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Nickels McHugh McHugh

Nickels Cover. Nickels McHugh McHugh. Chapter. Motivating Employees and Building Self-Managed Teams. 10. 10- 2. Intrinsic vs. Extrinsic Rewards. Extrinsic = Outside. Recognition. Praise. Intrinsic = Inside. Feeling of Job Well Done. Promotions. Pride. Salary Increase.

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Nickels McHugh McHugh

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  1. Nickels Cover Nickels McHugh McHugh

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

  3. Intrinsic vs. Extrinsic Rewards Extrinsic = Outside Recognition Praise Intrinsic = Inside Feeling of Job WellDone Promotions Pride Salary Increase Sense of Achievement Status Gifts

  4. Most Commonly UsedExtrinsic Rewards Source: Incentive Federation

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

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

  7. Why Good Workers Leave Source: USA Today-Snapshot, 10/16/00

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

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

  10. 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

  11. Personal Qualities Related to Job Motivation • Ability • Personal Needs • Frustration Tolerance • Self-Esteem • Outside Supports

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

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

  14. Steps to Improve Performance • Determine Rewards Valued • Determine Standards • Ensure Standards are Attainable • Tie Rewards to Performance • Are Rewards Considered Adequate?

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

  16. 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?

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

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

  19. 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

  20. Keys to Keeping Morale High • Keep Your Ear To The Ground • Talk Things Out • Know What Your People Value • Laugh And Your Staff Laughs With You • Get Everyone Involved

  21. Warning Signs ofEmployee Stress • Drops in productivity • Chronic lateness • Absenteeism • Careless with details • Unable to work with others • Negative attitudes about work • Withdrawal from co-workers • Easily upset/angered

  22. Conditions at work are unpleasant or sometimes even unsafe. I feel that my job is making me physically or emotionally sick. I have too much work or too many unreasonable deadlines. I can’t express my opinions or feelings about my job to my boss. My work interferes with my family or personal life. I have no control over my life at work. My good performance goes unrecognized and unrewarded. My talents are underutilized. How Stressed Are You? Rate 1-5

  23. Work Trends for the 21st Century • Tinkering With Time • Role Blur • Two Places at Once • A Super-Class • Involved Working Dads • Grieving at Work Source: Wall Street Journal, 12/29/99

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