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Motivating Employees
Chapter 10
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
1. Explain Taylor’s theory of scientific management.
2. Describe the Hawthorne studies and their significance to management.
3. Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation.
4. Distinguish between the motivators and hygiene factors identified by Herzberg.
5. Differentiate among Theory X, Theory Y, and Theory Z.
LEARNING GOALSChapter Ten
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6. Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories.
7. Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition.
8. Show how managers personalize motivation strategies to appeal to employees across the globe and across generations.
LEARNING GOALSChapter Ten
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ANDREW CHERNGPanda Express
• Cherng considers the wellness of his staff as an important key to the company’s success.
• Managers are urged to eat a healthy diet, exercise regularly, and attend company motivational seminars that often include hugs!
Profile
• He hopes to have 2,300 American stores in operation by 2015.
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The employees of this company are told exactly how to do their jobs – and we do mean exactly. For instance they are instructed to carry their keys on their ring finger with the teeth up. If they are considered too slow, a supervisor will shadow them with a stopwatch and clipboard and prod them along.
Name that company!
NAME that COMPANYChapter Ten
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INTRINSIC REWARDS
• Intrinsic Rewards -- Personal satisfaction you feel when you perform well and complete goals.
• Examples of Intrinsic Rewards:
The Value of Motivation
- Pride in your performance
- Sense of achievement
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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
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FRINGE BENEFITS Perks Offered to Employees at Top 50 Employers
Source: Bloomberg BusinessWeek, www.businessweek.com, accessed June 2011.
The Value of Motivation
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TAYLOR’S SCIENTIFIC MANAGEMENT
• Scientific Management -- Studying workers to find the most efficient ways of doing things and then teaching people those techniques.
• Three Key Elements to Increase Productivity
1. Time
2. Methods of Work
3. Rules of Work
Frederick Taylor: The Father of Scientific Management
LG1
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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.
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Frederick Taylor: The Father of Scientific Management
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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.
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Frederick Taylor: The Father of Scientific Management
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ARE YOU STRESSED?Warnings of Employee Stress
• Negative attitudes about work
• Drops in productivity
• Chronic lateness
• Absenteeism
• Careless with details
• Unable to work with others
• Withdrawal from co-workers
• Easily upset or angered
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Frederick Taylor: The Father of Scientific Management
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TAYLOR and UPS
• UPS drivers work under strict rules and work requirements.
• How to get out of their trucks: - Right foot first
• How fast to walk: - 3 ft per second
• How to hold their keys:- Teeth up, third finger
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Frederick Taylor: The Father of Scientific Management
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HAWTHORNE STUDIES: PURPOSE AND RESULTS
• Researchers studied worker efficiency under different levels of light.
• Productivity increased regardless of light condition.
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.
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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.
Motivation and Maslow’s Hierarchy of Needs
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MASLOW’S HIERARCHY of NEEDSLG3
Motivation and Maslow’s Hierarchy of Needs
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HERZBERG’S MOTIVATING FACTORS
• Herzberg’s research centered on two questions:
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?
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JOB CONTENT
• Herzberg found 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.
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Herzberg’s Motivating Factors
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JOB ENVIRONMENT
• Job environment factors maintained satisfaction, but did not motivate employees.
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Herzberg’s Motivating Factors
• Hygiene Factors -- Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.
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HERZBERG’S MOTIVATORS and HYGIENE FACTORS
Motivators Hygiene Factors
Work itselfCompany policy and
administration
Achievement Supervision
Recognition Working conditions
Responsibility Interpersonal relations
Growth and advancement
Salary, status and job security
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Herzberg’s Motivating Factors
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COMPARISON of the THEORIES of MASLOW and HERZBERGLG4
Herzberg’s Motivating Factors
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REIGNITE EMPLOYEES’ DRIVE Simple Ways to Reinvigorate Work Life
1. Don’t work alone all the time; partners or teams make work more efficient and fun.
2. Redecorate your space to get away from the same-old, same-old.
3. Don’t complain; think of things to celebrate.
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Herzberg’s Motivating Factors
Source: Fast Company, March 2010. Photo Courtesy of: Nels Highberg
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PROGRESS ASSESSMENT
• What are the similarities and differences between Taylor’s time-motion studies and Mayo’s Hawthorne studies?
• How did Mayo’s findings influence scientific management?
• Draw a diagram of Maslow’s hierarchy of needs. Label and describe the parts.
• Explain the distinction between what Herzberg called motivators and hygiene factors.
Progress Assessment
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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 were tied to these assumptions.
• McGregor called them Theory X and Theory Y.
McGregor’s Theory X and Theory Y
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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.
• Primary motivators are fear and money.
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McGregor’s Theory X and Theory Y
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ASSUMPTIONS of THEORY Y MANAGERS
• People like work, it’s a part of life.
• Workers seek goals to which they are committed.
• 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.
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McGregor’s Theory X and Theory Y
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THEORY Z
• William Ouchi researched cultural differences between the U.S. (Type A) and Japan (Type J).
• Type J committed to the organization and group.
Ouchi’s Theory Z
• Type A focused on the individual.
• Theory Z is the hybrid approach of Types A and J.
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THEORY ZLG5
Ouchi’s Theory Z
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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 by organizational conditions.
Goal-Setting Theory and Management by Objectives
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APPLYING GOAL-SETTING THEORY
• 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 in the organization.
• Need to monitor results and reward achievement.
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Goal-Setting Theory and Management by Objectives
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ORGANIZATIONS USING MBO
• Toyota Motor Company
• Emerson Electric Company
• U.S. Department of Defense
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Goal-Setting Theory and Management by Objectives
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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.
Meeting Employee Expectations: Expectancy Theory
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EXPECTANCY THEORYLG6
Meeting Employee Expectations: Expectancy Theory
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NADLER & LAWLER’S MODIFICATION
• Researchers Nadler and Lawler modified expectancy theory and suggested five steps for managers:1. Determine what rewards employees value.
2. Determine workers’ performance standard.
3. Make sure performance standards are attainable.
4. Tie rewards to performance.
5. Be sure employees feel rewards are adequate.
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Meeting Employee Expectations: Expectancy Theory
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USING REINFORCEMENT THEORY
• Reinforcement Theory -- Positive and negative reinforcers motivate a person to behave in certain ways.
• Positive reinforcement includes praise, pay increases and recognition.
• Negative reinforcement includes reprimands, reduced pay, and layoff or firing.
• Extinction is a way of trying to stop behavior by not responding to it.
Reinforcing Employee Performance: Reinforcement Theory
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EQUITY THEORY
• Equity Theory -- Employees try to maintain equity between inputs and outputs compared to others in similar positions.
• Workers often base perception of their outcomes on a specific person or group.
• Perceived inequities can lead to reduced quality and productivity, absenteeism, even resignation.
Treating Employees Fairly: Equity Theory
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PROGRESS ASSESSMENT
• Briefly explain the managerial attitudes behind Theories X, Y and Z.
• Explain goal-setting theory.
• Evaluate expectancy theory. When could expectancy theory apply to your efforts or lack of effort?
• Explain the principles of equity theory.
Progress Assessment
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ENRICHING JOBS
• Job Enrichment -- A motivational strategy that emphasizes motivating the worker through the job itself.
Motivation Through Job Enrichment
• Based on Herzberg’s motivators, such as responsibility, achievement and recognition.
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MOTIVATION on a BUDGETTactics of Today’s HR Managers
Source: Wall Street Journal, March 1, 2010.
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Motivation Through Job Enrichment
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KEY CHARACTERISTICS of WORK
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Feedback
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Motivation Through Job Enrichment
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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.
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Motivation Through Job Enrichment
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ENRICHMENT by WAY of FLEXIBILITY
• 60% of employees think they can be productive and efficient outside of the office.
• 66% of employees would take a lower-paying job if it came with more flexibility.
• 59% of employees say their company doesn’t have a formal out-of-office work policy.
Source: Entrepreneur, May 2011.
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Motivation Through Job Enrichment
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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.
Motivating Through Open Communication
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KEEPING the LINES OPEN(Social Media in Business)
• Businesses can no longer limit themselves to traditional intranets.
• They must communicate with employees, not to them.
• Employees expect 24/7 access to what they need with what they have (smartphone, iPad, notebook).
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WHEN TOO MUCH is TOO MUCH24/7 Access Isn’t Always a Good Thing
• Schedule correspondence:- Don’t check email whenever it arrives, schedule times to
check.
• Pick one task:- Having too much open at once takes attention away from
singular tasks.
• Don’t answer the phone:- Don’t be afraid of voicemail.
• Maintain human contact:- Don’t look at your computer or phone while someone is at your
desk. Keep attention (and respect!) on them.
Source: Entrepreneur, December 2010.
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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
Recognizing a Job Well Done
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WORK WELL with OTHERSKeys 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.
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Recognizing a Job Well Done
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WHAT’S GOOD for YOUMost Positive Remedies for Employee MoralLG7
Recognizing a Job Well Done
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WHAT’S BAD for YOUMost Negative Actions for Employee MoraleLG7
Recognizing a Job Well Done
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SMALL INCENTIVES CAN be BIG MOTIVATORS
(Spotlight on Small Business)
• Things like weekly trips to the movies and Rock Band in the break room help keep employees motivated.
• Communication, mentoring and group bonding are key elements to success.
• Open communication and increased responsibility for employees make them feel a real part of the firm.
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MOTIVATING EMPLOYEES ACROSS the GLOBE
• Cultural differences make worker motivation a challenging task for global managers.
• High-Context cultures require relationships and group trust before performance.
Motivating Employees Across the Globe
• Low-Context cultures believe relationship building distracts from tasks.
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IMPORTANCE of CULTURAL COMPENTENCY
(Reaching Beyond Our Borders)
• A better understanding of cultures helps managers increase customer satisfaction and loyalty.
• It’s not just knowing other languages, it’s knowing what’s proper.
• UPS operates in over 200 countries successfully by emphasizing diversity.
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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 Millennials (1980 – 2000)- Raised by indulgent parents, used to many
comforts like computers and cell phones
Motivating Employees Across Generations
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GENERATION X in the WORKPLACE
• Desire economic security but focus more on career security 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.
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Motivating Employees Across Generations
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MILLENNIALS and 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.
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Motivating Employees Across Generations
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MILLENNIALS and the RECESSION
• The recession hurt younger workers more deeply than other workers.
• In July 2010, the unemployment rate was 15.3 percent for those aged 20 to 24, while the overall unemployment rate was 9.5 percent.
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Motivating Employees Across Generations
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COMMUNICATION ACROSS the GENERATIONS
• Baby Boomers (1946 – 1964)- Prefer meetings and conference calls.
• Generation X (1965 – 1980)- Prefer email and will choose meetings only if there
are no other options.
• Generation Y or Millennials (1980 – 2000)- Prefer to use technology to communicate,
particularly through social media.
Motivating Employees Across Generations
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The BEST COMPANIES for WORKERS
Source: Fortune Magazine, February 7, 2011.
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Motivating Employees Across Generations
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PROGRESS ASSESSMENT
• What are several steps firms can take to increase internal communications and thus motivation?
• What problems may emerge when firms try to implement participative management?
• 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
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