Employee Motivation KITA Notes PDF

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How to Motivate Employees KITA ◦ a "kick" in the pants… when asking/telling/communicating/monetary incentives don't work. ◦ various forms. • negative physical KITA ◦ downfalls: 1. inelegant 2. negates benevolence 3. it's a physical attack that stimulates autonomic nervous system • negative psychological KITA ◦ advantages over physical: 1)not visible, 2)reduces physical backlash, 3)more range for pain, 4)person administering kick can manage to above it all 5) those who practice it receive some ego satisfaction 6) no tangible violence. • but negative KITA is obviously destructive, so… • positive KITA ◦ use of rewards to motivate people. but who is really motivated? the person administering the reward? • myths about motivation ◦ KITA is not motivation. if you want someone to act, you administer KITA. then when they stop, you do it again. not sustainable. ◦ motivation… no outside stimulation needed. the person wants to do it. • techniques/attempts to instill motivation ◦ 1. reducing time spent at work over last 50-60 years, time spent on job reduced. work together, play together. but motivated people seek more hours of work, not less. ◦ 2. spiraling wages. ◦ 3. fringe benefits are no longer rewards… they are rights. employees start to demand more. ◦ 4. human relations training escalated… employees feel more entitled. led to conclusion that ◦ 5. sensitivity training… increase appreciation in work being done ◦ 6. communications - help employees understand what management was doing for them ◦ 7. two-way communication. people listened… but didn't do much for motivation. ◦ 8. job participation. promoted a sense of achievement (you're doing something important!)… no motivation. ◦ 9. employee counseling. let employees talk to someone else about what's on their minds. took a backseat during WW2, when operations became more important. • hygiene vs motivators. ◦ basis: factors that lead to job satisfaction ≠ factors that lead to job

dissatisfaction. they are not opposites. opposite of job dissatisfaction is NO job dissatisfaction. vice versa. 1. Understanding the behavior of people in their jobs a. One set of needs can be thought of stemming from humankinds animal nature the built in drive to avoid pain from the environment, plus all the learning drives to become conditioned to the basic biological needs b. The grown to motivator factors that are intrinsic to the job are: achievement, recognition for achievement, work itself, responsibility and growth c. Extrinsic hygiene factors: company policy and administration, supervision, interpersonal relationships, working conditions, salary, status and security i. Motivators are the primarily cause of satisfaction ii. Hygiene factors the primary cause of unhappiness 2. Eternal Triangle a. Three general philosophies of personal management: i. Organizational theory 1. Human needs are either so irrational or so varied and adjustable to specific situations that the major function of personnel management is to be as pragmatic as the occasion demand ii. Industrial engineering 1. Humankind is mechanistically oriented that economically motivated and that human needs are best met by attuning the individual to the most efficient work process 2. Structuring jobs in a manner that leads to the most efficient operation, engineers believe that they can obtain the optimal organization of work and the proper work attitudes iii. Behavioral science 1. Focuses on group sentiments, attitudes of individual employees and the organizations social and psychological climate 2. Emphasizes ones or more various hygiene and motivator needs The motivation-hygiene theory claims that the same angle as industrial engineering but for opposite goals iv. Rather than rationalizing the work to increase efficiency, the theory suggests that work be enriched to bring about the effective utilization of personnel...