business copyright 2005 prentice- hall, inc. 9-1
TRANSCRIPT
Copyright 2005 Prentice- Hall, Inc. 9-1
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9-2
ChapteChapte
rr 99Motivating AndMotivating And
Leading EmployeesLeading Employees
Copyright 2005 Prentice- Hall, Inc. 9-3
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ess Chapter OutlineChapter Outline
Psychological Contracts In Psychological Contracts In OrganizationsOrganizations
Importance of Satisfaction & Importance of Satisfaction & MoraleMorale
Motivation In The WorkplaceMotivation In The WorkplaceStrategies For Enhancing Job Strategies For Enhancing Job
Satisfaction & MotivationSatisfaction & MotivationManagerial Styles & LeadershipManagerial Styles & Leadership
Copyright 2005 Prentice- Hall, Inc. 9-4
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ess Psychological ContractPsychological Contract
• Employee’s ContributionsEmployee’s Contributions
• Organization’s InducementsOrganization’s Inducements
• Human Relations- Interaction Of Human Relations- Interaction Of Employees With Company And Employees With Company And Each OtherEach Other– Job Satisfaction/Morale/TurnoverJob Satisfaction/Morale/Turnover
– Organizational SuccessOrganizational Success
Copyright 2005 Prentice- Hall, Inc. 9-5
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Trends In Trends In Satisfaction & MoraleSatisfaction & Morale
• Massive Layoffs/CutbacksMassive Layoffs/Cutbacks
• Improving Economy Improving Economy Could Mean Reduced MoraleCould Mean Reduced Morale
• Reinstate BenefitsReinstate Benefits
Copyright 2005 Prentice- Hall, Inc. 9-6
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High Priorities For High Priorities For Today’s WorkforceToday’s Workforce
Family OrientationFamily OrientationSense Of CommunitySense Of CommunityQuality Of Life IssuesQuality Of Life IssuesVolunteerismVolunteerismAutonomyAutonomyFlexibility & NonconformityFlexibility & Nonconformity
Source: TEC- Chief Executives Working Together, “Best Practices: Employee Retention- A Changing Workforce and Workplace”, http://www.teconline.com/www/bestpractices/employee_retention.asp
Copyright 2005 Prentice- Hall, Inc. 9-7
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Compensation & Benefits Compensation & Benefits ImportanceImportance
0%
10%
20%
30%
40%
50%
60%
70%
80%
1 2 3 4 5 6
Pay
Retirement
Life Ins.
Health
Long TermCare
Paid TimeOff
Source: “Federal Human Capital Survey (2002), Survey of Employees of Federal Government Agencies, http://www.fhcs.opm.gov/fhcsIndex.htm
Ben
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HighHigh LowLow
Copyright 2005 Prentice- Hall, Inc. 9-8
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ess Workplace MotivationWorkplace Motivation
• Motivation- Forces Affecting Motivation- Forces Affecting People’s BehaviorPeople’s Behavior
• Classical Theory/Scientific Classical Theory/Scientific ManagementManagement
• Behavior TheoryBehavior Theory• Contemporary Motivational Contemporary Motivational
TheoriesTheories
Copyright 2005 Prentice- Hall, Inc. 9-9
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ess Classical TheoryClassical Theory
• Frederick Taylor (1911)Frederick Taylor (1911)
• More Money = Greater More Money = Greater MotivationMotivation
• Efficient Company = Higher Efficient Company = Higher Profits & PayProfits & Pay
• Time-And-Motion StudyTime-And-Motion Study
Copyright 2005 Prentice- Hall, Inc. 9-10
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ess Behavior TheoryBehavior Theory
• Hawthorne Studies (1925)Hawthorne Studies (1925)
• Physical Environment Physical Environment Changes Affect Changes Affect Worker OutputWorker Output
• Increased Pay =Greater Increased Pay =Greater MotivationMotivation
• Hawthorne EffectHawthorne Effect
Copyright 2005 Prentice- Hall, Inc. 9-11
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ess McGregor Theory (XY)McGregor Theory (XY)
XX
YY
Source Of McGregor’s Source Of McGregor’s Selection Of “X & Y”Selection Of “X & Y”
Peop
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tati
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Peop
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Work OrientationWork Orientation
Focus Is On PeopleFocus Is On People
Focus Is The WorkFocus Is The Work
Copyright 2005 Prentice- Hall, Inc. 9-12
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ess Theories X & Y (1960)Theories X & Y (1960)
Copyright 2005 Prentice- Hall, Inc. 9-13
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Hierarchy Of Needs Hierarchy Of Needs (1954)(1954)
Copyright 2005 Prentice- Hall, Inc. 9-14
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ess Two-Factor Theory(1959)Two-Factor Theory(1959)
Job Job Satisfaction Satisfaction
Depends Depends On Two On Two FactorsFactors
Copyright 2005 Prentice- Hall, Inc. 9-15
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ess Expectancy TheoryExpectancy Theory
• Victor Vroom (1964)Victor Vroom (1964)
• People Work Towards RewardsPeople Work Towards Rewards
Copyright 2005 Prentice- Hall, Inc. 9-16
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ess Equity TheoryEquity Theory
• J. Stacey J. Stacey Adams (1963)Adams (1963)
• People People Evaluate Their Evaluate Their Treatment By Treatment By OrganizationOrganization
Copyright 2005 Prentice- Hall, Inc. 9-17
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Reinforcement/Behavior Reinforcement/Behavior Modification TheoryModification Theory
• B.F. Skinner (1957)B.F. Skinner (1957)
• ReinforcementReinforcement–PieceworkPiecework
–Performance = RewardsPerformance = Rewards
• Punishment = Negative Punishment = Negative ReinforcementReinforcement
Copyright 2005 Prentice- Hall, Inc. 9-18
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ManagementManagementBy ObjectivesBy Objectives
• Peter Drucker (1954)Peter Drucker (1954)
• CollaborativeCollaborative Goal Setting Goal Setting
Copyright 2005 Prentice- Hall, Inc. 9-19
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RecentRecentManagement StylesManagement Styles
• Participative Management Or Participative Management Or Employee EmpowermentEmployee Empowerment– Employees Receive Greater Employees Receive Greater
ResponsibilityResponsibility– Employees Feel More Committed To Employees Feel More Committed To
OrganizationOrganization• Team Management- Employees Given Team Management- Employees Given
Decision-Making ResponsibilityDecision-Making Responsibility• Some Employees Frustrated By Increased Some Employees Frustrated By Increased
ResponsibilityResponsibility
Copyright 2005 Prentice- Hall, Inc. 9-20
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Job Enrichment/Job Enrichment/Job EnlargementJob Enlargement
Job AJob A
Job BJob B
Job CJob C
Copyright 2005 Prentice- Hall, Inc. 9-21
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ess Job RedesignJob Redesign
Employee AEmployee A
Employee BEmployee B
Employee AEmployee A
Employee BEmployee B
Task 1Task 1
Task 2Task 2
Task 3Task 3
Task 6Task 6
Task 5Task 5
Task 4Task 4
Task 6Task 6
Task 5Task 5
Task 4Task 4
Task 2 Task 2 & 3& 3
Task 1Task 1
Copyright 2005 Prentice- Hall, Inc. 9-22
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ess Modified Work SchedulesModified Work Schedules
• Work-ShareWork-Share• FlextimeFlextime• Telecommuting/Virtual OfficeTelecommuting/Virtual Office• AdvantagesAdvantages– Employee Freedom/Control Of LifeEmployee Freedom/Control Of Life– Improves Individual ProductivityImproves Individual Productivity
• DisadvantagesDisadvantages– Complex CoordinationComplex Coordination– Difficult To Keep Accurate RecordsDifficult To Keep Accurate Records
Copyright 2005 Prentice- Hall, Inc. 9-23
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ess Flextime ScheduleFlextime Schedule
Copyright 2005 Prentice- Hall, Inc. 9-24
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Questions For Questions For TelecommutersTelecommuters
• Can I Manage Deadlines?Can I Manage Deadlines?
• Can I Be Without The Social Can I Be Without The Social Context Of The Office?Context Of The Office?–NetworkingNetworking
–AdvancementAdvancement
• What Will Be The Impact On My What Will Be The Impact On My Family?Family?
Copyright 2005 Prentice- Hall, Inc. 9-25
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Managerial StylesManagerial Styles& Leadership& Leadership
• Managerial Styles- Patterns Of Managerial Styles- Patterns Of Management Behavior Management Behavior In Dealing With In Dealing With EmployeesEmployees
• Leadership- Motivating Leadership- Motivating Others To WorkOthers To Work
Copyright 2005 Prentice- Hall, Inc. 9-26
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ess Autocratic StyleAutocratic Style
• Issue OrdersIssue Orders
• Expect Them To Expect Them To Be FollowedBe Followed
• Rapid Decision-MakingRapid Decision-Making
Copyright 2005 Prentice- Hall, Inc. 9-27
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ess Democratic StyleDemocratic Style
• Ask For Input From Ask For Input From SubordinatesSubordinates
• Retains Final Retains Final AuthorityAuthority
Copyright 2005 Prentice- Hall, Inc. 9-28
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ess Free-Rein StyleFree-Rein Style
• Manager Is Advisor To Manager Is Advisor To SubordinatesSubordinates
• Subordinates Make Subordinates Make DecisionsDecisions
• Fosters CreativityFosters Creativity
Copyright 2005 Prentice- Hall, Inc. 9-29
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ess Contingency StyleContingency Style
• No Specific Style Used All The No Specific Style Used All The TimeTime
• Situation Dictates Manager’s Situation Dictates Manager’s Leadership StyleLeadership Style
• Different Cultures Have Varying Different Cultures Have Varying Expectations Of LeadersExpectations Of Leaders
Copyright 2005 Prentice- Hall, Inc. 9-30
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2121stst Century Century Leadership/ManagementLeadership/Management• MotivationMotivation– Money No Longer PrimeMoney No Longer Prime– Different Desires At WorkDifferent Desires At Work– Varying Lifestyles Reflect Varying Lifestyles Reflect
Varying Goals Of EmployeeVarying Goals Of Employee
• LeadershipLeadership– Flatter Organizations = Less AutocraticFlatter Organizations = Less Autocratic– Diversity Of Workplace = Diversity Of Diversity Of Workplace = Diversity Of
LeadersLeaders– Network MentalityNetwork Mentality
Copyright 2005 Prentice- Hall, Inc. 9-31
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What Workers WantWhat Workers WantMost From WorkMost From Work
0% 10% 20% 30% 40% 50% 60% 70%
Flex. Hrs.
Casual Dress
Unl. Internet
Telecommute
Nap Time
Massages
Daycare
Espresso Mach.
Pet At Work
Copyright 2005 Prentice- Hall, Inc. 9-32
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FederalFederalWorkplace DiversityWorkplace Diversity
0% 20% 40% 60% 80% 100%
Male
Female
Hispanic
Non-Hispanic
Minority
Non-Minority
40+
Under 40
Source: “Federal Human Capital Survey (2002), Survey of Employees of Federal Government Agencies, http://www.fhcs.opm.gov/fhcsIndex.htm