Motivating Employees and Creating SelfManaged Teams

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Motivating Employees and Creating Self-Managed
Teams

• Chapter 10

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I. Evolution of Motivation Theory

• A. Scientific Management
• 1. Develop a scientific approach for each
  element of a job
• 2. Scientifically selecting and training
  workers
• 3. Match individuals to well-suited tasks and
• responsibilities
• B. Hawthorne Studies/Hawthorne effect
• attention, caring, observation
  productivity

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C. Maslows Hierarchy of Needshumans satisfy
needs and are motivated to fulfillhigher-level
needs
Self-actualization needs
Esteemneeds
Social needs
Safety needs
Physiological needs
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D. Theories of Human Motivation

• 1. Theory X- people dislike work, people need to
  be controlled threatened, people avoid
  responsibility
• 2. Theory Y- work is as natural as play, people
  respond to positive incentives, people enjoy
  responsibility like to solve problems
• 3. Theory Z - employees participate in goal
  setting, problem solving, decision making,
  designing and implementing changes. Motivation
  is increased because workers feel appreciated.

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E. Herzbergs Motivator-Hygiene Theory

• Motivating factors
• intrinsic job elements that lead to worker
  satisfaction (e.g. achievement, recognition,
  advancement, responsibility)
• Hygiene factors
• extrinsic elements of the work environment that,
  if not managed well, lead to worker
  dissatisfaction (e.g. salary, job security,
  working conditions, company policies)

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II. Contemporary Motivation Theories

• A. Expectancy Theory
• 1. Employees expect that the amount of effort
  leads to a certain performance level.
• 2. Employees expect that their performance
  level leads to certain outcomes
• 3. Employees expect the outcome will satisfy
  their personal needs.
• (employees expect something in return for their
  efforts)

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• B. Equity Theory - Worker satisfaction is
  influenced by employees perceptions about how
  fairly they are treated compared with their
  co-workers. Pay should be proportional to the
  employees contribution to the firm.
• 1. Upward social comparison comparing oneself to
  another who is better off on a particular
  attribute
• frequently results in decreased satisfaction
• 2. Downward social comparison comparing
  oneself to another who is worse off on a
  particular attribute
• frequently results in increased satisfaction

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• C. Goal-Setting Theory - an individuals
  intention to work toward a goal is a primary
  source of motivation.
• Three integral components of goal-setting theory
• -goals must be specific
• -goals must be challenging (not too easy/hard)
• -must provide feedback on employee progress
  toward goal

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III. Applying Motivation Theory

• A. Motivational job design
• 1. job enlargement ( no. variety of tasks)
• 2. job enrichment (more autonomy, responsibility,
  authority)
• 3. job rotation (shift from one job to another)
• B. Work scheduling options
• 1. Compressed workweek (4/10)
• 2. Flextime (start/stop times vary)
• 3. Job sharing (a job shared by 2 workers)
• 4. Telecommuting

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• C. Economic incentives
• -bonus, merit increases, addtl vacation,
• addtl benefits, etc.
• D. Non-economic incentives
• 1. Verbal praise
• 2. Recognition
• 3. Empowerment
• 4. Given new tasks
• 5. Asked to work on special projects
• and/or assignments

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• IV. Using Teams
• A. Understanding Group Behavior
• 1. Group cohesiveness - the degree to
  which
• group members want to stay in the
  group
• and tend to resist outside influences
• a. Interpersonal cohesiveness strong
  bonds
• liking between people
• b. Task cohesiveness strong
  commitment to the
• group task among members

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B. Types of Teams

• 1. Problem-solving
• Employees from same department, area of
  expertise, and level of hierarchy
• Meet to share information and discuss ways to
  improve processes and procedures in specific
  functional areas
• 2. Cross-functional
• Employees of same hierarchical level but
  different functional areas of the organization
• Allows people with various areas of expertise to
  pool resources, develop new ideas, solve
  problems, coordinate complex projects
• 3. Virtual team
• Employees from different geographic or
  organizational locations that use a combination
  of telecommunications and information
  technologies to come together
• Work together to accomplish a common goal but
  rarely meet face-to-face

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C. Pros and Cons of Teams

• Cons
• take longer to reach solution
• group may be dominated by a few individuals
• lack of accountability
• inequitable participation
• a member taking credit for someone elses ideas
• personality conflicts may hinder productivity

• Pros
• more information knowledge
• can generate more alternatives
• often higher-quality decisions
• group participation increases acceptance of
  solutions