BUSN 1200 - Chapter 9 PDF

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BUSN 1200 Chapter 9 Motivating, Satisfying, and Leading Employees Forms of Employee Behaviour: Employee behaviour is the pattern of actions the members of an organization that directly or indirectly affects the organization. Performance behaviour Those that reflect the performance of a specific job....

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BUSN 1200 Chapter 9 - Motivating, Satisfying, and Leading Employees Forms of Employee Behaviour: Employee behaviour is the pattern of actions by the members of an organization that directly or indirectly affects the organization.  Performance behaviour – Those that reflect the performance of a specific job.  Organizational citizenship - Positive behaviours that do not directly contribute to the bottom line.  Counterproductive behaviours – Those that detract from organizational performance. o Absenteeism - When an employee does not show up for work. o Turnover - Annual percentage of an organization’s workforce that leaves and must be replaced. Job Satisfaction and Morale:  The sense of accomplishment employees feel from performing their jobs well.  When job satisfaction is high, so is employee morale (the mental attitude that employees have towards their workplace).  When employees feel satisfied at work, they will likely: o Have increased commitment to their work and the organization o Work harder to contribute to the organization o Have fewer grievances o Have lower absenteeism o Are less likely to leave the organization Individual Differences Among Employees:  Personality – The relatively stable set of psychological attributes that distinguish one person from another.  Five fundamental traits that are especially relevant to organizations. o Agreeableness - a person’s ability to get along with others. A person with a high level of agreeableness is gentle, cooperative, forgiving, understanding, and goodnatured in their dealings with others. o Conscientiousness - refers to the number of things a person tries to accomplish. Highly conscientious people tend to focus on relatively few tasks at one time; as a result, they are likely to be organized, systematic, careful, thorough, responsible, and self-disciplined. o Emotionality - refers to the degree to which people tend to be positive or negative in their outlook and behaviours toward others. People with positive emotionality are relatively poised, calm, resilient, and secure; people with negative emotionality are more excitable, inse- cure, reactive, and subject to mood swings. o Extraversion - refers to a person’s comfort level with relationships. Extroverts are sociable, talkative, assertive, and open to establish- ing new relationships, while

introverts are much less sociable, talk- ative, and assertive, and more reluctant to begin new relationships. o Openness - reflects how open or rigid a person is in terms of his or her beliefs. People with high levels of openness are curious and willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information.

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Emotional Intelligence (EQ — Emotional Quotient) - The extent to which people possess social skills, are self-aware, can manage their emotions, can motivate themselves, can accurately assess others’ emotions and non-verbal cues and can express empathy for others. o Social Skills o Self-Awareness o Self-Regulation o Motivation o Read others o Empathy

Attitude - A person’s beliefs and feelings about specific ideas, situations, or people. o Job Satisfaction - The extent to which people have positive atti- tudes toward their jobs. o Organizational Commitment - An individual’s identification with the organization and its mission.

Matching People and Jobs:  A Psychological contract is the set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will provide to the employee (referred to as inducements). If either party perceives an inequity in the contract, that party may seek a change.  The Person-Job Fit refers to the extent to which a person’s contributions and the organization’s inducements match one another. Each employee has a specific set of needs that he or she wants fulfilled, and a set of job-related behaviours and abilities to contribute.

Motivation in the Workplace:  Motivation - The set of forces that cause people to behave in certain ways.  Motivational Theories Overview o Classical Theory - Workers are motivated primarily by money, therefore, paying employees more would result in higher levels of production o Scientific Management - Analyze jobs and find more efficient ways to perform them (time-and-motion studies) o Early Behaviour Theory  Human Resource Model - two diametrically opposed perceptions of employees  Theory X – Employees dislike work. They are lazy, irresponsible, and uncooperative. Threaten or punish for results.  Theory Y – Employees like work. They are energetic, growth oriented, responsible, cooperative. Use intrinsic rather than extrinsic rewards.  Maslow’s Hierarchy of Needs – Needs are hierarchical and lower level needs must be met first. Needs levels start from Physiological to Security, Social, Esteem, Self-Actualization.  Hertzberg Two-Factor Theory - Highlights two sets of factors associated with satisfaction and dissatisfaction in the workplace.

Motivating Factors – Recognition, Responsibility, Advancement, Achievement, Work itself.  Hygiene Factors – Supervisors, Working conditions, Pay and security, Interpersonal Relations, Company policies and procedures.  Hawthorne Effect - Tendency for workers productivity to increase when they are receiving special attention from management. o Contemporary Motivation Theories - In recent years, other, more complex models of employee behaviour and motivation have been developed.  Expectancy Theory - People are motivated to work towards rewards that they want and believe they have a reasonable chance of obtaining. Motivation is based on the belief that:  Performance is linked to the reward.  He/she can perform at a level to achieve the required results.  The reward is valuable.

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Equity Theory - The theory that people compare (1) what they contribute to their job with what they get in return and (2) their input/ output ratio with that of other employees. w h a t th e y c o n tr ib u te (in p u ts ) < o th e rs ’ in p u ts = w h a t th e y re c e iv e ( o u tp u ts ) > o th e rs ’ o u tp u ts   

The result is a feeling of equity or inequity The ratios must be fair, not the same, to perceive equity Dealing with Inequity - Employees will attempt to restore equity in an inequitable situation o Seeking raises o Reducing inputs (e.g.: work effort) o Complaining to their superiors o Increase input of other o Seeking different employees for comparison o Quitting the job

Strategies for Enhancing Motivation:  Reinforcement/Behaviour Modification Theory o Positive behaviour is reinforced through rewards  Cash bonuses for performance o Negative behaviour is punished  Less pay, fewer hours, suspension, dismissal o This management approach is most effective when employees are trying to master new skills or behaviours.  Goal Setting Theory o Focus on setting goals top help motivate employees o SMART Goals  Management by Objectives - System of collaborative goal setting that extends from the top to the bottom of the firm. o Employees learn more about company-wide objectives o Feel as though they are part of a team o See how they can improve company performance by achieving their own goals  Participative Management and Empowerment  Team Management - Individual employees are given decision-making responsibility for certain narrow activities. o Types of Teams –  Problem solving - Teams that focus on developing solutions to specific problems a company is facing.  Transnational - Teams composed of members working in different countries.  Self-Managed - Teams that set their own goals, select their own team members, evaluate their own performance, and generally manage themselves.  Project - Teams that work on specific projects, such as developing new processes, new products, or new businesses.  Virtual - Teams of geographically dispersed individuals who use telecommunications and information technologies to accomplish specific tasks.  Job Enrichment - Expanding or adding one or more motivating factors to a job to increase job satisfaction.  Job Redesign - Increases job satisfaction by improving the employee–job fit. o Combining tasks o Creating natural work groups o Establishing client relationships o Useful for individuals with strong need for growth or achievement  Modified Work Schedules - Allow individuals to fulfill work commitments more effectively around personal or community obligations. o Flextime - adjusts the standard daily work schedule to fit employees’ needs  All must be available during the core time.

 Start and end times can vary. o Compressed Workweek - Employees may work their required weekly hourly requirement over fewer than five working days  Employees work longer hours on the days they work  Potential scheduling options  40 hours/wk = 4 days x 10 hours  36 hours/wk = 3 days x 12 hours o Telecommuting – Allowing employees to do all or some of their work from home. o Workshare Programs – Allowing 2 or more employees to share one job to increase employee job satisfaction. Managers and Leadership:  Leadership - The process of motivating others to meet goals.  Managerial style - Patterns of behaviour that a manager exhibits when dealing with subordinates. o Autocratic style - Managers issue orders and expect them to be obeyed without question or discussion.  Decision making occurs rapidly due to lack of consultation.  Useful for situations where quick decision making and conformity is required. – military applications  This style suits employees who do not want to make decisions. o Democratic style - Managers ask for input from subordinates but retain final decision-making power.  Benefits those who wish to have input.  Can lead to frustration if the manager’s decisions are not consistent with the input.  Annoys those who do not wish to have input. o Free-rein style - Managers simply advise subordinates.  Employees have the authority to make the final decisions themselves  May be useful in circumstances where a loose structure exists – Example: a volunteer organization  Contingency Approach to Leadership o The most effective management style depends on the situation being managed. o Observes cultural differences that affect the interpretation of situations and employee needs. o Not all subordinates wish to have a role in decision making. o Success is achieved by adjusting one’s management style to suit the situation involved.  Recent Trends in Leadership o Charismatic Leadership  Possess a high level of confidence.

 Possess a strong need to influence others.  Communicate high expectations of subordinates.  Generally more successful at influencing subordinates. o Gender and leadership  More women entering management roles.  Women tend to be more democratic when making decisions than male leaders. o Cross-cultural leadership  New leaders are coming from diverse backgrounds.  These new leaders may have different leadership styles....