Chapter 10 Motivating Employees 1 The Value of Motivation commitment goals a The word engagement is used to describe employees level of motivation passion and b Intrinsic Reward The personal satisfaction you feel when you perform well and complete i Ae belief that your work has a significant contribution to society c Extrinsic Reward Given to you by someone else as recognition for good work i Pay increases praise and promotions 2 Frederick Taylor The Father of Scientific Management a Views people largely as machines that needed to be properly programmed little concern for psychological or human aspects of work b Goal To increase worker productivity to benefit both the firm and the worker scientifically studied the best way to do things and then teach people the methods i This process is called scientific management required time methods and rules c Time Motivation Studies Studies of which tasks must be performed to complete a job and the time needed to do each task i Helps with virtually every factory job d Principle of Motion Economy Every job can be broken down into a series of elementary motions 3 Elton Mayo and the Hawthorne Studies Human side of motivation a Studies test the degree to which lighting affects productivity and other environmental factors no factors changed productivity but it did keep increasing i Works thought of themselves as a social group the inclusion in this group motivated them to work hard in order to stay in the group ii Believed their ideas were respected since they were asked to come up with ideas engaging in managerial decision making gave them motivation to stay in the group iii Job satisfaction increased dramatically b c of additional pay and the enjoyment of the b Hawthorne Effect The tendency for people to behave differently when they know they are being 4 Motivation and Maslow s Hierarchy of Needs a In order to understand motivation at work we need to understand motivation in general atmosphere studied Motivation arises from need b Maslow s Hierarchy i Physiological Needs Basic survival needs such as food water shelter ii Safety Needs The need to feel secure at work and at home iii Social Needs The need to feel loved accepted and part of the group iv Esteem Needs The need for recognition and acknowledgment from others as well as self respect and a sense of status or importance v Self Actualization Needs The need to develop to one s fullest potential 5 Herzberg s Motivating Factors a What can managers do to motivate employees b Most important factors that motivate employees i Sense of achievement ii Earned recognition iii Interest in the work itself iv Opportunity for growth v Opportunity for advancement vi Importance of Responsibility vii Peer and group relationships viii Pay ix Supervisor s Fairness x Company policies and rules xi Status xii Job Security xiii Supervisor s Friendliness xiv Working Conditions c Factors all relate to JOB CONTENT workers like to feel that they contribute to the company d Motivators Job factors that cause employees to be productive and that give them satisfaction e Hygiene Factors Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased i Relate to job ENVIRONMENT f 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 6 McGregor s Theory X and Theory Y a Theory X i Average person dislikes work ii Workers must be forced controlled directed and threatened with punishment in order to work b Theory Y iii Worker avoids responsibility has little ambition and wants security iv Motivators Fear Money i People like work and naturally work toward goals to which they are committed ii Depth of commitment to goals depends on perceived reward for achieving them iii Accept seek responsibility iv People are capable of using a relatively high degree of imagination and creativity to solve problems v Intellect is only partially realized vi Motivated by a variety of rewards 7 Ouchi s Theory Z a Hybrid approach between Ameriacn Japanese managerial styles b Includes i Long term employment ii Collective decision making iii Individual responsibility for the outcomes of decisions iv Slow evaluation and promotion v Moderately specialized career paths vi Holistic concern for employees c Views organization as a family that fosters cooperation and organizational values 8 Goal Setting Theory and Management by Objectives a Goal Setting Theory Setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted and accompanied by feedback and if conditions in the organization pave the way for achievement b Management by Objectives Cycle of discussion review and evaluation of objectives among top and middle level managers supervisors and employees i Most effective in relatively stable situations when managers can make long range plans and implement them with few changes 9 Meeting Employee Expectations Expectancy Theory a Expectancy Theory Employee expectations can affect motivation the amount of effort employees exert on a specific task depends on their expectations of the outcome i Can I accomplish the task If I accomplish it then what is the reward Is the reward worth the effort 10 Reinforcement Theory ways a Reinforcement Theory Positive and negative reinforcers motivate a person to behave in certain i Individuals act to receive rewards and avoid punishments 11 Equity Theory Looks at how employees perceptions of fairness affect their willingness to perform a If I do a good job will it be worth it b What s Fair 12 Motivation through Job Enrichment a Job Enrichment Motivating the worker through the job itself i Skill Variety The extent to which a job demands different skills ii Task Identity The degree to which the job requires doing a task with a visible outcome iii Task Significance The degree to which the job has a substantial impact on the lives or iv Autonomy Freedom independence and discretion in scheduling work and determining from beginning to end work of others in the company procedures v Feedback The amount of direct and clear information given about job performance b Job Enlargement Combines a series of tasks into one challenging and interesting assignment c Job Rotation Makes work more interesting and motivating by moving employees from one job to the other 13 Personalizing Motivation focusing on tasks attention
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