Ch. 9 Motivation: Motivating Employees and Building
Self-Managed Teams
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*INTRINSIC REWARDS
• Intrinsic Rewards: Personal satisfaction felt for a job well done.
• Kinds of Intrinsic Rewards:
The Value of Motivation
- Pride in your performance
- Sense of achievement
10-2
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*EXTRINSIC REWARDS
• Extrinsic Rewards: Something given as a recognition of good work.
• Kinds of Extrinsic Rewards:- Pay Raises- Promotions- Awards
The Value of Motivation
10-3
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* FREDERICK TAYLOR: FATHER of
SCIENTIFIC MANAGEMENT
• Scientific Management Studying workers to determine the most efficient ways of doing things and then teaching those techniques.
• Three Key Elements to Increase Productivity
1. Time
2. Methods of Work
3. Rules of Work
LG1
Frederick Taylor: The Father of Scientific Management
10-4
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*TAYLOR’S FOUR KEY
PRINCIPLES
1. Study how a job is performed.• Gather time & motion information.• Check different methods.
2. Codify the best method into rules.
3. Choose workers whose skill matches the rules.
4. Establish a fair level of performance and pay.
LG1
Frederick Taylor: The Father of Scientific Management
10-5
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*TIME-MOTION STUDIES
• Time-Motion Studies: Studies of which tasks must be performed to complete a job and the time needed to do each task.
• Led to the development of the Principle of Motion Economy: Every job can be broken down into a series of elementary motions; developed by Frank and Lillian Gilbreth.
LG1
Frederick Taylor: The Father of Scientific Management
10-6
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*HAWTHORNE STUDIES: PURPOSE AND RESULTS
• Researchers studied worker efficiency under different levels of light. (Elton Mayo, Harvard)
• Productivity increased regardless of light condition.
LG2
Elton Mayo and the Hawthorne Studies
• Researchers decided it was a human or psychological factor at play.
• Hawthorne Effect: People act differently when they know they are being studied.
10-7
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*MASLOW’S
THEORY of MOTIVATION
• Hierarchy of Needs: Theory of motivation based on unmet human needs from basic physiological needs to safety, social and esteem needs to self-actualization needs.
• Needs that have already been met do not motivate.
• If a need is filled, another higher-level need emerges.
LG3
Motivation and Maslow’s Hierarchy of Needs
10-8
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*MASLOW’S
HIERARCHY of NEEDS LG3
Motivation and Maslow’s Hierarchy of Needs
10-9
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*HERZBERG’S
MOTIVATING FACTORS
• Herzberg’s research centered on two questions:
LG4
Herzberg’s Motivating Factors
- What factors controlled by managers are most effective in increasing worker motivation?
- How do workers rank job-related factors in order of importance related to motivation?
10-10
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*JOB CONTENT
• Herzberg: Found that job content factors were most important to workers. Workers like to feel they contribute to the company.
• Motivators: Job factors that cause employees to be productive and that give them satisfaction.
LG4
Herzberg’s Motivating Factors
10-11
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*JOB ENVIRONMENT
• Job environment factors maintained satisfaction but did not motivate employees.
• Hygiene Factors: Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.
LG4
Herzberg’s Motivating Factors
10-12
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*HERZBERG’S MOTIVATORS and HYGIENE FACTORS
LG4
Herzberg’s Motivating Factors
10-13
Motivators Hygiene Factors
Work itself Company policy and administration
Achievement SupervisionRecognition Working conditions
Responsibility Interpersonal relationsGrowth and
advancementSalary, status and job
security
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*COMPARISON of the THEORIES of MASLOW and HERZBERG
LG4
Herzberg’s Motivating Factors
10-14
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*THEORY X and THEORY Y
• Douglas McGregor proposed managers had two different sets of assumptions concerning workers.
• Their attitudes about motivating workers was tied to these assumptions.
• McGregor called them Theory X and Theory Y.
LG5
McGregor’s Theory X and Theory Y
10-15
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*ASSUMPTIONS of
THEORY X MANAGERS
• Workers dislike work and seek to avoid it.
• Workers must be forced or threatened with punishment to get them to perform.
• Workers prefer to be directed and avoid responsibility
• Only effective motivators are fear and money.
LG5
McGregor’s Theory X and Theory Y
10-16
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*ASSUMPTIONS of
THEORY Y MANAGERS
• People like work, it’s a part of life.
• Workers seek goals they are committed toward.
• Commitment to goals depends on perceived rewards.
• People can use creativity to solve problems.
• Intellectual capacity is only partially realized.
• People are motivated by a variety of rewards.
LG5
McGregor’s Theory X and Theory Y
10-17
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*GOAL-SETTING THEORY
• Goal-Setting Theory: Setting ambitious, but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated.
• Management by Objectives (MBO): Involves a cycle of discussion, review and evaluation of objectives among top and middle-level managers, supervisors and employees.
• Managers formulate goals in cooperation with everyone. Monitor results and reward achievement.
LG6
Goal-Setting Theory and Management by Objectives
10-18
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*EXPECTANCY THEORY in
MOTIVATION• Expectancy Theory: The amount of effort
employees exert on a specific task depends on their expectations of the outcome.
• Employees ask:• Can I accomplish the task?
• What’s my reward?
• Is the reward worth the effort?
• Expectations can vary from person to person.
LG6
Goal-Setting Theory and Management by Objectives
10-19
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*5 CHARACTERISTICS of WORK
Skill Variety Task Identity Task Significance Autonomy Feedback
LG7
Motivation Through Job Enrichment
10-20
• Job Enrichment: A motivational strategy that emphasizes motivating the worker through the job itself.
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*TYPES of JOB ENRICHMENT
• Job Enlargement: A job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment.
• Job Rotation: A job enrichment strategy that involves moving employees from one job to another.
LG7
Motivation Through Job Enrichment
10-21
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*USING OPEN COMMUNICATION
• Create a culture that rewards listening.
• Train managers to listen.• Use effective questioning
techniques.• Remove barriers to open
communication.• Ask employees what’s important
to them.
LG7
Motivating Through Open Communication
10-22
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*RECOGNIZING GOOD WORK
• Raises are not the only ways to recognize an employee’s performance. Recognition can also include:- Paid time off
- Flexible scheduling
- Work from home opportunities
- Paid child or elder care
- Stock options or profit sharing
- Company awards
- Company events or teams
LG7
Recognizing a Job Well Done
10-23
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*WORK WELL with OTHERS
Keys for Productive Teamwork
• Have a common understanding of your task.
• Clarify roles and responsibilities.
• Set rules.• Get to know each other.• Communicate openly and
often.
Source: Wall Street Journal Research, September 2007.
Recognizing a Job Well Done
LG7
10-24
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* MOTIVATING ACROSS the
GENERATIONS
• Baby Boomers (1946 – 1964)- Experienced great economic prosperity, job
security, optimism about their future
• Generation X (1965 – 1980)- Raised in dual-career families, attended day care,
feeling of insecurity about jobs
• Generation Y or Millenials (1980 – 2000)- Raised by indulgent parents, used to many
comforts like computers and cell phones
LG8
Motivating Employees Across Generations
10-25
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*GENERATION X in the
WORKPLACE
• Desire economic security but focus more on career security more than job security.
• Good motivators as managers due to emphasis on results rather than work hours.
• Tend to be flexible and good at collaboration and consensus building.
• Very effective at giving employee feedback and praise.
LG8
Motivating Employees Across Generations
10-26
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*GENERATION Y in the
WORKPLACE
• Tend to be impatient, skeptical, blunt and expressive.
• Are tech-savvy and able to grasp new concepts.
• Able to multi-task and are efficient.
• Highlight a strong sense of commitment.
• Place a high value on work-life balance.
• Fun and stimulation are key job requirements.
LG8
Motivating Employees Across Generations
10-27
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*IN CONCLUSION
• Why is it so important to understand motivation in the workplace?
• Why is it important to adjust motivational styles to individual employees?
• Are there any general principles of motivation that today’s managers should follow?
Progress Assessment
10-28
