Motivating Employees and Creating SelfManaged Teams Chapter 10
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Motivating Employees and Creating Self-Managed Teams Chapter 10
Chapter Overview 1. Evolution of Motivation Theory 2. Contemporary Views on Motivation 3. Applying Motivation Theory 4. Using Teams to Motivate 5. Trends in Motivating Employees
Evolution of Motivation Theory 1. Scientific Management 2. Hawthorne Studies 3. Hierarchy of Needs 4. Theories X and Y 5. Motivator-Hygiene Theory
Principles of Scientific Management 1. Develop a science of every job element 2. Scientifically select, train, & instruct workers 3. Cooperation between workers & managers 4. Match individuals to well-suited tasks and responsibilities
Hawthorne Studies Hawthorne Effect: The phenomenon that employees perform better when they feel singled out for attention or feel that management is concerned about their welfare
Maslow’s Hierarchy of Needs Selfactualization needs Esteem needs Social needs Safety needs Physiological needs
Mc. Gregor’s Theories of Human Motivation Theory X Theory Y people dislike work is as natural as play people need to be controlled, & threatened people avoid responsibility & value security people respond to positive incentives people enjoy responsibility & like to solve problems
Herzberg’s Motivator-Hygiene Theory Motivating factors: intrinsic job elements that lead to worker satisfaction Hygiene factors: extrinsic elements of the work environment that, if not managed well, lead to worker dissatisfaction
Contemporary Motivation Theory 1. Expectancy Theory 2. Equity Theory 3. Goal-Setting Theory
Expectancy theory: The probability of a behavior depends on: (1) strength of individual’s belief that the behavior will have a particular outcome, and (2) whether the individual values the outcome
Equity theory: Worker satisfaction is influenced by employees’ perceptions about how fairly they are treated compared with their coworkers
Equity Theory Upward social comparison: comparing oneself to another who is better off on a particular attribute ® frequently results in decreased satisfaction Downward social comparison: comparing oneself to another who is worse off on a particular attribute ® frequently results in increased satisfaction
Applying Motivation Theory 1. Motivational job design – job enlargement – job enrichment – job rotation 2. Work scheduling options – job sharing 3. Recognition, empowerment, & economic incentives – variable pay
Job Characteristics Model 1. Skill variety 2. Task identity – task has visible results 3. Task significance 4. Autonomy – employee freedom and independence 5. Task feedback – working on task provides performance feedback Source: Hackman & Oldham, 1976, Organizational Behavior and Human Performance, v. 16, pp. 250 -279.
Group cohesiveness: the degree to which group members want to stay in the group and tend to resist outside influences
2 Types of Cohesiveness 1. Interpersonal cohesiveness: strong bonds & liking between people 2. Task cohesiveness: strong commitment to the group task among members Cohesiveness can increase team performance, but interpersonally cohesive teams may lack task focus Source: Kenrick et al. , Social Psychology, p. 441.
Pros and Cons of Teams Pros: Cons: • more information & knowledge • can generate more alternatives • often higher-quality decisions • group participation increases acceptance of solutions • take longer to reach solution • members may suppress disagreement • group may be dominated by a few individuals • lack of accountability
Types of Teams 1. Problem-solving within one area within one management level 2. Cross-functional within one management level across different areas 3. Self-managed autonomous
Building Blocks of High Performance Teams 1. Skills 2. Accountability 3. Commitment • • • Problem solving Technical/functional Interpersonal Small number of members Mutual accountability Individual accountability • Specific goals • Common approach • Meaningful purpose
Trends in Motivation Improved Education & Training Increased Employee Ownership More Work-Life Benefits ·Deloitte & Touche consulting firm offers Work/life Balance options: reduced hours, reduced workload, continuing part-time, flextime, telecommuting, assistance programs (Source: Deloitte & Touche, www. dttus. com)
- Motivating and satisfying employees and teams
- Chapter 10 motivating and satisfying employees and teams
- Motivating and satisfying employees and teams
- Motivating and satisfying employees and teams
- Copyright
- Chapter 10 motivating employees
- Chapter 10 motivating employees
- Chapter 10 motivating employees
- Herzberg’s two-factor theory
- Motivating employees without money
- Creating extraordinary teams
- Motivating yourself and others
- Leading and motivating a team
- Chapter 8 training and developing employees
- Chapter 8 training and development
- Chapter 9 attracting and retaining the best employees
- Motivating parallelism
- How to motivate esl students
- Designing motivating jobs
- Cmo-t examples
- Reinforcement indicator examples