Chapter 10 Motivating Employees The Value of Motivation Losing employees costs to the business increased employee stress o Employee turnover is a huge loss o Soft costs loss of intellectual capital decreased morale of remaining workers Engaged employees work with passion and feel a connection to their company Disengaged disgruntled workers have essentially checked out undermine the efforts of engaged co workers o Can become a problem managers Motivating the right people to join the organization and stay with it is a key function of 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 Extrinsic reward something given to you by someone else as recognition for good work includes pay increases praise and promotions Frederick Taylor The Father of Scientific Management p 261 Taylor s goal to increase worker productivity output per hour offset inflation in economy to benefit both the firm and the worker o The solution was to scientifically study the most efficient ways to do things determine the one best way to perform each task and then teach people those methods Scientific management Telling employees what to do and how to do it o Three elements time methods and rules of work o Most important tools observation and the stopwatch 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 Taylor s scientific management became the dominant strategy for improving productivity in the early 1900s 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 Scientific management viewed people largely as machines that needed to be properly programmed Elton Mayo and the Hawthorne Studies Mayo and his colleagues came to the Hawthorne plant to test the degree of lighting associated with optimum productivity o Change lighting and humidity to see productivity Keep records of the workers productivity under different levels of illumination o No matter what the experimenters did productivity went up Motivated by both situations job satisfaction increased dramatically Felt engaged at managerial decisions Hawthorne Effect the tendency for people to behave differently when hey know they are being studied o Results encouraged researchers to study human motivation and the managerial styles that lead to higher productivity Mayo s findings led to completely new assumptions about employees o Most of the world is at the bottom physiological needs Chapter 10 Motivating Employees o Pay is not the only motivator P 264 Maslow s Hierarchy of Need NEED TO KNOW Pyramid P 265 Herzberg Motivating employees list o Sense of achievement o Earned recognition o Interest in the work itself o Opportunity for growth o Opportunity for advancement o Importance of responsibility o Pay o Supervisor s fairness o Job security o Match your objectives to the company s Varies by employee and culture P 267 Theory X Y X employees dislike work have to be forced to work o Requires direction punishment o Only want job security Y employees like to work o Rewarded for job well done o Workers take greater responsibilities P 268 Most expensive X o More supervisory expense Theory Z Japanese Model Slow promotions Lifetime employment Group decision making What Federal Employment is no one gets fired Chart P 270 Set ambitious yet attainable goals Want employee acceptance of objectives feedback P 271 Meeting Expectations What performance are the going to require Company has expectations of you and you have expectations of employees o Quality of the product you produce rather than the effort you put into it Keep salaries confidential Chapter 10 Motivating Employees Rewards for doing a good job Stock options incentive is that company does well Job security Job location P272 ignore figure 10 7 Treating employees fairly is important Equity P 273 Job Enrichment Hold employees accountable for completing job Know what job is specifically Assign job give tools time Motivating through communication Get a conference call with whole company Feel important and part of company Supervisory position listen to everyone everything P276 Recognizing a Job Well Done Significant reward P278 Motivators P277 Personalizing Motivation Ignore Motivating Employees Worldwide Motivation varies by culture Our culture focuses more on what you are producing rather than who you know don t bribe in Maryland Bring an employee in that knows how to motivate people Millennial avoiding stress skeptical blunt impatient expressive lack of experience P281 Job Surfing way Give employees what they need to do a good job tools etc and then stay out of their
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