Transcript Business 7e - Pride, Hughes, Kapor

Chapter Eleven
Motivating
and Satisfying
Employees
Learning Objectives
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.
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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 and
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
and loyalty
– 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 the
management of work and workers
– Frederick W. Taylor
• Observed “soldiering” by workers 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
– 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 (personal
requirements) 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 about 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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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 (Skinner)
– 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 undesirable consequence of undesirable
behavior
– Extinction: no response 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
– Implications are 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 goal
achievement
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Key Motivation Techniques
• Management by Objectives (MBO)
– Managers and employees collaborate in
setting goals
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Management by Objectives (cont’d)
Advantages
Disadvantages
– Motivates employees by
involving them actively
– Improves
communication
– Makes employees feel
like an important part of
the organization
– Periodic review
enhances control
– 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
– A permanent employment situation in which
individuals work less than a standard workweek
– 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
Career advancement detour?
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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 employees
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Key Motivation Techniques (cont’d)
• Self-Managed Work Teams
– Groups of employees with the authority and skills to manage
themselves
– Requirements
• Organizational commitment to the team approach
• Clear team objectives
• Ongoing training and education
• A compensation system (e.g., gain sharing) for the
accomplishment of team goals
– Benefits
• Higher employee morale
• Increased productivity
• Innovation
– Challenges
• Lack of support from managers and supervisors
• Insufficient training
• Initial costs of training and implementation
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Key Motivation Techniques (cont’d)
• Employee Ownership
– Employees own the company they work for
by virtue of being stockholders
– Benefits
• Employee incentive
• Increase employee involvement and
commitment
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Heads Up!
• Test 2 – Chapters 6-12
– Tuesday, March 13 or
– Wednesday, March 14
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