Motivating the Motivating the WorkforceWorkforceTheories for Theories for

Understanding Understanding Workplace Workplace

PerformancePerformance

Human RelationsHuman RelationsThe study of the behavior of The study of the behavior of individuals and groups in individuals and groups in organizational settings.organizational settings.

The Nature of Human RelationsThe Nature of Human Relations

MotivationMotivation– The inner drive that directs a The inner drive that directs a

person’s behavior toward goals.person’s behavior toward goals.

MoraleMorale– An employee’s attitude toward his An employee’s attitude toward his

or her job, employer, and or her job, employer, and colleagues.colleagues.

The Motivation ProcessThe Motivation Process

More money forunexpected medical expenses

Need

•Ask for a raise•Work harder to gain a promotion•Look for a higher-paying job•Steal

More money

Goal-directed behavior

Need Satisfaction

Worker SatisfactionWorker Satisfaction

Nine out of 10 employees of all Nine out of 10 employees of all generations saygenerations say thatthat true success is about true success is about being trusted.being trusted.

Generation X sees an employee review Generation X sees an employee review as:as:

–The employer being “The Terminator” The employer being “The Terminator” –““Employees with a Future”Employees with a Future”–Their greatest psychological need is SecurityTheir greatest psychological need is Security

Source: Roper Starch Worldwide and Sally Ring Research from USA TODAY Snapshot, October 3, 2001.

Historical PerspectivesHistorical Perspectiveson Employee Motivationon Employee Motivation

• Scientific ManagementScientific Management(Frederick W. Taylor)(Frederick W. Taylor)

• Fixed, not fluidFixed, not fluid• Hierarchical leadershipHierarchical leadership• Split locations for manufacturing and office Split locations for manufacturing and office

workwork

• The Hawthorne ExperimentThe Hawthorne Experiment(Elton Mayo)(Elton Mayo)

• Western ElectricWestern Electric• Changing ConditionsChanging Conditions• AdaptationAdaptation

Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

Source: adapted from Abraham H. Maslow, “A Theoryof Human Motivation,” Psychology Review 50 (1943): 370-396.

Self-Actualization

Needs

Esteem Needs

Social Needs

Security Needs

Physiological Needs

Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

Hygiene FactorsHygiene Factors

Company policiesCompany policies

SupervisionSupervision

Working conditionsWorking conditions

SalarySalary

SecuritySecurity

MotivationalMotivational FactorsFactors

AchievementAchievement

RecognitionRecognition

The work itselfThe work itself

ResponsibilityResponsibility

AdvancementAdvancement

FAST FACT:Absenteeism costs a typical large company more than $3 million a year

McGregor’s Theory X and McGregor’s Theory X and Theory YTheory Y

Theory XTheory XManagement view that assumes Management view that assumes workers generally dislike work and workers generally dislike work and must be forced to do their jobs.must be forced to do their jobs.

Theory YTheory YManagement view that assumes Management view that assumes workers like to work and under proper workers like to work and under proper conditions, employees will seek conditions, employees will seek responsibility to satisfy social, esteem, responsibility to satisfy social, esteem, and self-actualization needs.and self-actualization needs.

Theory Z (W. Oiuchi)Theory Z (W. Oiuchi)A management philosophy that A management philosophy that stresses employee participation stresses employee participation in all aspects of company in all aspects of company decision making.decision making.

Comparison of American, Japanese, Comparison of American, Japanese, and Theory Z Management Stylesand Theory Z Management Styles

American Japanese Theory Z

Duration of Employment

Relatively short term; workers subject to layoffs when business slows

Lifelong; no layoffs

Long term; layoffs rare

Rate of Promotion

Rapid Slow Slow

Amount of Specialization

Considerable; worker develops expertise in one area only

Minimal; worker develops expertise in all aspects of the organization

Moderate; worker learns all aspects of the organization

Source: Adapted from William Ouchi, Theory Z How American Business Can Meet theJapanese Challenge, p. 58. © 1981 by Addison-Wesley Publishing Company, Inc.Reprinted by permission of Addison-Wesley Publishing Company, Inc.

Comparison of American, Japanese, Comparison of American, Japanese, and Theory Z Management Stylesand Theory Z Management Styles

American Japanese Theory Z

Decision making

Individual Consensual; input from all concerned parties is considered

Consensual; emphasis on quality

Responsibility Assigned to the individual

Shared by the group

Assigned to the individual

Control Explicit and formal

Less explicit and less formal

Informal but with explicit performance measures

Concern for workers

Focus is on work only

Focus extends to worker's whole life

Focus includes worker's life and family

Source: Adapted from William Ouchi, Theory Z How American Business Can Meet theJapanese Challenge, p. 58. © 1981 by Addison-Wesley Publishing Company, Inc.Reprinted by permission of Addison-Wesley Publishing Company, Inc.

How U.S. Companies How U.S. Companies Use Theory ZUse Theory Z

• Quality CirclesQuality Circles• Participative ManagementParticipative Management• Employee InvolvementEmployee Involvement• Self-directed Work TeamsSelf-directed Work Teams

FAST FACT:Theory Z lets employees feel organizational ownership, which may produce positive attitudinal and behavioral effects for employees.

Other Motivational TheoriesOther Motivational Theories

Can I get it?Do I want it?

Equity Theory Expectancy Theory

What Iput in

What Iget back

Strategies for Strategies for Motivating EmployeesMotivating Employees

Behavior ModificationBehavior Modification

Job DesignJob Design

Job Design StrategiesJob Design StrategiesJob RotationJob Rotation Exposes employees to a Exposes employees to a

variety of tasks as they move from one variety of tasks as they move from one job to another.job to another.

Job EnlargementJob Enlargement Teaches employees Teaches employees new tasks in their present job.new tasks in their present job.

Job EnrichmentJob Enrichment Gives employees more Gives employees more control and authority in their present job, control and authority in their present job, along with additional tasks.along with additional tasks.

Flexible Scheduling Flexible Scheduling StrategiesStrategies

FlextimeFlextime

Compressed Work WeekCompressed Work Week

Job SharingJob Sharing

TelecommutingTelecommuting

FAST FACT:59% of companies with more than 5000 workers allow job-sharing.

Source: Jim Owen, “In Pursuit of Job Sharing,” from http://usatoday.com/careers/features/feat009.htm (accessed June 8, 2001).

The Importance of The Importance of Motivational StrategiesMotivational Strategies

1.1. Fosters employee loyaltyFosters employee loyalty

2.2. Boosts productivityBoosts productivity

3.3. Affects all relationships within Affects all relationships within the organizationthe organization

4.4. Influences promotion, pay, job Influences promotion, pay, job design, design, training, and reporting training, and reporting relationships relationships

Employee’s Definitions Employee’s Definitions of Successof Success

91%

81%

74%

66%

58%

58%

Being trusted to get a job doneBeing trusted to get a job done

Having power to make decisionsHaving power to make decisions

Getting raisesGetting raises

Getting promotionsGetting promotions

Gaining seniorityGaining seniority

Having the power to make decisionsHaving the power to make decisionsthat affect the companythat affect the company

Source: Survey of 2,000 adults by Randstad North America, Atlanta as reported ;in Kemba J. Dunham, “The Jungle/Focus on Recruitment, Pay and Getting Ahead,” Wall Street Journal, May 23, 2001, p. B12.

Case StudyCase Study

• Understanding Motivation Understanding Motivation Theories to Influence Theories to Influence PerformancePerformance

• Looking for ResultsLooking for Results• ““Identification” StudyIdentification” Study

• I.D. Positive and NegativeI.D. Positive and Negative• Provide InsightProvide Insight

Case StudyCase StudyInfluencing StylesInfluencing Styles

• SupportiveSupportive• DirectiveDirective• Problem-SolvingProblem-Solving

Looking for ResultsLooking for Results• You are a trainer who is teaching a workshop for You are a trainer who is teaching a workshop for

new employees who don’t seem to have much of new employees who don’t seem to have much of a work ethic.a work ethic. One of the employees is One of the employees is complaining about a problem she is having with complaining about a problem she is having with an assignment. She has been having difficulty an assignment. She has been having difficulty getting to class on time, with her new childcare getting to class on time, with her new childcare giver, her child has been sick and she missed a giver, her child has been sick and she missed a day at school, she couldn’t afford to fill the child’s day at school, she couldn’t afford to fill the child’s prescription, on and on.prescription, on and on.

• What is your role?What is your role?

• Which style of influencing would be most effective? Which style of influencing would be most effective? Why?Why?

Looking for ResultsLooking for Results• You are conducting a workshop that requires You are conducting a workshop that requires

learners to pass an end-of-course test as a job learners to pass an end-of-course test as a job requirement.requirement. A student in your workshop A student in your workshop complains about a recent unit test you gave complains about a recent unit test you gave saying that three questions were confusing and saying that three questions were confusing and she would have received a passing grade if the she would have received a passing grade if the questions had been clearer. Other students in the questions had been clearer. Other students in the class agree with the complaint One student class agree with the complaint One student recommends you just throw out the whole test.recommends you just throw out the whole test.

• What is your role?What is your role?

• Which style of influencing would be most effective? Which style of influencing would be most effective? Why?Why?

Looking for ResultsLooking for Results• You are a social worker who reviews safety and childcare You are a social worker who reviews safety and childcare

services of 100 providers in your county. One of your services of 100 providers in your county. One of your responsibilities is to visit childcare providers to be sure responsibilities is to visit childcare providers to be sure regulations are being followed and at least the minimums of regulations are being followed and at least the minimums of services are offered. services are offered. During a home visit, a childcare During a home visit, a childcare provider is reluctant to spend observation time with you so provider is reluctant to spend observation time with you so she can be trained to interact appropriately with children. she can be trained to interact appropriately with children. This is your third visit and you have repeatedly asked the This is your third visit and you have repeatedly asked the provider to remain in the room while you model reading to provider to remain in the room while you model reading to the children and appropriate child interaction. She once the children and appropriate child interaction. She once again sees your arrival as an opportunity for a welcome again sees your arrival as an opportunity for a welcome break from caring for the children.break from caring for the children.

• What is your role?What is your role?

• Which style of influencing would be most effective? Why?Which style of influencing would be most effective? Why?