CHAPTER TEN Motivating Employees Building Self Managed Teams

CHAPTER TEN Motivating Employees & Building Self- Managed Teams Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 1

Why Good Workers Leave Source: USA Today-Snapshot, 10/16/00 Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 2

Intrinsic vs. Extrinsic Rewards Extrinsic = Outside Recognition Intrinsic = Inside Feeling of Job Well Done Promotions Gifts Mc. Graw-Hill/ Irwin Pride Sense of Achievement Praise Salary Increase Status © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 3

Most Common U. S. Motivators Source: Incentive Federation Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 4

Personal Qualities Related to Job Motivation 1. Ability 2. Personal Needs 3. Frustration Tolerance 4. Self-Esteem 5. Outside Supports Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 5

Evolution of Human Relations Concepts Scientific Management ü Frederick Taylor ü Gantt Charts ü Gilbreths Behavioral Management ü Hawthorne (Mayo) ü Maslow ü Mc. Gregor ü Ouchi ü Herzberg Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 6

Maslow’s Hierarchy of Needs Unsatisfied Self. Actualization Esteem Needs Social Needs Safety Needs Satisfied Physiological Needs Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 7

Mc. Gregor’s Theories Theory Y- Democratic Theory X- Autocratic • Like Work • Dislike Work • Naturally Works • Avoid Responsibility Toward Goals • Little Ambition • Seeks Responsibility • Forced/Controlled/ • Imaginative, Directed/Threatened Creative, Clever • Motivated by Fear & • Motivated by Money Empowerment Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 8

Ouchi’s Theory Z Ø Long-Term Employment Ø Collective Decision-making Ø Individual Responsibility Ø Slow Evaluation/ Promotion Ø Specialized Career Path Ø Holistic Concern for Employees Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 9

Herzberg’s Two-Factor Concept Job-Related • • • Achievement Recognition Work Itself Growth/Advancement Responsibility Peer Relationships Mc. Graw-Hill/ Irwin Job Environment • • Working Conditions Salary Policy/Admin. Supervision © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 10

Comparison of Maslow & Herzberg (Figure 10. 5) Figure 10. 5 Comparison of Maslow and Herzberg Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 11

Job-Oriented Motivational Techniques Ø Job • • Enrichment/Redesign Skill Variety Task Identity/Significance Autonomy Feedback Ø Job Simplification Ø Job Enlargement Ø Job Rotation Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 12

Goal-Setting Theory (MBO) Ø Goal-Setting Theory Ø Management By Objectives (1960 s) • • • Employees Motivate Themselves Help Coach Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 13

Employee-Oriented Motivational Techniques n Expectancy Theory n Equity Mc. Graw-Hill/ Irwin Theory © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 14

How to Use Expectancy Theory & Determine rewards valued by employees. & Evaluate performance level you seek. & Make performance level attainable. & Make reward valuable to employee. Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 15

Employee Questions About Expectancy Theory 2 What is the probability that I can perform at the required level if I try? 2 What is the likelihood my performance will lead to the desired outcomes? 2 What value do I place on the outcome? Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 16

Steps to Improve Performance 1) 2) 3) 4) Determine Rewards Valued Determine Standards Ensure Standards Attainable Tie Rewards To Performance 5) Are Rewards Considered Adequate? Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 17

Teamwork & Open Communication Ø Self-Managed Ø Change Not Teams = Open Easy Communication Ø Employee Ø Identify Empowerment Procedures Ø Apply Procedures Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 18

Keys to Building Employee Trust Y Start from a position of trust Y Be consistent Y Listen with an open mind & respect others’ opinions Y Admit your mistakes Y Give credit where credit is due Source: Communication Solutions Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 19

Work Trends for the 21 st Century 8 Tinkering With Time 8 Role Blur 8 Two Places at Once 8 A Super-Class 8 Involved Working Dads 8 Grieving at Work Source: Wall Street Journal, 12/29/99 Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 20

Warning Signs of Employee Stress î î î î Drops in productivity Chronic lateness Absenteeism Careless with details Unable to work with others Negative attitudes about work Withdrawal from coworkers Easily upset/angered Mc. Graw-Hill/ Irwin © 2002 by The Mc. Graw-Hill Companies, Inc. All Rights Reserved. 21