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Nickels McHugh McHugh And Chris

Nickels Cover. Nickels McHugh McHugh And Chris. Chapter. Motivating Employees and Building Self-Managed Teams. 10. 10- 2. The Hawthorne Studies and the recognition of Human Motivation. Scientific Management. Maslow’s Hierarchy of Needs.

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Nickels McHugh McHugh And Chris

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  1. Nickels Cover Nickels McHugh McHugh And Chris

  2. Chapter Motivating Employees and Building Self-Managed Teams 10 10-2

  3. The Hawthorne Studies and the • recognition of Human Motivation • Scientific Management • Maslow’s Hierarchy of Needs • Herzberg’s Motivators and Hygiene factors • Job Enrichment • Theories X,Y, Z • Management By Objectives (MBO) • Expectancy, reinforcement and equity theories • Open communication and teamwork

  4. 1) Scientific Management • Scientific Management – studying workers to find the most efficient ways of doing things and then teaching people those techniques. • Time-motion studies – studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task.

  5. Scientific Taylor Gantt Gilbreths Behavioral Mayo Maslow Herzberg McGregor Ouchi Vroom Evolution of Human Relations Management Concepts

  6. 2) The Hawthorne Studies and the Recognition of Human Motivation • Hawthorne Effect – the tendency for people to behave differently when they know they are being studied.

  7. 3)Maslow’s Hierrachy of Needs • Physiological needs – basic survival needs, such as the need for food, water and shelter. • Safety needs – the need to feel secure at work • and at home. • Social needs – the need to feel loved, accepted, • and part of the group. • Esteem needs – the need for recognition and • acknowledgement from others, as well as self • respect and a sense of status or importance. • Self-actualization needs – the need to develop to • one’s fullest potential.

  8. Maslow’s Hierarchy of Needs Unsatisfied Self- Actualization Esteem Needs Social Needs Satisfied Safety Needs Physiological Needs

  9. 4) Herzberg’s Motivators and Hygiene Factors • Motivators – job factors that cause employees to be productive and give them satisfaction. • Hygiene factors – job factors that can • cause dissatisfaction if missing but do not • necessarily motivate employees if • increased.

  10. Herzberg’s Theory Figure 10.5 Comparison of Maslow and Herzberg

  11. 5) Job Enrichment • Job enrichment – a motivational strategy that emphasizes motivating the worker through the job itself. • Job rotation – a job enrichment strategy that • involves moving employees from one job to • another. • Job enlargement – a job enrichment strategy • that involves combining a series of tasks • into one challenging and interesting • assignment.

  12. Job-Oriented Motivational Techniques • Job Enrichment/Redesign • Skill Variety • Task Identity/Significance • Autonomy • Feedback • Job Simplification • Job Enlargement • Job Rotation

  13. 6) Theories X, Y, Z • X : workers are lazy and stupid • Y : workers are naturally motivated and gifted • Z : combine Japanese and American approaches during 1980’s

  14. Theory X- Autocratic Dislike Work Avoid Responsibility Little Ambition Force/Control/ Direct/Threaten Motivated by Fear & Money Theory Y- Democratic Like Work Naturally Works Toward Goals Seeks Responsibility Imaginative, Creative, Clever Motivated by Empowerment McGregor’s Theories

  15. Ouchi’s Theory Z • Long-Term Employment • Collective Decision-making • Individual Responsibility • Slow Evaluation/ Promotion • Specialized Career Path • Holistic Concern for Employees

  16. 7) Management by Objectives (MBO) • MBO – a system of goal setting and implementation that involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees.

  17. Goal-Setting Theory (MBO) • Goal-Setting Theory • Management By Objectives (1960s) • Employees Motivate Themselves • Help • Coach

  18. 8) Expectancy, Reinforcement and Equity Theories • Expectancy theory – the amount of effort employees exert on a task depends on their expectations of the outcome. • Reinforcement theory – positive and negative reinforcers motivate a person to behave in certain ways. • Equity theory – the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions.

  19. Employee-Oriented Motivational Techniques • Expectancy Theory • Equity Theory

  20. Expectancy Theory: Employee Questions • What is the probability that I can perform at the required level if I try? • What is the likelihood my performance will lead to the desired outcomes? • What value do I place on the outcome?

  21. How to UseExpectancy Theory • Determine rewards valued by employees. • Evaluate performance level you seek. • Make performance level attainable. • Make reward valuable to employee.

  22. 9) Open Communication andTeamwork • Cross-functional teams – groups of employees from different departments who work together on a long-term basis.

  23. Self-Managed Teams = Open Communication Identify Procedures Apply Procedures Change Not Easy Employee Empowerment Teamwork & Open Communication

  24. Keys to Building Employee Trust • Start from a position of trust • Be consistent • Listen with an open mind & respect others’ opinions • Admit your mistakes • Give credit where credit is due Source: Communication Solutions

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