11 14 13 Chapter 10 Notes Motivating Employees Engagement used to describe employees level of motivation passion and commitment o Disengaged workers have essentially checked out Intrinsic reward the personal satisfaction you feel when you perform well and complete goals Extrinsic something given to you by someone else as recognition for good work extrinsic rewards include pay increases raise and promotions Fredrick Taylor Father of the Scientific Management Scientific management studying workers to find the most efficient ways of doing things and then teaching people those techniques o Three basic elements time methods and rules 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 Principles of motion economy theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions Elton Mayo and Hawthorne Studies Hawthorne effect the tendency for people to behave differently when they know they are being studied Motivation and Maslow s Hierarchy of Needs 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 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 ones fullest potential Interest in the work itself Herzberg s Motivating Factors 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 Supervisors fairness 10 Company policies and rules 11 Status 12 Job security 13 Supervisor s friendliness 14 Working conditions Motivators job factors that cause employees to be productive and that give them satisfaction Hygiene factors job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased The best way to motivate employees is to make their jobs interesting help them achieve their objectives and recognize their achievements through advancement and added responsibility McGregor s Theory X and Theory Y Theory X o The average person dislikes work and will avoid it if possible o Because of this dislike workers must be forces controlled directed or threatened with punishment to make them put forth the effort to achieve the organizations 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 Theory Y o Most people like work its as natural as play and 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 cleverness 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 Ouchi s Theory Z combination of Type A American and Type J Japanese Theory Z o Employee involvement is the key to increased productivity o Employee control is implied and informal o Employees prefer to share responsibility and decision making o Employees perform better in environments that foster trust and cooperation o Employees need guaranteed employment and will accept slow evaluations and promotions Type A American Type J Japanese 1 Short term employment Individual decision 2 making Individual responsibility 3 4 Rapid evaluation and 5 Explicit formalized promotion control 6 Specialized career path 7 Segmented concern for Type Z Modified American 1 Long term employment 2 Collective decision making Individual responsibility 3 4 Slow evaluation and 5 promotion Implicit informal control with explicit formalized control 6 Moderately specialized 1 Lifetime employment 2 Censual decision making 3 Collective responsibility 4 Slow evaluation and 5 promotion Implicit informal control 6 Nonspecialized career path employees career paths 7 Holistic concern for 7 Holistic concern for employees employees Goal Setting Theory and Management by Objectives Goal setting theory 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 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 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 Determine what rewards employees value o Determine each employees desired performance standard o Ensure that performance standards are attainable o Guarantee rewards tied to performance o Be certain that employees consider the rewards adequate Reinforcement theory theory that positive and negative reinforcers motivate a person to behave in certain ways Equity theory idea that employees try to maintain equity between inputs and outputs compared to others in similar positions Job enrichment motivational strategy that emphasizes motivating the worker through the job itself o Skill variety o Task identity o Task significance o Autonomy o Feedback Job enlargement a job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment Job rotation job enrichment strategy that involves moving employees from one job to another Procedures for encouraging open communication include Creating an organizational culture that rewards listening Training supervisors and managers to listen Using effective questioning techniques Removing barriers to open communication Avoiding vague and ambiguous communication Making it easier to communicate Asking employees what is important to them
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