Motivating Employees and Building Selfmanaged Teams Nickels Mc
* * * Motivating Employees and Building Self-managed Teams Nickels Mc. Graw-Hill/Irwin Understanding Business, 8 e * Mc. Hugh * * CHAPTER ** 10 Mc. Hugh 1© 2008 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved.
* * * Intrinsic vs. Extrinsic Rewards Extrinsic = Outside Recognition Promotions Gifts Intrinsic = Inside Feeling of Job Well Done Praise Pride Salary Increase Sense of Achievement Status 2
* * * Most Commonly Used Extrinsic Rewards Source: Incentive Federation
* * * Evolution of Human Relations Management Concepts Scientific • Taylor • Gantt • Gilbreths Behavioral • Mayo • Maslow • Herzberg • Mc. Gregor • Ouchi • Vroom 4
* * * Hawthorne studies • Conducted by Elton Mayo (1927 -1933) • First Experiment: Determine if lighting was a factor in productivity. • Next Experiments: Determine if other factors affected productivity. • These studies encouraged the study of human motivation.
* * * Maslow’s Hierarchy of Needs Unsatisfied Self. Actualization Esteem Needs Social Needs Safety Needs Satisfied Physiological Needs 6
* * * Herzberg’s Theory Figure 10. 5 Comparison of Maslow and Herzberg 7
* * * How to Develop the Truly Loyal Employee 1. Care for workers 2. Fairness of pay and evaluations 3. Accomplishment feeling 4. Satisfaction with daily activities 5. Appreciation of ideas Source: CIO, October 1, 2003
* * * Job-Oriented Motivational Techniques • Job Enrichment/Redesign • Skill Variety • Task Identity/Significance • Autonomy • Feedback • Job Simplification • Job Enlargement • Job Rotation
* * * Mc. Gregor’s Theories Theory X- Autocratic Theory Y- Democratic • Dislike Work • Avoid • Like Work • Naturally Works • • Responsibility Little Ambition Force/Control/ Direct/Threaten Motivated by Fear & Money • • Toward Goals Seeks Responsibility Imaginative, Creative, Clever Motivated by Empowerment 10
* * * Ouchi’s Theory Z 1. 2. 3. 4. 5. Long-Term Employment 6. 7. Specialized Career Path Collective Decision-making Individual Responsibility Slow Evaluation/ Promotion Implicit Informal Control with Explicit, Formalized Control Holistic Concern for Employees
* * * Goal-Setting Theory (MBO) • Goal-Setting Theory • Management By Objectives (1960 s)
* * * Impact of Mentors Source: USA Today 13
* * * Employee-Oriented Motivational Techniques • Expectancy Theory • Reinforcement Theory • Equity Theory 14
* * * Expectancy Theory: Employee Questions • Can I accomplish the task? • If I do accomplish it, what is my reward? • Is the reward worth the effort?
* * * Steps to Improve Performance 1. Determine Rewards Valued 2. Determine Standards 3. Ensure Standards are Attainable 4. Tie Rewards to Performance 5. Are Rewards Considered Adequate?
* * * Teamwork & Open Communication • Create culture that • Actively undertake rewards listening • Train supervisors efforts to facilitate communication and managers to listen • Remove barriers to open communication 17
* * * Building Quality into Teams • Getting Started • Initial Phases • Team Building • Mutual Coaching • Statistics • Projects • Building Quality • Role Change Source: www. see. ed. ac. uk
* * * High Performance Teams 1. Participative Leadership 2. Responsive 3. Aligned on Purpose 4. Communicative 5. Task Focused 6. Problem Solving 7. Shared Responsibility 8. Innovative Source: International Cyber Business Services, Inc. 19
* * * Tips for Motivating Employees 1. Thank employees for good job 2. Listen to employees 3. Give feedback 4. Give rewards 5. Keep them informed 6. Allow for input 7. Training opportunities 8. Remember important dates 9. Have and abide by policies 10. Celebrate goal accomplishment Source: Allfoodbusiness. com
* * * Warning Signs of Employee Stress • Drops in productivity • Chronic lateness • Absenteeism • Careless with details • Unable to work with others • Negative attitudes about work • Withdrawal from co-workers • Easily upset/angered Source: uteaxas. edu 21
* * * How Stressed Are You? Rate 1 -5 1) 2) 3) 4) Conditions at work are unpleasant or sometimes even unsafe. I feel that my job is making me physically or emotionally sick. I have too much work or too many unreasonable deadlines. I can’t express my opinions or feelings about my job to my boss. 5) 6) 7) 8) My work interferes with my family or personal life. I have no control over my life at work. My good performance goes unrecognized and unrewarded. My talents are underutilized. 22
* * * Putting it Together at Nucor Steel • Pay for Performance • Listen to the Frontline • Push-Down Authority • Protect Your Culture • Try Unproven Technologies Source: Business Week, May 1, 2006
- Slides: 23