Chapter 9 - Motivation

• AS Definition - The internal and external

factors that stimulate people to take actions that lead to achieving a goal

Taylor - review

• A summation please, ______________

Taylor

• Employees are primarily motivated by money

• He concludes that higher profitability can be achieved by setting targets related to pay

Taylor• Focused on the production process

• He advocated repetitive tasks based on division of labor

• Receive your standard wages (CALLED PIECE RATE) plus extra (bonus) if you exceed goals

• FOR EXAMPLE, the assembly line (for mass production) used by Ford Motor company to make the first cars in the 1920s

Critics of Taylor

• His theories ignore the non-financial factors that motivate employees

• Due to higher attainment of education these days, workers do not want to simply be told what to do (want input)

• And what about repetitive tasks actually leading to job dissatisfaction, thereby possibly demotivating employees?

Taylor

• Some of what he talked about may not fully

fit today´s more educated workforce, but the principles are still very important, and used throughout the world

Maslow

• A summation, please ________________

Maslow

• Focused on the psyschological needs of workers, and had his heirarchy of needs

Maslow Self actualization

Esteem needs Social needs Security needs

Physiological needs

Critics of Maslow

• Levels of needs are difficult to measure

• He assumes that everyone is motivated in the the prescribed order of his model

• Finally, there is no explanation of what motivates people once they have achieved self-actualization

McGregor

• A summation, please ________________

Mcgregor

• There are Theory X and Theory Y Managers

• Mcgregor says that a manager´s beliefs about his employees will shape his/her management style, so he focused on managers` attitudes

Mcgregor

• THEORY X – NEGATIVE MANAGEMENT ATTITUDE - these managers assume their workers are lazy and so they need to adopt an authoritarian style of management

• THEORY Y – POSITIVE MANAGEMENT ATTITUDE – these manager assume workers are able to achieve objectives on their own initiative

Mcgregor

• Theory Y continued – so workers simply need a challenge in their job, and they will what is necessary to achieve the goal

• So Mcgregor does advocate managers adopt a Theory Y approach

Herzberg

• A summation, please _____________

Herzberg – 1950s

• There are two factors affecting motivation: hygiene factors, also called maintenance factors are physical aspects

• Motivators are psychological aspects

Herzberg

• Hygiene factors are your basic needs, similar to Maslow´s hierarchy, like needing a basic level of salary to live off of

• But hygiene factors become an expectation (taken for granted), SO THEY DO NOT MOTIVATE THE EMPLOYEE

Examples of Hygiene factors

• Company policies and rules• Salary • Security• Status• Supervision and coordination• Working conditions

Herzberg

• Motivators are the factors that can lead to psychological growth in worker

• Leads to job satisfaction and high performance at work

• Herzberg said that these motivators should be the aim, utilizing democratic management styles

Examples of Motivators

• Achievement• Advancement• Interesting tasks• Opportunities for promotion• Personal growth• Recognition• Responsibility

Herzberg advocated a key non-financial Incentive

• Job Enrichment – giving workers more complex and challenging tasks

Mayo

• A summation, please _______________

Mayo

• Conducted the Hawthorne experiments (lasting FOUR YEARS) in the USA, came up with the Hawthorne Findings

• The experiments showed that an increase in output was simply due to people have more say about their work and management caring more about them

•

Mayo

• Management needs to take an interest in the welfare of their workers (and give them a sense of belonging)

Mayo´s findings ….

• changed workforce planning

• Many managers then tried to create team spirit (loyalty and unity) and group dynamics (exploiting the expertise of each group member)

• Or, some managers just tried to show they truly cared about their employees

New material - McClelland

• American psychologist, 1960s

• There are three types of motivational needs that must be satisfied in order to boost morale

• Need for achievement, need for power, and need for affiliation)

McClelland

• Need for Achievement – are low risk takers, want activities that they are certain they can achieve, not leave anything to luck

• Concerned with the personal rewards of achieving instead of extrinsic rewards

McClelland

• Need for power – like to influence the behavior of other people

• Use their authority to try to bring out the best in their staff

• McClelland says this is the most successful group, and that any good leader is at least in part like this

McClelland

• Need for affiliation - Those who seek to have a good social working relationship with their colleagues. This makes them happy

• Thrive on social interaction and teamwork

Content theories vs. Process theories

• Theories in this unit are mostly content theories (all so far, and looks at theories of how to motivate employees)

• The other type is a process theory (looks at WHY EMPLOYEES ARE MOTIVATED)

Only one Process Theory

• (Vroom)

Vroom´s Expectancy Theory

• Vroom said that people will only do a task when they think that their input will have a direct result on the required result

• If workers feel that they lack the skill, ability or expertise to accomplish the task, their effort will be less

Vroom

• His motivation forces are composed of three parts:

• Expectancy – people have different expectations about their capability to accomplish a task

Vroom

• Instrumentability – People expect that if they accomplish a goal, they will be rewarded .

….So managers need to insure that promises are upheld

Vroom

• Valence - people place different values on different rewards

This includes intrinsic and extrinsic rewards, so managers need to find out what their employees value, and reward accordingly

Non-financial Incentives

Job Enrichment, continued

• Employees are a part of a team that make complete units of work

• Example - instead of a worker just putting on the car door all day long, he can be a part of a team that puts together many parts of the car, that can be more satisfying

Job Enrichment, continued

• Give employees feedback on how they are doing

Job Enrichment, continued

• Give employees a range of tasks to do (similar to the first short definition I gave in slide 21, which said……give workers more complex and challenging tasks

Non-financial Incentives

• Job empowerment - delegating decision-making power to workers to boost their morale

Non-financial Incentives

• Job rotation – increasing the flexibility of the workforce and the variety of work for them by having them rotate jobs

Non-financial Incentives

• Job Enlargement – giving workers more variety to make the job more interesting

Non-financial Incentives

• Job Redesign - Restructuring of a job with the employees´ involvement and agreement

• To make work more interesting, satisfying and challening

Non-financial Incentives

• Quality Circles - Voluntary groups of workers (the ones most familiar with the day to day issues) meeting to discuss how to solve work-related issues or make the company more successful

• Originated in Japan, now seen worldwide, are informal and sometimes employees are paid to participate, and the most sucessful ideas may be rewarded by management

Last ones…..Worker Participation

• Workers actively involved in decision making process

• Team Working – groups of workers undertake tasks as a team – has positive effects on worker morale and motivation

• Delegation and empowerment – again, giving workers more responsibility