CHAPTER 10 Motivating Employees Mc GrawHillIrwin Copyright 2015

CHAPTER 10 Motivating Employees Mc. Graw-Hill/Irwin Copyright © 2015 by the Mc. Graw-Hill Companies, Inc. All rights reserved.

MOTIVATION: LIGHTING THE FIRE What is Motivation? • The individual internal process that energizes, directs, and sustains behavior; the personal “force” that causes us to behave in a particular way Morale • An employee’s feelings about his or her job, superiors, and the firm itself Why is Morale Important? • • High morale results from the satisfaction of needs or as a result of the job and leads to dedication, loyalty, and the desire to do the job well Low morale leads to shoddy work, absenteeism, and high turnover rates Ø Good managers motivate others to reach their best Ø Motivated workers feel great about work Ø Workers who feel good, produce more Ø There are multiple motivation theories and techniques (including tapping into employee’s intrinsic and extrinsic rewards) 10 -2

INTRINSIC REWARDS • Intrinsic Rewards -- Personal satisfaction you feel when you perform well and complete goals. • Examples of Intrinsic Rewards: - Pride in your performance - Sense of achievement 10 -3

EXTRINSIC REWARDS • Extrinsic Rewards -- Something given as a recognition of good work. • Kinds of Extrinsic Rewards: - Pay Raises - Promotions - Awards 10 -4

FRINGE BENEFITS Perks Offered to Employees at Top 50 Employers Source: Bloomberg Business. Week, www. businessweek. com, accessed November 2014. 10 -5

TAYLOR’S SCIENTIFIC MANAGEMENT LO 10 -1 • Scientific Management -- Studying workers to find the most efficient ways of doing things and then teaching people those techniques. • Three Key Elements to Increase Productivity 1. Time 2. Methods of Work 3. Rules of Work 10 -6

TAYLOR’S FOUR KEY PRINCIPLES LO 10 -1 1. Study how a job is performed. • Gather time & motion information. • Check different methods. 2. Codify the best method into rules. 3. Choose workers whose skill matches the rules. 4. Establish a fair level of performance and pay. 10 -7

TIME-MOTION STUDIES LO 10 -1 • 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. 10 -8

ARE YOU STRESSED? LO 10 -1 Warnings of Employee Stress • Negative attitudes about work • Drops in productivity • Chronic lateness • Absenteeism • Careless with details • Unable to work with others • Withdrawal from co-workers • Easily upset or angered 10 -9

TAYLOR and UPS LO 10 -1 • UPS drivers work under strict rules and work requirements. • How to get out of their trucks: - Right foot first • How fast to walk: - 3 ft per second • How to hold their keys: - Teeth up, third finger 10 -10

HAWTHORNE STUDIES: PURPOSE AND RESULTS LO 10 -2 • Researchers studied worker efficiency under different levels of light. • Productivity increased regardless of light condition. • Researchers decided it was a human or psychological factor at play. • Hawthorne Effect -- People act differently when they know they are being studied. 10 -11

USING REINFORCEMENT THEORY LO 10 -6 Reinforcement Theory Behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur. • Reinforcement: an action that follows directly from a particular behavior • Types of reinforcement • • Positive reinforcement: strengthens desired behavior by providing a reward (ex. Raise, “Pat on the Back”) Negative reinforcement: strengthens desired behavior by eliminating an undesirable task or situation (ex. Assigning clean-up duty to worker’s who don’t meet their tasks) Punishment: an undesired consequence of undesirable behavior (ex. Reprimands, job termination, reduced pay) Extinction: eliminate undesirable behavior by not responding to behavior (ex. Not sending an email response to an employee who constantly emails with you 10 -12 complaints)

MASLOW’S THEORY of MOTIVATION LO 10 -3 • Hierarchy of Needs -- Theory of motivation based on unmet human needs from basic physiological needs to safety, social and esteem needs to selfactualization needs. • Physiological needs – Basic survival needs (food, water, shelter) • Safety needs – The need to feel safe and secure at work (job security, health insurance, safe working conditions) • Social needs – The need to feel love, accepted, and part of the group (working relationships, social networks) • Esteem needs – The need for respect, recognition, and a sense of our own accomplishment and worth (personal accomplishments, promotions, honors and awards) • Self-actualization needs – The need to grow and develop and become all that we are capable of being. This is the hardest need to identify (learning a new skill, starting a new career, or becoming “the best there is” at their craft How to use this theory? • Needs that have already been met do not motivate. • If a need is filled, another higher-level need emerges. 10 -13

MASLOW’S HIERARCHY of NEEDS LO 10 -2 10 -14

HERZBERG’S MOTIVATING FACTORS LO 10 -4 Two factors that influence a person’s motivation: Hygiene Factors • Safe working environment • Proper pay and benefits • Relationships with co-workers Motivators • Recognition • Responsibility • Promotion • Job growth Understanding this Theory: 1) Hygiene factors lead to job dissatisfaction. If Hygiene factors are not present, employees tend to get dissatisfied. If Hygiene factors are present, employees tend to ignore these factors and take them for granted. 2) Motivation factors lead to job satisfaction. If motivational factors are present, employees tend to get motivated and it can lead to long-term job satisfaction. 10 -15

JOB CONTENT LO 10 -4 • Herzberg found 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. 10 -16

JOB ENVIRONMENT LO 10 -4 • 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. 10 -17

HERZBERG’S MOTIVATORS and HYGIENE FACTORS LO 10 -4 10 -18

COMPARISON of the THEORIES of MASLOW and HERZBERG LO 10 -4 10 -19

THEORY X and THEORY Y LO 10 -5 • Douglas Mc. Gregor proposed managers had two different sets of assumptions concerning workers. • Their attitudes about motivating workers were tied to these assumptions. • Mc. Gregor called them Theory X and Theory Y. 10 -20

ASSUMPTIONS of THEORY X MANAGERS LO 10 -5 • 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. • Primary motivators are fear and punishment. 10 -21

ASSUMPTIONS of THEORY Y MANAGERS LO 10 -5 • People like work, it’s a part of life. • Workers seek goals to which they are committed. • 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. 10 -22

THEORY Z LO 10 -5 • William Ouchi researched cultural differences between the U. S. (Type A) and Japan (Type J). • Type J committed to the organization and group. • Type A focused on the individual. • Theory Z is the hybrid approach of Types A and J. 10 -23

THEORY Z LO 10 -5 10 -24

THEORY COMPARISIONS LO 10 -5 10 -25

GOAL-SETTING THEORY LO 10 -6 • Goal-Setting Theory -Setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions. 10 -26

APPLYING GOAL-SETTING THEORY LO 10 -6 • 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 in the organization. • Need to monitor results and reward achievement. 10 -27

LO 10 -6 WHAT is MBO? Set organizational objectives Reward performance Link objectives to employee’s goals Evaluate performance Monitor Source: Bloomberg Business Week, accessed November 2014. 10 -28

EXPECTANCY THEORY in MOTIVATION LO 10 -6 • 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. 10 -29

EXPECTANCY THEORY LO 10 -6 10 -30

NADLER & LAWLER’S MODIFICATION LO 10 -6 • Researchers Nadler and Lawler modified expectancy theory and suggested five steps for managers: 1. Determine what rewards employees value. 2. Determine workers’ performance standard. 3. Make sure performance standards are attainable. 4. Tie rewards to performance. 5. Be sure employees feel rewards are adequate. 10 -31

ENRICHING JOBS LO 10 -7 • Job Enrichment -- A motivational strategy that emphasizes motivating the worker through the job itself. • Based on Herzberg’s motivators, such as responsibility, achievement and recognition. 10 -32

MOTIVATION on a BUDGET LO 10 -7 Tactics of Today’s HR Managers Source: Wall Street Journal, March 1, 2010. 10 -33

KEY CHARACTERISTICS of WORK LO 10 -7 1. Skill Variety 2. Task Identity 3. Task Significance 4. Autonomy 5. Feedback 10 -34

TYPES of JOB ENRICHMENT LO 10 -7 • 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 -35

ENRICHMENT by WAY of FLEXIBILITY LO 10 -7 • 60% of employees think they can be productive and efficient outside of the office. • 66% of employees would take a lower-paying job if it came with more flexibility. • 59% of employees say their company doesn’t have a formal out-of-office work policy. Source: Entrepreneur, www. entrepreneur. com, accessed November 2014. 10 -36

USING OPEN COMMUNICATION LO 10 -7 • 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. 10 -37

WHEN is SOCIAL MEDIA TOO SOCIAL? • Sites like Facebook are banned in 20% of workplaces. • Some argue this is a bad idea because: 1. It alienates younger employees. 2. It suggests businesses don’t trust employees. 3. It can make employees feel disengaged. 4. It takes away an element of relaxation. 10 -38

WHEN TOO MUCH is TOO MUCH 24/7 Access Isn’t Always a Good Thing • Schedule correspondence: - Don’t check email whenever it arrives, schedule times to check. • Pick one task: - Having too much open at once takes attention away from singular tasks. • Don’t answer the phone: - Don’t be afraid of voicemail. • Maintain human contact: - Don’t look at your computer or phone while someone is at your desk. Keep attention (and respect!) on them. Source: Entrepreneur, www. entrepreneur. com, accessed November 2014. 10 -39

RECOGNIZING GOOD WORK LO 10 -7 • 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 10 -40

WORK WELL with OTHERS LO 10 -7 Keys for Productive Teamwork • Have a common understanding of your task. • Clarify roles and responsibilities. • Set rules. • Get to know each other. • Communicate openly and often. 10 -41

WHAT’S GOOD for YOU LO 10 -7 Most Positive Remedies for Employee Moral 10 -42

WHAT’S BAD for YOU LO 10 -7 Most Negative Actions for Employee Morale 10 -43