reward unique to him or her Empowerment gives employees authority to make decisions and tools to implement the decisions they make management should follow 3 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 Type A American Individual decision making Individual responsibility 1 Short term employment 2 3 4 Rapid evaluation and promotion 5 Explicit formalized control 6 Specialized career paths 7 Segmented concern for employees Type J Japanese 1 Lifetime employment 2 Consensual decision making 3 Collective responsibility 4 Slow evaluation and promotion 5 Implicit informal control 6 Non specialized career paths 7 Holistic concern for employees Type Z modified American 1 Long term employment 2 Collective decision making Individual responsibility 3 4 Slow evaluation and promotion 5 6 Moderately specialized career paths 7 Holistic concern for employees including family Implicit informal control with explicit formalized control 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 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 Helping working with the subordinate and doing part of the work if necessary Coaching acting as a resource teaching guiding and recommending but not participating actively or doing the task Expectancy theory Victor Vroom s theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome Vroom contends that employees ask 3 questions before committing their maximum effort to a task 1 Can I accomplish this task 2 3 If I do accomplish it what s my reward Is the reward worth the effort David Nadler and Edward Lawler modified Vroom s theory and suggested that managers follow 5 steps to improve employee performance 1 Determine what rewards employees value 2 Determine each employee s desired performance standard 3 Ensure that performance standards are attainable 4 Guarantee rewards tied to performance 5 Be certain that
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