Motivating Employees and Building Self-Managed Teams

1. Ch. 9 Motivation: Motivating Employees and Building Self-Managed Teams

2. * The Value of Motivation * • Intrinsic Rewards: Personal satisfaction felt for a job well done. • Kinds of Intrinsic Rewards: INTRINSIC REWARDS • Pride in your performance • Sense of achievement 10-2

3. * The Value of Motivation * • Extrinsic Rewards: Something given as a recognition of good work. • Kinds of Extrinsic Rewards: • Pay Raises • Promotions • Awards EXTRINSIC REWARDS 10-3

4. * Frederick Taylor: The Father of Scientific Management * LG1 • Scientific Management Studying workers to determine the most efficient ways of doing things and then teaching those techniques. • Three Key Elements to Increase Productivity • Time • Methods of Work • Rules of Work FREDERICK TAYLOR: FATHER of SCIENTIFIC MANAGEMENT 10-4

5. * Frederick Taylor: The Father of Scientific Management * LG1 • Study how a job is performed. • Gather time & motion information. • Check different methods. • Codify the best method into rules. • Choose workers whose skill matches the rules. • Establish a fair level of performance and pay. TAYLOR’S FOUR KEY PRINCIPLES 10-5

6. * Frederick Taylor: The Father of Scientific Management * LG1 • 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. TIME-MOTION STUDIES 10-6

7. * Elton Mayo and the Hawthorne Studies * LG2 • Researchers studied worker efficiency under different levels of light. (Elton Mayo, Harvard) • Productivity increased regardless of light condition. HAWTHORNE STUDIES: PURPOSE AND RESULTS • Researchers decided it was a human or psychological factor at play. • Hawthorne Effect:People act differently when they know they are being studied. 10-7

8. * Motivation and Maslow’s Hierarchy of Needs * LG3 • 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. MASLOW’S THEORY of MOTIVATION 10-8

9. * Motivation and Maslow’s Hierarchy of Needs * LG3 MASLOW’S HIERARCHY of NEEDS 10-9

10. * Herzberg’s Motivating Factors * LG4 • 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? 10-10

11. * Herzberg’s Motivating Factors * LG4 • Herzberg: Found that 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. JOB CONTENT 10-11

12. * Herzberg’s Motivating Factors * LG4 • Job environment factors maintained satisfaction but did not motivate employees. • Hygiene Factors: Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased. JOB ENVIRONMENT 10-12

13. * Herzberg’s Motivating Factors * LG4 HERZBERG’S MOTIVATORS and HYGIENE FACTORS 10-13

14. * Herzberg’s Motivating Factors * LG4 COMPARISON of the THEORIES of MASLOW and HERZBERG 10-14

15. * McGregor’s Theory X and Theory Y * LG5 THEORY X and THEORY Y • Douglas McGregor proposed managers had two different sets of assumptions concerning workers. • Their attitudes about motivating workers was tied to these assumptions. • McGregor called them Theory X and Theory Y. 10-15

16. * McGregor’s Theory X and Theory Y * LG5 • 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 • Only effective motivators are fear and money. ASSUMPTIONS of THEORY X MANAGERS 10-16

17. * McGregor’s Theory X and Theory Y * LG5 • People like work, it’s a part of life. • Workers seek goals they are committed toward. • 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. ASSUMPTIONS of THEORY Y MANAGERS 10-17

18. * Goal-Setting Theory and Management by Objectives * LG6 • Goal-Setting Theory: Setting ambitious, but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated. • 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. Monitor results and reward achievement. GOAL-SETTING THEORY 10-18

19. * Goal-Setting Theory and Management by Objectives * LG6 • 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. EXPECTANCY THEORY in MOTIVATION 10-19

20. * Motivation Through Job Enrichment * LG7 • Job Enrichment: A motivational strategy that emphasizes motivating the worker through the job itself. 5 CHARACTERISTICS of WORK • Skill Variety • Task Identity • Task Significance • Autonomy • Feedback 10-20

21. * Motivation Through Job Enrichment * LG7 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. 10-21

22. * Motivating Through Open Communication * LG7 • 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. USING OPEN COMMUNICATION 10-22

23. * Recognizing a Job Well Done * LG7 • 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 GOOD WORK 10-23

24. * Recognizing a Job Well Done * LG7 • Have a common understanding of your task. • Clarify roles and responsibilities. • Set rules. • Get to know each other. • Communicate openly and often. WORK WELL with OTHERSKeys for Productive Teamwork Source: Wall Street Journal Research, September 2007. 10-24

25. * Motivating Employees Across Generations * LG8 • 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 Millenials (1980 – 2000) • Raised by indulgent parents, used to many comforts like computers and cell phones MOTIVATING ACROSS the GENERATIONS 10-25

26. * Motivating Employees Across Generations * LG8 • Desire economic security but focus more on career security more 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. GENERATION X in the WORKPLACE 10-26

27. * Motivating Employees Across Generations * LG8 • 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. GENERATION Y in the WORKPLACE 10-27

28. * Progress Assessment * • Why is it so important to understand motivation in the workplace? • Why is it important to adjust motivational styles to individual employees? • Are there any general principles of motivation that today’s managers should follow? IN CONCLUSION 10-28