Chapter 10 Motivating Employees PDF

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Chapter 10 Motivating Employees

Intrinsic and Extrinsic Rewards Intrinsic Rewards Personal satisfaction you feel when you perform well and complete goals IE.  

Pride in your performance Sense of achievement

Extrinsic Rewards Something given as a good recognition of good work IE.   

Pay raises Promotions Awards

Taylor’s Scientific Management Scientific Management Studying workers to find the most efficient ways of doing things and then teaching people those techniques Three Key Elements to Increase Productivity 1) Time 2) Methods of work 3) Rules of work Time-Motion Studies Time-Motion Studies Studies of which tasks must be performed to complete a job and the time needed to do each task 

Led to the development of the Principle of Motion Economy o Every job can be broken down into a series of elementary motions; developed by Frank and Lillian Gilbreth

Hawthorne Studies: Purpose and Results   

Researchers studied worker efficiency under different levels of light Productivity increased regardless of light condition Researchers decided it was a human or psychological factor at play

Hawthorne Effect People act differently when they know they are being studied Maslow’s Theory of Motivation 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  

Needs that have already been met do not motivate If a need is filled, another higher-level need emerges

Herzberg’s Motivating Factors 

Herzberg’s research centered on two questions: o What factors controlled by managers are most effective in increasing work motivations? o How do workers rank job-related factors in order of importance related to motivation

Motivators Job factors that cause employees to be productive and that give satisfaction Hygiene Factors Job factors that cause dissatisfaction if missing but that do not necessarily motivate employees if increased

Theory X and Y 

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Assumptions of Theory X Managers o Workers dislike work and seek to avoid it o Workers must be forced or threatened with punishment to get them to perform o Workers prefer to be directed and avoid responsibility o Primary motivators are fear and punishment Assumptions of Theory Y Managers o People like work, it’s a part of life o Workers seek goals to which they are committed o Commitment to goals depends on perceived rewards o People can use creativity to solve problems o Intellectual capacity only partially realized o People are motivated by a variety of rewards

Theory Z  William Ouchi researched cultural differences between the U.S. (Type A) and Japan (Type J)  Type J committed to the organization and group  Type A focused on the individual  Theory Z is the hybrid approach of Types A and J

Goal-Setting Theory 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 (MBO) Involves a cycle of discussion, review and evaluation of objectives among top and middle-level managers, supervisors and employees  

Managers formulate goals in cooperation with everyone in the organization Need to monitor results and reward achievement

Expectancy Theory in Motivation The amount of effort employees exert on a specific task depends on their expectations of the outcome 

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Employees ask: o Can I accomplish the task? o What’s my reward? o Is the reward worth the effort? Expectations can vary from person to person

Nadler and Lawler’s Modification  1) 2) 3) 4)

Researchers Nadler and Lawler modified expectancy theory and suggested five steps for managers Determine what rewards employees value Determine workers’ performance standard Make sure performance standards are attainable Tie rewards to performance

5) Be sure employees feel rewards are adequate Using Reinforcement Theory Positive and negative reinforcers motivate a person to behave in certain ways   

Positive reinforcement includes praise, pay increases and recognition Negative reinforcement occurs when people work to escape punishment (reprimands, reduced pay, and layoff or firing) Extinction is a way of trying to stop behavior by not responding to it

Equity Theory Employees try to maintain equity between inputs and outputs compared to others in similar positions  Workers often base perception of their outcomes on a specific person or group  Perceived inequities can lead to reduced quality and productivity, absenteeism, even resignation Enriching Jobs A motivational strategy that emphasizes motivating the worker through the job itself 

Based on Herzberg’s motivators, such as responsibility, achievement and recognition

Key Characteristics of work: 1) 2) 3) 4) 5)

Skill variety Task identity Task significance Autonomy Feedback

Types of Job Enrichment Job Enlargement A job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment Job Rotation A job enrichment strategy that involves moving employees from one job to another Motivating Employees Across the Globe 

Cultural differences make worker motivation a challenging task for global managers

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High-Context cultures require relationships and group trust before performance Low-Context cultures believe relationship building distracts from tasks A better understanding of cultures helps managers increase customer satisfaction and loyalty o It is more than just knowing other languages, it’s knowing what’s proper

Motivating Across the Generations 

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Baby Boomers (1946-1964) o Experienced great economic prosperity, job security, optimism about their future Generation X (1965-1980) o Raised in dual-career families, attended day care, feeling of insecurity about jobs Generation Y (1980-1995) o Raised by indulgent parents, used to many comforts like computers and cell phones Generation Z (1996-2009) o Grew up post 9/11, in the wake of the Great Recession and amid many reports of school violence Generation Alpha (after 2010)

Communication Across the Generations Baby Boomers (1946-1964)

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Prefer meetings and conference calls

Generation X (1965-1980)

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Prefer email and will choose meetings only if there are no other options

Generation Y or Millennials (1980-1995) 

Prefer to use technology to communicate, particularly through social media...