Ferrell Hirt Ferrell BUSINESS A CHANGING WORLD EIGHTH
Ferrell Hirt Ferrell BUSINESS A CHANGING WORLD EIGHTH EDITION FHF Mc. Graw-Hill/Irwin Copyright © 2011 by The Mc. Graw-Hill Companies, Inc. All rights reserved.
part Creating the Human Resource Advantage 4 CHAPTER 9 Motivating the Workforce CHAPTER 10 Managing Human Resources FHF 9 -2
Human Relations Ø The study of the behavior of individuals and groups in organizational settings Motivation § An inner drive that directs a person’s behavior towards a goal or satisfaction of a need FHF 9 -3
Motivating the Workforce § § What motivates employees to perform? How can managers boost morale? How do you maximize worker performance? How can you encourage creativity and innovation? FHF 9 -4
Morale [ An employee’s attitude toward his or her job, employer and colleagues Morale is a prominent aspect of human relations ] FHF 9 -5
Morale High Morale § Higher productivity, returns to shareholders, worker productivity and loyalty § Lower absenteeism and employee turnover Low Morale § Contributes to absenteeism, high employee turnover and lack of commitment …continued on next page FHF 9 -6
Morale Boosters ü Respect ü Involvement ü Appreciation ü Compensation ü Promotion ü Pleasant work environment ü Positive organizational culture FHF 9 -7
Rewards Intrinsic Rewards § The personal satisfaction and enjoyment you feel from attaining a goal § Feeling of accomplishment Extrinsic Rewards § Benefits and/or recognition you receive from someone else § Awards, benefits, pay increases Ø Intrinsic and extrinsic rewards both are important in motivating employees to contribute to business goals FHF 9 -8
Employee Motivation • It can be difficult to motivate employees • Motivation is difficult to define and varies from person to person FHF 9 -9
Classic Theory of Motivation Early 20 th century Frederick W. Taylor & Lillian Gilbreth § Scientific focus on work tasks & productivity Money § Thought to be the sole motivator for workers Ø Satisfactory pay & job security motivate employees to work hard FHF 9 -10
Hawthorne Studies 1924 -1932 at the Hawthorne Works Plant § Elton Mayo • Postulated that physical conditions in workplace stimulate productivity § Findings show social and psychological factors influence productivity/morale Ø Marks beginning of concern for human relations in the workplace FHF 9 -11
Theories of Employee Motivation § § § § Maslow’s Hierarchy of Needs Herzberg’s Two-Factor Theory Mc. Gregor’s Theory X and Theory Y Theory Z Variations on Theory Z Equity Theory Expectancy Theory FHF 9 -12
Maslow’s Hierarchy of Needs Source: Adapted from Abraham H. Maslow, “A Theory of Human Motivation, ” Psychology Review 50 (1943), pp. 70– 396. American Psychology Association. …continued on next page FHF 9 -13
Maslow’s Hierarchy of Needs § Physiological Needs § Basic needs for food, water, shelter § Security Needs § Protection from physical and economic harm § Social Needs § Need for love, companionship § Esteem Needs § Self-respect and respect from others § Self-actualization § Maximizing one’s full potential FHF 9 -14
Herzberg’s Two-Factor Theory Hygiene Factors § Focus on the work setting, not the content of the work • Wages, working conditions, company policies, job security Motivational Factors § Focus on content of the work itself • Achievement, recognition, involvement, responsibility, advancement FHF 9 -15
Mc. Gregor’s Theory X and Theory Y Theory X Ø Considered the traditional management view § Assumes that workers ü Generally dislike work ü Must be forced to do their jobs ü Average worker avoids responsibility and prefers direction …continued on next page FHF 9 -16
Mc. Gregor’s Theory X and Theory Y Ø Considered the humanistic management view § Assumes ü Expending physical effort is natural (people like to work) ü People will assume responsibility and self-control to achieve objectives (workers want to satisfy social, esteem and self-actualization needs) ü People will commit to objectives once they realize there will be a personal reward ü Most organizations do not adequately utilize imagination, ingenuity, creativity and intelligence of workers FHF 9 -17
Theory Z A management philosophy that stresses employee participation in all aspects of company decision making Ø Incorporates many Japanese ideas about management (trust and intimacy) adapted for use in the U. S. FHF 9 -18
Variations on Theory Z § § Quality Circles (or Quality-Assurance Teams) Participative Management Employee Involvement Self-Directed Work Teams (SDWT) Ø All strive to give employees more control over their jobs Ø Make them responsible for outcomes FHF 9 -19
Equity Theory § The assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness (equity) of the rewards they will receive in exchange § Equal pay for equal work § Employees who do not feel equitably treated may slack off on the job or steal to level the field FHF 9 -20
Expectancy Theory § Assumes that motivation depends not only on how much a person wants something but also on how likely he or she is to get it § Someone who wants something and has a reasonable expectation to achieve it will be highly motivated FHF 9 -21
Motivating Employees Behavior Modification Ø Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself § Reward § Punishment FHF 9 -22
Strategies for Motivating Employees Job Rotation Ø Movement of employees from one job to another to relieve the boredom often associated with job specialization § The drawback is that it does not totally eliminate risk of boredom …continued on next page FHF 9 -23
Strategies for Motivating Employees Job Enlargement Ø Addition of more tasks to a job instead of treating each task as separate § Seeks to counteract the boredom of division of labor § Many small firms use job enlargement § Requires training employees in new tasks …continued on next page FHF 9 -24
Strategies for Motivating Employees Job Enrichment Ø Incorporating motivational factors (achievement, recognition, responsibility) into the job § Idea developed by Herzberg in the 1950 s § Gives employees feedback on their performance § Rewards for good performance …continued on next page FHF 9 -25
Strategies for Motivating Employees Flexible scheduling strategies § Flextime • Allows employees to choose their start and end times § Compressed Workweek • 40 hours in a 4 -day workweek § Job Sharing • Occurs when two people share the same job …continued on next page FHF 9 -26
Importance of Motivational Strategies ü ü ü Fosters employee loyalty Boosts productivity Influences on pay, promotion, job design Nature of relationships Nature of the job itself Characteristics of the organization FHF 9 -27
- Slides: 27