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Chapter Ten

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Title: Chapter Ten


1
Chapter Ten
  • Motivatingthe Work Force

2
To achieve organizational objectives, employees
must have the
  • Motivation
  • Ability (knowledge skills)
  • Tools (proper training equipment)to perform
    their jobs.

3
Human Relations
  • The study of . . .

4
Human Relations
  • involves motivating employees to achieve
    organizational objectives efficiently and
    effectively.

5
How can we
  • Boost workplace morale,
  • Maximize employee productivity and creativity,
  • Motivate a diverse workforce?

6
Morale
7
Good Morale
  • Contributes to high levels of productivity
  • Often contributes to higher profits
  • Usually makes it a nicer place to work

8
Good Morale
  • Often has a positive impact on employee health
    and may reduce stress
  • Improves loyalty, reduces turnover and absenteeism

9
Poor Morale
  • May lead to low productivity
  • May cause high rates of absenteeism and worker
    turnover

10
Human Relations . . .
  • Boosts workplace morale,
  • Maximize employee productivity and creativity,
  • Motivate a diverse workforce?

11
Motivation
  • the inner drive that directs a persons behavior
    toward goals

12
Motivation . . .
  • . . . begins with needs

13
How Needs Motivate People
  • Needs Theory suggests that people take actions or
    do things which lead to the satisfaction of their
    needs.

14
The Motivation Process
15
Worker Satisfaction
  • More Older Workers Are Satisfied with Their
    Current Employers
  • Age Satisfied
  • under age 35 58
  • 35 - 54 70
  • 55 and older 93

16
Motivation
  • Motivating workers and looking for ways to
    increase productivity have been the focus of
    researchers and management theorists throughout
    the 20th century.

17
Historical Perspectiveson Employee Motivation
  • Classical Theory of Motivation(Frederick W.
    Taylor)
  • The Hawthorne Studies(Elton Mayo)

18
Classical Theory
  • Taylor Gilbreths conducted time motion
    studieslooking for the one-best-way to perform
    each task.
  • These studies gave birth to the study of human
    relations.

19
Classical Theory
  • Led to the application of scientific principles
    to management.
  • Money is the sole motivator for workers.

20
The Hawthorne Studies
  • Conducted by Elton Mayo at the Hawthorne Works
    Plant of Western Electric Co. (1924-1932).

21
The Hawthorne Studies
  • These experiments marked the beginning of a
    concern for human relations in the work place.
  • They revealed that human factors do influence
    workers behavior.

22
The Hawthorne Studies
  • These studies also revealed that managers who
    understand the needs, beliefs, and expectations
    of people have the greatest success in motivating
    them.

23
Theories of Employee Motivation
  • Maslows
  • Herzbergs
  • McGergors
  • Ouchis
  • Equity Theory
  • Vrooms

24
Maslows Hierarchy of Needs
25
The Real Lesson of Maslows Hierarchy . . .
  • . . . Employees will be motivated to contribute
    to organizational goals only if they are able to
    satisfy their own physiological, security and
    social needs through their work.

26
Theories of Employee Motivation
  • Maslows Hierarchy of Human Needs
  • Herzbergs Two-Factor Theory

27
Herzbergs Two-Factor Theory
  • Hygiene Factors
  • Company policies
  • Supervision
  • Working conditions
  • Salary
  • Security
  • Motivational Factors
  • Achievement
  • Recognition
  • The work itself
  • Responsibility
  • Advancement

28
Theories of Employee Motivation
  • Maslows Hierarchy of Human Needs
  • Herzbergs Two-Factor Theory
  • McGergors Theory X and Theory Y

29
Theory X and Theory Y
  • Theory X
  • Management view that assumes workers generally
    dislike work and must be forced to do their jobs.
  • Theory Y
  • Management view that assumes workers like to work
    and under proper conditions, employees will seek
    responsibility to satisfy social, esteem, and
    self-actualization needs.

30
Theories of Employee Motivation
  • Maslows Hierarchy of Human Needs
  • Herzbergs Two-Factor Theory
  • McGergors Theory X and Theory Y
  • Ouchis Theory Z

31
Ouchis Theory Z
  • Incorporates many elements (trust, intimacy,
    etc.) associated with the Japanese approach to
    management.
  • Stresses employee participation in all aspects of
    decision making.

32
How U.S. Companies Use Theory Z
  • Quality Circles
  • Participative Management
  • Employee Involvement
  • Self-directed Work Teams

33
Comparison of American, Japanese, and Theory Z
Management Styles
34
Comparison of American, Japanese, and Theory Z
Management Styles
35
Theories of Employee Motivation
  • Maslows Hierarchy of Human Needs
  • Herzbergs Two-Factor Theory
  • McGergors Theory X and Theory Y
  • Ouchis Theory Z
  • Equity Theory
  • Vrooms Expectancy Theory

36
Other Theories of Motivation
37
Equity Theory
  • People contribute to an organization according to
    their perception or assessment of the fairness,
    or equity of the rewards they will receive.

38
Equity Theory
  • One compares his/her I/O ratio to the I/O ratio
    of a comparison other to determine if treatment
    is fair or equitable.

39
Equity Theory
  • Managers should avoid equity problems by ensuring
    that treatment and rewards are distributed fairly
    and based on performance.
  • Everyone should understand the basis for their
    pay and benefits.

40
Other Theories of Motivation
41
Expectancy Theory
  • One tends to be motivated by ones perception of
    how likely they are to receive something
    desirable.
  • If a desired reward is expected its likely to
    be a motivator.

42
Theories of Employee Motivation
  • Maslows Hierarchy of Human Needs
  • Herzbergs Two-Factor Theory
  • McGergors Theory X and Theory Y
  • Ouchis Theory Z
  • Equity Theory
  • Vrooms Expectancy Theory

43
Strategies for Motivating Employees
  • Behavior ModificationB.F. Skinner

44
Strategies for Motivating Employees
  • Behavior ModificationB.F. Skinner
  • Job Design Strategies
  • Management by Objectives (MBO)

45
Behavior Modification
  • Relating consequences to behavior
  • Changing behavior, encouraging appropriate
    actions.
  • Reward appropriate behavior?
  • Attempt to redirect inappropriate behavior.

46
Strategies for Motivating Employees
  • Behavior ModificationB.F. Skinner
  • Job Design Strategies

47
Job Design Strategies
  • Job Rotation Exposes employees to a variety
    of tasks as they move from one job to
    another.
  • Job enlargement Teaches employees new tasks
    in their present job.
  • Job enrichment Gives employees more control
    and authority in their present job, along
    with additional tasks.

48
Job Design Strategies
  • Flexible Allow employees to work schedules
    scheduling other than the traditional
    40-hour-per- strategies week 9-to-5 job to
    accommodate their personal needs.
  • Management Involves employees in their own
    goal-by objectives setting process they set
    their own objectives, are evaluated, and
    receive rewards based on their achievement of
    those objectives.

49
Strategies for Motivating Employees
  • Behavior ModificationB.F. Skinner
  • Job Design Strategies
  • Management by Objectives (MBO)

50
Steps in Managementby Objectives
51
MBO
  • Employees are involved in goal-setting,
  • Positive focus, emphasizing what must be done,
  • May be time consuming and expensive,
  • Results usually worth the additional costs.

52
Flextime, Showing Core and Flexible Hours
CoreTime
53
Favorite Techniques by CEOs for Staying Motivated
  • Finding a new challenge inside 63.9the business
  • Exercising 8.5
  • Finding a new challenge outsidethe business 6.0
  • Taking time off 3.9
  • Praying 3.2
  • Listening to a motivational audiotape 2.8
  • Attending a motivational speech 1.8

54
Why Workers DontShow Up
55
Road Warrior Stress
One in four business professionals say their
stress is raised by business travel. Travelers
who say these cause stress on the road
56
Importance of Motivational Strategies
  • Are efforts and techniques used to improve
    worker motivation just a myth?

57
Importance of Motivational Strategies
  • Motivational efforts are more than just a tool to
    boost productivity.
  • Motivation is a process that affects all the
    relationships within an organization.

58
Importance of Motivational Strategies
  • Employees are motivated by the nature of the
    relationships they have with their supervisors, .
    . .
  • And by the nature of their jobs, . . .
  • And the characteristics of the organization.

59
Importance of Motivational Strategies
  • While motivation comes from within each
    individual organizations, and their culture, can
    create a climate which can increase satisfaction
    and productivity.

60
Managers can nurture motivation by being
  • Honest
  • Supportive
  • Empathetic
  • Accessible
  • Fair
  • Open

61
Motivated employees are typically found in some
of the most competitive and profitable companies.
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