chapter 10 motivating and satisfying employees and teams

Chapter 10

Motivating and Satisfying Employees

and Teams

Copyright © Cengage Learning. All rights reserved. Chapter 10 | Slide 2

Learning Objectives

1. Explain what motivation is.

2. Understand some major historical perspectives on motivation.

3. Describe three contemporary views of motivation: equity theory, expectancy theory, and goal-setting theory.

4. Explain several techniques for increasing employee motivation.

5. Understand the types, development, and uses of teams.


Motivation

…the individual internal process that energizes, directs, and sustains behavior; the personal ‘force’ that causes you or me

to behave in a particular way.


Morale

…an employee’s feelings about his or her job and superiors

and about the firm itself.


Scientific Management

…the application of scientific principles to management of work and workers.


Frederick W. Taylor

“Soldiering”: productivity levels Job broken into tasks Management should determine

• Best way to perform tasks• Job output to expect

Management should also• Choose the best person• Train the best person• Cooperate with workers


Piece-Rate System

F.W. Taylor

People work only to earn money

Piece-rate = people paid a certain amount for each unit of output they produce


Figure 10.1: Taylor’sPiece-Rate System


Hawthorne Studies

Western Electric: 1927, 1932 Determine effects of work environment on

productivity Experiments

• Varied light level• Pressure to produce higher output

Human factors Beginning of Human Relations movement


Figure 10.2: Maslow’s Hierarchy of Needs


Understanding Maslow’s Hierarchy

Physiological = survival Safety = physical/emotional security Social = love/affection and sense of belonging Esteem = respect/recognition; sense of

accomplishment and worth Self-actualization = growth/development to

become all capable of being


Frederick Herzberg

Interviews, 1950s Motivation-hygiene theory: satisfaction and

dissatisfaction are separate and distinct dimensions

• Factors of motivation create satisfaction• Factors of hygiene reduce dissatisfaction


Figure 10.3: Herzberg’sMotivation-Hygiene Theory


Douglas McGregor

Theory XAssumes employees dislike work and will function only in a highly controlled work environment

Theory YAssumes employees accept responsibility and work toward organizational goals if they achieve personal rewards


Theory X

1. People dislike work and try to avoid it.

2. Managers must coerce, control, and threaten employees to achieve organizational goals.

3. People must be led because they have little ambition and will not seek responsibility; they are concerned mainly with security.


Theory Y

1. Work is important in peoples’ lives.

2. People will work toward goals to which they are committed.

3. People commit to goals when accomplishing them will bring personal rewards.

4. People seek out responsibility.

5. Employees have potential to accomplish goals.

6. Organizations do not make full use of human resources.


Table 10.1: Theory X & Theory Y Contrasted


Ouchi’s Theory Z

Lifetime employment Group decision making Group responsibility

for outcomes Implied control Non-specialization Holistic concern

Short-term employment Individual decision making Individual responsibility Rapid evaluation &

promotion Explicit control Specialization Segmented concern

Type J ─ Japan Type A ─ America


Implications of Theory Z

…the belief that some middle ground between…type A and type J

is best for American business.


Type Z Organizations

Blend of J and A Emphasis on long-term employment Collective decision making Individual responsibility for outcomes Slow evaluation and promotion Informal control along with some

formalized measures Moderate specialization Holistic concern


Figure 10.4: The Features of Theory Z


Reinforcement Theory

…based on premise that behaviorthat is rewarded is likely to be repeated,

whereas behavior that is punished is less likely to recur.


Reinforcement

Action follows from particular behavior Positive: strengthen desired behavior

by providing a reward Negative: strengthen desired behavior

by eliminating undesirable situation Punishment: create undesired consequence

of undesirable behavior Extinction: eliminate undesirable behavior by

not responding


Contemporary Motivation Theories

Equity: people are motivated to obtain/preserve equitable treatment for themselves• Inputs• Outcomes

Expectancy: motivation depends on how much want something and how likely to get it

Goal-Setting: employees motivated to achieve goals they and managers set


Equity Theory

Outcomes (self)Outcomes (self)Inputs (self)Inputs (self)

Outcomes (self)Outcomes (self)Inputs (self)Inputs (self)

Outcomes (other)Outcomes (other)Inputs (other)Inputs (other)

Outcomes (other)Outcomes (other)Inputs (other)Inputs (other)compared withcompared with


Responses to Perceptions of Equity and Inequity

Source: Organizational Behavior, Ninth Edition by Ricky W. Griffin and Gregory Moorhead. Copyright © 2010 by South-Western / Cengage Learning. Used with permission.


Figure 10.5: Expectancy Theory


Management by Objectives (MBO)

…managers and employeescollaborate in setting goals.


MBO Steps


Provides employee with more variety and responsibility in job

Job enlargement: expanding a worker’s assignments to include additional but similar tasks

Job design: restructuring work to cultivate worker-job match

Job Enrichment


Behavior Modification

…systematic program of reinforcement to encourage desirable behavior… involves

rewards…and punishments…


Flextime

…a system in which employeesset their own work hours within

employer-determined limits.


Two Examples of Flexible and Core Time

Sources: Management, Ninth Edition by Robert Kreitner. Copyright © by Houghton Mifflin Company and Organizational Behavior, by Ricky W. Griffin and Gregory Moorhead. Copyright © by Houghton Mifflin Company. Used with permission.


Part-Time and Job Sharing

Part-timeWorks less than a standard work week

Job sharingTwo people share one full-time position


Telecommuting

…working at home all the time ora portion of the work week.


Employee Empowerment

…making employees more involved intheir jobs by increasing their participation

in decision making.


Employee Ownership

…a situation in which employeesown the company they work for by virtue

of being stockholders.


Estimated Number ofEmployee Ownership Plans

The National Center for Employee Ownership, “A Statistical Profile of Employee Ownership,” July 2006, http://www.nceo.org/library/eo_stat.html.


Team

…a group of workers functioningtogether as a unit to complete a

common goal or purpose.


Types of Teams

Problem-SolvingKnowledgeable employees brought together to tackle a specific problem

VirtuosoExceptionally skilled and talented individuals brought together to produce significant change

Self-ManagedGroup of employees with authority/skills to manage selves


Figure 10.6: Advantages/Disadvantagesof Self-Managed Teams


Types of Teams

Cross-functional Individuals with varying specialties, expertise, skills brought together to achieve a common task

VirtualMembers geographically dispersed but communicate electronically


Figure 10.7: Stages of Team Development


Roles Within a Team

Task Specialist: pushes forward toward goals and places the objective first

Socioemotional: supports and encourages the emotional needs of other members

Dual: focuses on both the task and the team

Nonparticipant: does not contribute


Team Cohesiveness

…members get along and are able to accomplish their tasks effectively.


Factors Aiding Team Cohesiveness

Contains 5 to 12 people

Members introduce selves and describe past work experience

Competition against other teams

Favorable appraisal from outsider

Agreed-upon goals

Frequent interaction


Resolving Team Conflict

Disagreeing members analyze situation more closely

Conflict = respectful and professional Hostile = seek compromise Don’t try to avoid/ignore conflicts


Team Benefits

Reduced turnover Reduced costs Increased production Increased quality Increased customer service Higher job satisfaction Harmonious work environment


Team Limitations

Stressful Time-consuming No guarantee of

effectiveness Unable to resolve

conflict Lower productivity


Chapter Quiz

1. The main idea conveyed in Frederick Taylor’s findings was that

a) most people are motivated only by money.b) people are motivated for a variety of reasons other

than pay. c) people do not expect to get paid much for their work. d) employees’ biggest fear is that of losing their jobs. e) people expect to get paid much more than they are

currently getting.


Chapter Quiz

2. Physiological needs concern an employee’s desire for

a) security. b) survival.c) a sense of belonging. d) self-worth. e) self-direction.


Chapter Quiz

3. Goal-setting theory suggests that employees are more motivated

a) to achieve goals that they and their manager have established together.

b) to achieve goals that they establish on their own.c) when management empowers them to make their

own decisions.d) when their expected outcomes or goals do not

change over time.e) to achieve goals that management establishes and

clearly communicates to employees.


Chapter Quiz

4. Job redesign is a type of

a) flextime.b) telecommuting.c) job enlargement.d) job enrichment.e) job enhancement.


Chapter Quiz

5. The stage of team development in which the team begins to stabilize is called

a) forming.

b) storming.

c) performing.

d) norming.

e) adjourning.

chapter 10 motivating and satisfying employees and teams

Documents

dissatisfaction slide

copyright cengage learning

human relations movement

learning objectives

management of work

equity theory

expectancy theory

increasing employee