People are willing to work and work hard if they feel their work makes a difference and is appreciated People are motivated by a variety of things recognition accomplishment and status Intrinsic reward The personal satisfaction you feel when you perform well and complete goals i e that your work makes a significant contribution to the organization 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 Scientific management Studying workers to find the most efficient ways of doing things and then teaching people those techniques viewed people largely as machines that needed to be properly programmed little concern for the psychological or human aspects of work 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 Elton Mayo and the Hawthorne Studies don t focus on this Hawthorne effect the tendency for people to behave differently when they know they are being studied Conclusions of the light vs productivity experiments cid 127 Workers thought of themselves as a special group Worked hard to stay in the group They believed their ideas were respected and felt engaged in managerial decision making Motivation and Maslow s Hierarchy of NEEDS According to Maslow motivation arises from needs Needs that have already been satisfied no longer provide motivation cid 127 Workers enjoyed the atmosphere of their special room and the additional pay for being more productive Job satisfaction increased dramatically cid 127 Maslow s hierarchy of needs Theory of motivation based on unmet human needs from basic physiological needs to safety social and esteem needs to Physiological needs Safety needs Social needs Esteem needs Self actualization cid 127 Motivators In Herzberg s theory of motivation factors job factors that cause employees to be productive and give them satisfaction Hygiene factors In Herzberg s theory of motivating factors job factors that can cause dissatisfaction if missing but that do not necessarily motivate self actualization needs Herzberg s motivating factors cid 127 Work itself Achievement Recognition Responsibility cid 127 Growth and advancement employees if increased Company policy and administration Supervision cid 127 Working conditions Interpersonal relations co workers Salary status and job security Mcgregor s theory X and theory Y Because of this dislike workers must be forced controlled directed or threatened with punishment to make them put forth the effort to achieve the The average worker prefers to be directed wishes to avoid responsibility has relatively little ambition and wants security Theory X the assumptions of Theory X management are The average person dislikes work and will avoid if possible organization s goals Primary motivators are fear and money Theory Y empowerment the assumptions of Theory Y management are cid 127 Most people like work it is as natural as play or rest cid 127 Most people naturally work toward goals to which they are committed The depth of a person s commitment to goals depends on the perceived rewards for achieving them Under certain conditions most people not only accept but also seek responsibility 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 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 no Ourchi s theory Z don t worry about it Employee involvement is the key to increased productivity Employee control is implied and informal Employees prefer to share responsibility and decision making Employees perform better in environments that foster trust and cooperation cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 cid 127 Employees need guaranteed employment and will accept slow evaluations and promotions Goal Setting Theory and Management by objectives cid 127 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 cid 127 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 cid 127 WANT employees to participate in goal setting so they take the goals very seriously Meeting employee expectations expectancy theory expectancy theory don t focus on this Victor Vroom s theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome Five steps to improve employee performance Determine what rewards employees value Determine each employee s desired performance standard Ensure that performance standards are attainable cid 127 Guarantee rewards tied to performance Be certain that employees consider the rewards adequate Reinforcing employee performance reinforcement theory reinforcement theory theory that positive negative reformers motivate a person to behave in certain ways equity theory The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions looks at how employees perception of fairness affect their willingness to perform Job enrichment A motivational strategy that emphasizes motivating the worker through the job itself Skill variety The extent to which a job demands different skills Task identity the degree to which the job requires doing a task with a visible outcome from beginning to end Task significance The degree to which the job has a substantial impact on the lives of work of others in the company autonomy The degree of freedom independence and discretion in scheduling work and determining procedures Feedback The amount of direct and clear information given about
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