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Ch. 9 Motivation: Motivating Employees and Building Self-Managed Teams

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* * INTRINSIC REWARDS Intrinsic Rewards: Personal satisfaction felt for a job well done. Kinds of Intrinsic Rewards: The Value of Motivation Pride in your performance Sense of achievement 10-2

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* * EXTRINSIC REWARDS Extrinsic Rewards: Something given as a recognition of good work. Kinds of Extrinsic Rewards: Pay Raises Promotions Awards The Value of Motivation 10-3

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* * FREDERICK TAYLOR: FATHER of SCIENTIFIC MANAGEMENT Scientific Management Studying workers to determine the most efficient ways of doing things and then teaching those techniques. Three Key Elements to Increase Productivity 1. Time 2. Methods of Work 3. Rules of Work LG1 Frederick Taylor: The Father of Scientific Management 10-4

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* * TAYLORS FOUR KEY PRINCIPLES 1. Study how a job is performed. Gather time & motion information. Check different methods. 2. Codify the best method into rules. 3. Choose workers whose skill matches the rules. 4. Establish a fair level of performance and pay. LG1 Frederick Taylor: The Father of Scientific Management 10-5

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* * 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: Every job can be broken down into a series of elementary motions; developed by Frank and Lillian Gilbreth. LG1 Frederick Taylor: The Father of Scientific Management 10-6

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* * HAWTHORNE STUDIES: PURPOSE AND RESULTS Researchers studied worker efficiency under different levels of light. (Elton Mayo, Harvard) Productivity increased regardless of light condition. LG2 Elton Mayo and the Hawthorne Studies Researchers decided it was a human or psychological factor at play. Hawthorne Effect: People act differently when they know they are being studied. 10-7

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* * MASLOWS 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. LG3 Motivation and Maslows Hierarchy of Needs 10-8

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* * MASLOWS HIERARCHY of NEEDS LG3 Motivation and Maslows Hierarchy of Needs 10-9

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* * HERZBERGS MOTIVATING FACTORS Herzbergs research centered on two questions: LG4 Herzbergs Motivating Factors What factors controlled by managers are most effective in increasing worker motivation? How do workers rank job- related factors in order of importance related to motivation? 10-10

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* * JOB CONTENT Herzberg: Found that job content factors were most important to workers. Workers like to feel they contribute to the company. Motivators: Job factors that cause employees to be productive and that give them satisfaction. LG4 Herzbergs Motivating Factors 10-11

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* * JOB ENVIRONMENT Job environment factors maintained satisfaction but did not motivate employees. Hygiene Factors: Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased. LG4 Herzbergs Motivating Factors 10-12

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* * HERZBERGS MOTIVATORS and HYGIENE FACTORS LG4 Herzbergs Motivating Factors 10-13 MotivatorsHygiene Factors Work itself Company policy and administration AchievementSupervision RecognitionWorking conditions ResponsibilityInterpersonal relations Growth and advancement Salary, status and job security

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* * COMPARISON of the THEORIES of MASLOW and HERZBERG LG4 Herzbergs Motivating Factors 10-14

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* * THEORY X and THEORY Y Douglas McGregor proposed managers had two different sets of assumptions concerning workers. Their attitudes about motivating workers was tied to these assumptions. McGregor called them Theory X and Theory Y. LG5 McGregors Theory X and Theory Y 10-15

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* * ASSUMPTIONS of THEORY X MANAGERS Workers dislike work and seek to avoid it. Workers must be forced or threatened with punishment to get them to perform. Workers prefer to be directed and avoid responsibility Only effective motivators are fear and money. LG5 McGregors Theory X and Theory Y 10-16

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* * ASSUMPTIONS of THEORY Y MANAGERS People like work, its a part of life. Workers seek goals they are committed toward. Commitment to goals depends on perceived rewards. People can use creativity to solve problems. Intellectual capacity is only partially realized. People are motivated by a variety of rewards. LG5 McGregors Theory X and Theory Y 10-17

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* * GOAL-SETTING THEORY Goal-Setting Theory: Setting ambitious, but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated. 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. Monitor results and reward achievement. LG6 Goal-Setting Theory and Management by Objectives 10-18

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* * EXPECTANCY THEORY in MOTIVATION Expectancy Theory: The amount of effort employees exert on a specific task depends on their expectations of the outcome. Employees ask: Can I accomplish the task? Whats my reward? Is the reward worth the effort? Expectations can vary from person to person. LG6 Goal-Setting Theory and Management by Objectives 10-19

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* * 5 CHARACTERISTICS of WORK Skill Variety Task Identity Task Significance Autonomy Feedback LG7 Motivation Through Job Enrichment 10-20 Job Enrichment: A motivational strategy that emphasizes motivating the worker through the job itself.

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* * 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. LG7 Motivation Through Job Enrichment 10-21

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* * USING OPEN COMMUNICATION Create a culture that rewards listening. Train managers to listen. Use effective questioning techniques. Remove barriers to open communication. Ask employees whats important to them. LG7 Motivating Through Open Communication 10-22

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* * RECOGNIZING GOOD WORK Raises are not the only ways to recognize an employees performance. Recognition can also include: Paid time off Flexible scheduling Work from home opportunities Paid child or elder care Stock options or profit sharing Company awards Company events or teams LG7 Recognizing a Job Well Done 10-23

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* * WORK WELL with OTHERS Keys for Productive Teamwork Have a common understanding of your task. Clarify roles and responsibilities. Set rules. Get to know each other. Communicate openly and often. Source: Wall Street Journal Research, September 2007. Recognizing a Job Well Done LG7 10-24

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* * MOTIVATING ACROSS the GENERATIONS Baby Boomers (1946 1964) Experienced great economic prosperity, job security, optimism about their future Generation X (1965 1980) Raised in dual-career families, attended day care, feeling of insecurity about jobs Generation Y or Millenials (1980 2000) Raised by indulgent parents, used to many comforts like computers and cell phones LG8 Motivating Employees Across Generations 10-25

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* * GENERATION X in the WORKPLACE Desire economic security but focus more on career security more than job security. Good motivators as managers due to emphasis on results rather than work hours. Tend to be flexible and good at collaboration and consensus building. Very effective at giving employee feedback and praise. LG8 Motivating Employees Across Generations 10-26

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* * GENERATION Y in the WORKPLACE Tend to be impatient, skeptical, blunt and expressive. Are tech-savvy and able to grasp new concepts. Able to multi-task and are efficient. Highlight a strong sense of commitment. Place a high value on work-life balance. Fun and stimulation are key job requirements. LG8 Motivating Employees Across Generations 10-27

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* * IN CONCLUSION Why is it so important to understand motivation in the workplace? Why is it important to adjust motivational styles to individual employees? Are there any general principles of motivation that todays managers should follow? Progress Assessment 10-28