business essentials, 6 th edition ebert chapter 9: motivating, satisfying, and leading employees 1

BUSINESS ESSENTIALS, 6TH EDITION EBERT

Chapter 9: Motivating, Satisfying , and Leading employees

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After reading this chapter, you should be able to:

A. Identify and discuss the basic forms of behavior that employees exhibit in organizations.

B. Describe the nature and importance of individual differences among employees.

C. Explain the meaning and importance of psychological contracts and the person-job fit in the workplace.

D. Identify and summarize the most important models of employee motivation.

E. Describe the strategies used by organizations to improve job satisfaction and employee motivation.

L E A R N I N G O B J E C T I V E SL E A R N I N G O B J E C T I V E S

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What’s in It for Me?

• By understanding the basic elements of this chapter, you’ll be better able to:

– Understand your own feelings toward your work from the perspective of an employee

– Understand the feelings of others toward their work from the perspective of a boss or owner

© 2009 Pearson Education, Inc. 3

Forms of Employee Behavior

• Employee Behavior– The pattern of actions by the members of an

organization that directly or indirectly influences the organization's effectiveness

– For example roundtable, listening to employees in a monthly “bring your own lunch” hour in a small business can open a platform for a discussion of employee behavior.


What manager wants from employees

Every manager wants to have employees who are satisfied and highly motivated because such employees exhibit positive behaviors, such as persisting even in the face of difficulties, being involved in continuous learning and improvement..

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Discussion

Please make a list of five actions of employees or management that could impact an organization’s effectiveness/performance.

Answers will vary but could include coming late to work, spreading rumors, sharing openly about issues that arise.

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Forms of Employee Behavior (cont’d)

• Performance Behaviors– The total set of work-related behaviors that the

organization expects employees to display. E.g., how university expect professors to teach./ job description

• Organizational Citizenship– The behavior of individuals who make a positive overall

contribution to the organization

• Counterproductive Behaviors– Behaviors that detract from, rather than contribute to,

organizational performance


Review

What are some typical performance behaviors expected of you as a university student?

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Counterproductive Behaviors

• Absenteeism– Results in direct costs to a business

• Turnover– Occurs when people quit their jobs

• Other Behaviors– Theft– Sabotage/disrupt– Discriminatory harassment– Workplace aggression and violence


Discussion

Why worker sometimes commit Workplace aggression and violence?

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Individual Differences Among Employees

• Individual Differences– Personal attributes that vary from one person to

another—physical, psychological, and emotional. E.g., of some attributes: Stability, confidence, thoughtfulness, imagination, disruptiveness, rebelliousness, ambition, laziness

• Personality at Work– Personality—the relatively stable set of

psychological attributes that distinguish one person from another


Individual Differences among Employees (cont’d)

• The “Big Five” Personality Traits• Agreeableness: ability to get along with others.

• Conscientiousness: organized, systematic, careful, thorough, responsible, and self-disciplined.

• Emotionality : tend to be positive or negative in their outlook and behaviors toward others.

• Extraversion=sociable and open to establishing new relationships

• Openness: willing to listen to new ideas and to change their own ideas


Individual Differences among Employees (cont’d)• Emotional Intelligence or Emotional

Quotient/ proportion.– The extent to which people are self-aware, can

manage their emotions, can motivate themselves, express empathy for others, and possess social skills.

• Attitudes– Our beliefs and feelings about specific ideas,

situations, or other people• Attitudes Are important because they are the

mechanism through which we express our feelings


Teamwork

In your teams, please choose one element of emotional intelligence and discuss how your own ability to apply that skill could help you in the workplace.

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Some Attitudes at Work includes• Job Satisfaction (Morale)

–The extent to which people have positive attitudes toward their jobs

• What are the factors influence job satisfaction?

© 2009 Pearson Education, Inc.15

Some Attitudes at Work includes• Job Organizational CommitmentA.An individual’s identification/recognition

with the organization and its mission. Commitment to org. mission and objectives and culture. Less committed employees are more likely to see themselves as outsiders.


Some Attitudes at Work includes• How to Promote Satisfaction and

Commitment1. Treat employees fairly2. Provide rewards and job security3. Allow employee participation4. Design interesting jobs5. Maintain psychological contracts


Matching People and Jobs• Psychological Contract

–The overall set of expectations held by employees and the organization regarding what employees will contribute to the organization and what the organization will provide in return. It is not written on paper. (job description and specifications help for that).


Matching People and Jobs• Psychological Contract

1.Contributions of employees- What does each employee expect to

contribute to the organization? 2.Inducements/ benefits to employees

– What will the organization provide to each employee in return?


FIGURE 8.1 The Psychological Contract


Matching People and Jobs (cont’d)

• Person-Job Fit– The extent to which a person’s

contributions and the organization’s inducements match one another• Good person-job fit can result in higher

performance and more positive attitudes• A poor person-job fit can have the

opposite effects


Basic Motivation Concepts and Theories

• Motivation– The set of forces that cause people to

behave in certain ways

• Approaches to Human Relations or Human Resources with motivation:1.Classical theory and scientific management2.Early behavioral theory3.Contemporary motivational theories


Classical Theory• Scientific Management (Frederick

Taylor)– Paying workers more motivates them to

produce more– The theory focuses on Industrial

engineering: Analyzing jobs to find better ways to perform them makes goods cheaper, creates higher profits, and allows the firm to better pay and motivate its workers


Early Behavioral Theory• Hawthorne Studies, in 1925

– Original purpose was to examine the relationship between changes in the physical environment and worker output (productivity).

– Hawthorne effect: Worker productivity rose in response to any management actions that workers interpreted as special attention.


Early Behavioral Theory

• Other Major Motivation Theories–Human Resources Model (Theories X

and Y): –Maslow’s Hierarchy of Needs Model–Herzberg’s Two-Factor Theory


Theory X and Theory Y

Developed by Douglas MacGregor,

This model states that managers have two very different views of employees and hence ways of managing them.

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© 2009 Pearson Education, Inc.

TABLE 8.1 Theory X and Theory Y

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Teamwork

please choose either Theory X or Theory Y. Please describe the management style that would be used under each theory?

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Maslow’s Hierarchy of Needs Authored by Abraham Maslow, this

theory states that people cannot move up the pyramid of motivation until they have met the needs of the level below.

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Maslow’s Hierarchy of Needs Let’s look at these levels:1.The basic needs are psychological needs.

like making sure they have food, clothing, and water, which are all very basic.

2.Security needs can only be addressed once one has something to protect, like a house and a family.

3.The social needs االجتماعية mean forming relationships with others.

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Maslow’s Hierarchy of Needs4. Esteem/respect needs التقدير deal with the status a person chooses to have or aspire toward. E.g., driving the best car, or a higher job title 5. Finally, self- actualization تحقيق needs refer to making a differenceالذاتwithin a company, a community and finding peace with one’s life. E.g., self-fulfillment on a personal level or a challenging job.

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The Two-Factor Theory to Frederick Herzberg He concluded that job satisfaction or

dissatisfaction relies on two factors:1.The first are Motivation Factors, which

include:1. Achievement.2. Recognition.3. The work itself.4. Responsibility.5. Advancement and growth.

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The Two-Factor Theory to Frederick Herzberg He concluded that job satisfaction or

dissatisfaction relies on two factors:2.The second are hygiene factors. These

include:1. Supervisors.2. Working conditions.3. Interpersonal relations.4. Pay and security.5. Company policies and administration.

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The Two-Factor Theory to Frederick Herzberg

A. Overall, motivation factors are directly related to the work that employees actually perform, while hygiene factors refer to the environment in which they perform it

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The Two-Factor Theory to Frederick Herzberg Herzberg found that addressing

hygiene factors will move employees attitudes from dissatisfaction to no dissatisfaction, but will not impact satisfaction.

On the other hand, addressing motivation factors moves employees from a state of no satisfaction toward satisfaction.

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Contemporary Motivation Theory• Expectancy Theory

– Suggests that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance—or expectancy—of obtaining

– Helps explain why some people do not work as hard as they can when their salaries are based purely on seniority.


Contemporary Motivation Theory• Expectancy Theory


Contemporary Motivation Theory (cont’d)

• Equity Theory , داعي ال– Employees evaluate their

treatment relative to the treatment of others

• Inputs: Employee contributions to their jobs

• Outputs: What employees receive in return

– The perceived ratio of contribution to return determines perceived equity


Strategies and Techniques for Enhancing Motivation

• Reinforcement/Behavior Modification• Management by Objectives• Participative Management

and Empowerment• Team Management• Job Enrichment and Job Redesign• Modified Work Schedules


Reinforcement/Behavior Modification Theory: management identify in advance what they expect from employees and they punish or

reward accordingly

Positive ReinforcementPositive ReinforcementPositive ReinforcementPositive Reinforcement

PunishmentPunishmentPunishmentPunishment

When rewards are tied directly to When rewards are tied directly to performanceperformance

When negative consequences are When negative consequences are attached directly to undesirable attached directly to undesirable behaviorbehavior


Reinforcement

Managers generally prefer positive reinforcement because it contributes to good employer-employee relationships.

It generally works best when people are learning new behaviors, new skills, or new jobs.

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MBO Let’s examine the process of MBO:1.First, collaborative goal-setting and planning is

done.2.Second, the organizational goals and plans are

communicated to employees through a meeting. • In the meeting, management should work with

employees to set verifiable goals and clear plans for implementation.

• Counseling should be provided to employees.• Resources are identified at this point.

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MBO Let’s examine the process of MBO:3.Third, a periodic review is done with employees. 4.Finally, the employee is evaluated against the

goals and alterations, which allows the employee to provide information for the next set of collaborative goal-setting and planning.

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Identifying Identifying ResourcesResources

CounselingCounseling

SettingSettingVerifiable GoalsVerifiable Goalsand Clear Plansand Clear Plans

MeetingMeeting

Management by Objectives (MBO): Collaborative Goal-setting

Collaborative Collaborative Goal Setting Goal Setting and Planningand Planning

Communicating Communicating Organizational Organizational

Goals and PlansGoals and Plans

Periodic Periodic ReviewReview EvaluationEvaluation


Teamwork Please choose a small business or

store with which you are familiar. Then please prepare sample collaborative goal. One of you will take the role of management and the other will take the role of the employee. Conduct this as a role play.

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Participative Management, Empowerment and Team Management

• Increasing job satisfaction by encouraging participation, they are given voice how to do their jobs.


Participative Management, Empowerment and Team Management

• Team management: represents an increasing trend in managing projects and people.–For example, in smaller, more

flexible organizations make decisions more quickly and efficiently


Teamwork A. These teams take a variety of forms:• Problem solving teams• Project teams (also called venture teams)

e.g., new products.• Transnational teams, which are composed of

members from many different countriesA. Virtual teams, using a combination of

telecommunications and information technologies.

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Job Enrichment and Job Redesign• Job Enrichment

–Adding one or more motivating factors to job activities (such as increasing responsibility or recognition, job rotation).


Job Enrichment and Job Redesign• Job Redesign: restructuring work

– Designing a better fit between workers and their jobs. It is implemented through 3 ways:

1. Combining tasks: enlarging job.2. Forming natural work groups: allow people

who do different jobs to show other employees how they are important at the structure of org.

3. Establishing client relationships: letting employees interact with customer.


Modified Work Schedules1- Work-Share Programs (Job Sharing): experimenting different working hours. Job sharing when e.g., 2 part-time employees share a ful-time job.

–Pros: Employees appreciate attention to their needs, company can reduce turnover and save on benefits –Cons: Job-share employees generally receive fewer benefits and may be the first to be laid off


Modified Work Schedules2- Flex-time Programs/Alternative Workplace

Strategies– Allow people to choose their work hours by

adjusting a standard work schedule. E.g., working 40 hours a week but choosing when.

3- Telecommuting– Performing a job away from standard office

settings. E.g., working from home.


Modified Work Schedules and Alternative Workplaces

• Disadvantages– Challenging to

coordinate and manage– Poor fit for some

workers– Lack of network and

coworker contact– Lack of management

belief

• Advantages– More satisfied,

committed employees– Reduced stress– Improved productivity– Less

congestion/jamming


business essentials, 6 th edition ebert chapter 9: motivating, satisfying, and leading employees 1

Documents

actions of employees

leading employees

positive behaviors

typical performance

pearson education

basic forms of behavior

behavior of individuals

work personalitythe