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Motivating Employees and Creating SelfManaged Teams

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Motivating Employees and Creating Self-Managed Teams. Chapter 10 ... 1. Develop a scientific approach for each ... 1. job enlargement ( no. & variety of tasks) ... – PowerPoint PPT presentation

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Title: Motivating Employees and Creating SelfManaged Teams


1
Motivating Employees and Creating Self-Managed
Teams
  • Chapter 10

2
I. Evolution of Motivation Theory
  • A. Scientific Management
  • 1. Develop a scientific approach for each
    element of a job
  • 2. Scientifically selecting and training
    workers
  • 3. Match individuals to well-suited tasks and
  • responsibilities
  • B. Hawthorne Studies/Hawthorne effect
  • attention, caring, observation
    productivity

3
C. Maslows Hierarchy of Needshumans satisfy
needs and are motivated to fulfillhigher-level
needs
Self-actualization needs
Esteemneeds
Social needs
Safety needs
Physiological needs
4
D. Theories of Human Motivation
  • 1. Theory X- people dislike work, people need to
    be controlled threatened, people avoid
    responsibility
  • 2. Theory Y- work is as natural as play, people
    respond to positive incentives, people enjoy
    responsibility like to solve problems
  • 3. Theory Z - employees participate in goal
    setting, problem solving, decision making,
    designing and implementing changes. Motivation
    is increased because workers feel appreciated.

5
E. Herzbergs Motivator-Hygiene Theory
  • Motivating factors
  • intrinsic job elements that lead to worker
    satisfaction (e.g. achievement, recognition,
    advancement, responsibility)
  • Hygiene factors
  • extrinsic elements of the work environment that,
    if not managed well, lead to worker
    dissatisfaction (e.g. salary, job security,
    working conditions, company policies)

6
II. Contemporary Motivation Theories
  • A. Expectancy Theory
  • 1. Employees expect that the amount of effort
    leads to a certain performance level.
  • 2. Employees expect that their performance
    level leads to certain outcomes
  • 3. Employees expect the outcome will satisfy
    their personal needs.
  • (employees expect something in return for their
    efforts)

7
  • B. Equity Theory - Worker satisfaction is
    influenced by employees perceptions about how
    fairly they are treated compared with their
    co-workers. Pay should be proportional to the
    employees contribution to the firm.
  • 1. Upward social comparison comparing oneself to
    another who is better off on a particular
    attribute
  • frequently results in decreased satisfaction
  • 2. Downward social comparison comparing
    oneself to another who is worse off on a
    particular attribute
  • frequently results in increased satisfaction

8
  • C. Goal-Setting Theory - an individuals
    intention to work toward a goal is a primary
    source of motivation.
  • Three integral components of goal-setting theory
  • -goals must be specific
  • -goals must be challenging (not too easy/hard)
  • -must provide feedback on employee progress
    toward goal

9
III. Applying Motivation Theory
  • A. Motivational job design
  • 1. job enlargement ( no. variety of tasks)
  • 2. job enrichment (more autonomy, responsibility,
    authority)
  • 3. job rotation (shift from one job to another)
  • B. Work scheduling options
  • 1. Compressed workweek (4/10)
  • 2. Flextime (start/stop times vary)
  • 3. Job sharing (a job shared by 2 workers)
  • 4. Telecommuting

10
  • C. Economic incentives
  • -bonus, merit increases, addtl vacation,
  • addtl benefits, etc.
  • D. Non-economic incentives
  • 1. Verbal praise
  • 2. Recognition
  • 3. Empowerment
  • 4. Given new tasks
  • 5. Asked to work on special projects
  • and/or assignments

11
  • IV. Using Teams
  • A. Understanding Group Behavior
  • 1. Group cohesiveness - the degree to
    which
  • group members want to stay in the
    group
  • and tend to resist outside influences
  • a. Interpersonal cohesiveness strong
    bonds
  • liking between people
  • b. Task cohesiveness strong
    commitment to the
  • group task among members

12
B. Types of Teams
  • 1. Problem-solving
  • Employees from same department, area of
    expertise, and level of hierarchy
  • Meet to share information and discuss ways to
    improve processes and procedures in specific
    functional areas
  • 2. Cross-functional
  • Employees of same hierarchical level but
    different functional areas of the organization
  • Allows people with various areas of expertise to
    pool resources, develop new ideas, solve
    problems, coordinate complex projects
  • 3. Virtual team
  • Employees from different geographic or
    organizational locations that use a combination
    of telecommunications and information
    technologies to come together
  • Work together to accomplish a common goal but
    rarely meet face-to-face

13
C. Pros and Cons of Teams
  • Cons
  • take longer to reach solution
  • group may be dominated by a few individuals
  • lack of accountability
  • inequitable participation
  • a member taking credit for someone elses ideas
  • personality conflicts may hinder productivity
  • Pros
  • more information knowledge
  • can generate more alternatives
  • often higher-quality decisions
  • group participation increases acceptance of
    solutions
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