chapter 10: motivating employess & team building
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INTRO: Hot Topic!. CHAPTER 10: MOTIVATING EMPLOYESS & TEAM BUILDING. Overview. The importance of satisfaction among employees: Happy workers => happy customers => successful businesses (profit) People are motivated by a variety of things Intrinsic reward [personal satisfaction] - PowerPoint PPT PresentationTRANSCRIPT
CHAPTER 10: MOTIVATING EMPLOYESS
& TEAM BUILDING
INTRO:Hot Topic!
Overview
• The importance of satisfaction among employees:• Happy workers => happy customers
=> successful businesses (profit)• People are motivated by a variety of
things• Intrinsic reward [personal
satisfaction]• Extrinsic reward [given to you by
someone]
Traditional Theories of Motivation
• Frederick Taylor• American “efficiency engineer” • The Principles of Scientific Management,
1911• Goal: to increase worker productivity (to
benefit firm/worker)• There is 1 best way to perform each task –
observe/study performance to find that best way.
• Time-motion studies (shovel studies)• Focus on EFFICIENCY• “Father of Scientific Management”
Followers of Taylor• Gantt
• Developed charts to plot every detail of work in advance
• Frank & Lillian Gilbreth• Used Taylor’s ideas to study
bricklaying• Principle of Motion Economy• => every job broken down into
specific motions (therblig)• Analyze each motion to improve
efficiency
Summary, Scientific Management
• People are like machines• People motivated by money• No thoughts about
psychological/human aspects of work• UPS
Elton Mayo• Hawthorne Studies, 1927-1933• Test amount of lighting needed for
optimum productivity at electric plant• Why did results confuse researchers?• Profound change in management
thinking:• Hawthorne effect = people behave
differently when they know they’re being studied.
• Shift: away from Taylor toward human-based management
• Pay was found to be ineffective motivator
Maslow• People are motivated to satisfy unmet
NEEDS• Needs have a hierarchy of importance• Satisfied needs no longer motivate
Herzberg• What can managers do (with the job
itself) to motivate employees?• A “modern-day” look at Taylor’s theory• Study (1960s) asked workers to rank job-
related motivating factors (list, pg. 265)• Job content = most motivating
• Sense of achievement, responsibility, etc.
• Job environment factors = less motivating • Good pay, job security, friendly
managers Absence = demotivating• Presence = not motivating
Conclusions of Herzberg
• Two types of factors (pg. 266):• MOTIVATORS
Lead to productive, satisfied employees
• HYGIENE (MAINTENANCE) FACTORS• Cause dissatisfaction if missing; but
do not motivate if increased• “The number one motivator is not
money, but a sense of achievement and recognition for a job well-done.”
• Compare to Maslow’s Theory (pg. 267)
Job Enrichment• Extension of Maslow & Herzberg Theories• MOTIVATIONAL STRATEGY emphasizes
motivating workers through the job itself.Completion of task from start to end
(job enlargement)Opportunities for personal
achievement, challenge, recognition, variety (job rotation)
• How is this related to Maslow’s theory?• 5 characteristics of work are important
(pg. 268)• Opposite of job simplification
McGregor’s Theory X and Theory Y
• How do managers feel about their workers?
• This will determine how they motivate them.
• Theory X managers believe:Employees do not like to workThey do not like responsibilityThey must be forced, controlled,
threatened with punishment to perform
They are motivated by fear and money
Theory Y• Theory Y managers believe:
Employees like to work They seek and like to be given responsibilities They are creative, committed to goals They are motivated by a variety of rewards
Emphasis on relaxed managerial atmosphere Empowerment is key Trend in U.S. is toward Theory Y
• Studied success of Japanese companies• Japanese management approach = Type J
Lifetime employment, collective decision-making and responsibility, concern for workers
Focus on trust, groups, family American management approach = Type A
Short-term employment, individual decision-making and responsibility
Focus on individual rights, achievements
William Ouchi
• Not practical for American managers to adopt strategies based on another country’s culture
• Theory Z = a Hybrid (Blends J & A) pg. 272• Since economic decline, Japan rethinking
managerial approaches• Ex: Hitachi
• Has conformity hurt Japanese businesses?• Will they move to Hybrid Theory Z in future?
Ouchi’s Theory Z
• Goal-setting Theory: setting ambitious but attainable goals will motivate workers
• Everyone should be involved in goal-setting and implementation
• Peter Drucker developed: MBO, a system to help employees motivate themselves. (pg. 273)
• Helping vs. Coaching• Central idea of MBO?
MBO (Management by Objectives)
• Employee expectations can affect motivation• Three questions that are asked (pg. 274)
Vroom’s Expectancy Theory
Reinforcement Theory• Motivation is a result of carrot-and-stick approach
(reward/punishment)• We act to receive rewards and avoid punishment
Equity Theory• Motivation affected by fairness we perceive
1, 2, 3 Southwest Airlines4, 5, 6 Apple7, 8, 9 Google10, 11 Wegman’s12, 13 Enterprise Rent-A-Car14, 15, 16 Starbucks17, 18, 19 Zappos20, 21, 22 UPS or Disney