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Page 1: Chapter 10   motivating and satisfying employees and teams (1)

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Motivating and

Satisfying Employees

and Teams

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Topics

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.

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What Is Motivation?

The individual internal process that energizes, directs, and sustains behavior; the personal “force” that causes us to behave in a particular way

Morale

• An employee’s feelings about his or her job, superiors, and about the firm itself

• High morale results from the satisfaction of needs or as a result of the job and leads to dedication, loyalty, and the desire to do the job well

• Low morale leads to shoddy work, absenteeism, and high turnover rates

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Historical Perspectives on Motivation

Scientific Management

• The application of scientific principles to management of work and workers

• Frederick W. Taylor

- Observed workers who “soldiered” or worked slowly

who feared losing their jobs if there were no work

- Job should be broken into separate tasks

- Management determines the best way and the

expected output

- Management chooses and trains the best-suited person

- Management cooperates with workers

- Piece-rate system (pay per unit of output) is based on the

belief that people work only for money

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Taylor’s Piece-Rate System

Workers who exceeded their quota were rewarded by being paid at a higher rate per piece for all the pieces they produced

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Historical Perspectives on Motivation (cont’d)

The Hawthorne Studies

• Objective: to determine the effects of the work environment on employee productivity

• 1st experiment: productivity increased for both the experimental and control groups after lighting was varied in the workplace

• 2nd experiment: workers under a piece-rate system produced at constant rates

• Hawthorne Experiment

• Conclusions: human factors were responsible

- Workers had a sense of involvement by participating in

the experiment

- Groups influenced output through workers’ desire for acceptance

• Human relations movement

- Employees who are happy and satisfied are motivated to

perform better

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Historical Perspectives on Motivation (cont’d)

Maslow’s Hierarchy of Needs

• A sequence of human needs in the order of their importance

- Physiological needs—survival

- Safety needs—physical and emotional safety

- Social needs—love and affection and a sense of

belonging

- Esteem needs—respect, recognition, and a

sense of our own accomplishment and worth

- Self-actualization needs—to grow and develop

and become all that we are capable of being

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Maslow’s Hierarchy of Needs

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Historical Perspectives on Motivation (cont’d)

Herzberg’s Motivation-Hygiene Theory

• Satisfaction and dissatisfaction are separate and distinct dimensions

• Motivation factors

- Job factors that increase motivation but whose

absence does not necessarily result in

dissatisfaction

• Hygiene factors

- Job factors that reduce dissatisfaction when

present to an acceptable degree but that do not

necessarily result in higher levels of motivation

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Herzberg’s Motivation-Hygiene Theory

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Historical Perspectives on Motivation (cont’d)

Douglas McGregor

• Sets of assumptions about managerial attitudes and beliefs regarding worker behavior

Theory X

• Generally consistent with Taylor’s scientific management

• Employees dislike work and will function only in a controlled work environment

Theory Y

• Generally consistent with the human relations movement

• Employees accept responsibility and work toward organizational goals if they will also achieve personal rewards

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Theory X and Theory Y

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Historical Perspectives on Motivation (cont’d)

Theory Z

• Some middle ground between Ouchi’s Type A (American) and Type J (Japanese) practices is best for American business

• Emphasis is on participative decision making with a view of the organization as a family

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The Features of Theory Z

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Historical Perspectives on Motivation (cont’d)

Reinforcement Theory

• Behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur

- Reinforcement: an action that follows directly from a

particular behavior

- Types of reinforcement

- Positive reinforcement: strengthens desired behavior

by providing a reward

- Negative reinforcement: strengthens desired behavior

by eliminating an undesirable task or situation

- Punishment: an undesired consequence of

undesirable behavior

- Extinction: no response to undesirable behavior in order to

discourage its occurrence

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Contemporary Views on Motivation

Equity Theory

• People are motivated to obtain and preserve equitable treatment for themselves

• Equity: the distribution of rewards in direct proportion to the contribution of each employee to the organization

• Workers compare their own input-to-outcome (reward) ratios to their perception of others’

• Workers who perceive an inequity may

- Decrease their inputs

- Try to increase outcome (ask for a raise)

- Try to get the comparison other to increase inputs or receive

decreased outcomes

- Leave the work situation (quit)

- Switch to a different comparison other

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Contemporary Views on Motivation (cont’d)

Expectancy Theory (Victor Vroom)

• Motivation depends on how much we want something and on how likely we think we are to get it

• Implies that managers must recognize that

- Employees work for a variety of reasons

- The reasons, or expected outcomes, may

change over time

- It is necessary to show employees how they can

attain the outcomes they desire

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Expectancy Theory

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Contemporary Views on Motivation (cont’d)

Goal-Setting Theory

• Employees are motivated to achieve goals they and their managers establish together

• Goals should be very specific, moderately difficult, and ones that the employee will be committed to achieve

• Rewards should be tied directly to goals achievement

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Key Motivation Techniques

It takes more than a generous salary to motivate employees. Companies are trying to motivate employees by satisfying less tangible needs.

• Simple, low or no cost approaches such as:

- Celebrate birthdays and other important events

- Nominations for a formal award program

- Support flexible work schedules

- Publicly post thank you letters from customers

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Key Motivation Techniques (cont’d)

Management by Objectives–managers and employees

collaborate in setting goals, clarify employee roles

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ADVANTAGES

• Motivates employees by actively involving them

• Improves communication

• Makes employees feel like an important part of the organization

• Periodic review enhances control

DISADVANTAGES

• Doesn’t work if the process doesn’t begin at the top of the organization

• Can result in excessive paperwork

• Some managers assign goals instead of collaborating on creating them

• Goals should be quantifiable

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Key Motivation Techniques (cont’d)

Job enrichment

• Provides employees with more variety and responsibility in their jobs

Job enlargement

• The expansion of a worker’s assignments to include additional but similar tasks

Job redesign

• A type of job enrichment in which work is restructured to cultivate the worker-job match

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Key Motivation Techniques (cont’d)

Behavior modification

• A systematic program of reinforcement to encourage desirable behavior

Steps in behavior modification

• Identify the target behavior to be changed

• Measure existing levels of the behavior

• Reward employees who exhibit the desired behavior

• Measure the target behavior to check for desired change

- If no change, consider changing reward system

- If change has occurred, maintain reinforcement

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Key Motivation Techniques (cont’d)

Flextime

• A system in which employees set their own work hours within employer-determined limits

• Typically, there are two bands of time

- Core time, when all employees are expected to be at work

- Flexible time, when employees may choose whether to be

at work

• Benefits

- Employees’ sense of independence and autonomy is motivating

- Employees with enough time to deal with nonwork issues are

more productive and satisfied

• Drawbacks

- Supervisors’ jobs are complicated by having employees who

come and go at different times

- Employees without flextime may resent coworkers who have it

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Key Motivation Techniques (cont’d)

Part-time work

• Permanent employment in which individuals work less than a standard work week

• Disadvantage: often does not provide the benefits that come with a full-time position

Job sharing

• An arrangement whereby two people share one full-time position

• Companies can save on expenses by reducing benefits and avoiding employee turnover

• Employees gain flexibility but may lose benefits

• Sharing can be difficult if work is not easily divisible or if two people cannot work well together

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Key Motivation Techniques (cont’d)

Telecommuting

• Working at home all the time or for a portion of the work week

• Advantages

- Increased employee productivity

- Lower real estate and travel costs

- Reduced absenteeism and turnover

- Increased work/life balance and improved morale

- Access to additional labor pools

• Disadvantages

- Feelings of isolation

- Putting in longer hours

- Distractions at home

- Difficulty monitoring productivity

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Key Motivation Techniques (cont’d)

Employee empowerment

• Making employees more involved in their jobs by increasing their participation in decision making

• Management must be involved to set expectations, communicate standards, institute periodic evaluations, guarantee follow-up

• Benefits

- Increased job satisfaction

- Improved job performance

- Higher self-esteem

- Increased organizational commitment

• Obstacles

- Management resistance

- Workers’ distrust of management

- Insufficient training

- Poor communication between management and employees27

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Key Motivation Techniques (cont’d)

Employee ownership

• Employees own the company they work for by virtue of being stockholders

• Directly reward employees for success

• Benefits

- Considerable employee incentive

- Increased employee involvement and

commitment

• Obstacles

- Problems between management and employees

can still occur

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Teams and Teamwork

Teams

• Two or more workers operating as a coordinated unit to accomplish a specific task or goal

• Types of teams

- Problem-Solving

- Virtuoso

- Self-Managed

- Cross-Functional

- Virtual

• Stages of team development

- Forming

- Storming

- Norming

- Performing

- Adjourning

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Advantages and Disadvantages of

Self-Managed Teams

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Teams and Teamwork (cont’d)

Roles within a team

• Task-specialist role

• Socio-emotional role

• Dual role

• Nonparticipant role

Team cohesiveness

• For a team to be successful, members must learn how to resolve and manage conflict

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Teams and Teamwork (cont’d)

Team conflict and how to resolve it

• Middle ground resolution satisfies each party to some extent

Benefits and limitations of teams

• Reduces turnover and costs, increases production, quality, customer service, job satisfaction

• Reorganizing into teams can be stressful and time consuming with no guarantee it will develop effectively

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Stages of Team Development

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