Chapter Ten

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Chapter Ten

• Motivatingthe Work Force

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To achieve organizational objectives, employees
must have the

• Motivation
• Ability (knowledge skills)
• Tools (proper training equipment)to perform
  their jobs.

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Human Relations

• The study of . . .

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Human Relations

• involves motivating employees to achieve
  organizational objectives efficiently and
  effectively.

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How can we

• Boost workplace morale,
• Maximize employee productivity and creativity,
• Motivate a diverse workforce?

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Morale
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Good Morale

• Contributes to high levels of productivity
• Often contributes to higher profits
• Usually makes it a nicer place to work

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Good Morale

• Often has a positive impact on employee health
  and may reduce stress
• Improves loyalty, reduces turnover and absenteeism

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Poor Morale

• May lead to low productivity
• May cause high rates of absenteeism and worker
  turnover

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Human Relations . . .

• Boosts workplace morale,
• Maximize employee productivity and creativity,
• Motivate a diverse workforce?

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Motivation

• the inner drive that directs a persons behavior
  toward goals

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Motivation . . .

• . . . begins with needs

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How Needs Motivate People

• Needs Theory suggests that people take actions or
  do things which lead to the satisfaction of their
  needs.

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The Motivation Process
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Worker Satisfaction

• More Older Workers Are Satisfied with Their
  Current Employers
• Age Satisfied
• under age 35 58
• 35 - 54 70
• 55 and older 93

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Motivation

• Motivating workers and looking for ways to
  increase productivity have been the focus of
  researchers and management theorists throughout
  the 20th century.

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Historical Perspectiveson Employee Motivation

• Classical Theory of Motivation(Frederick W.
  Taylor)
• The Hawthorne Studies(Elton Mayo)

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Classical Theory

• Taylor Gilbreths conducted time motion
  studieslooking for the one-best-way to perform
  each task.
• These studies gave birth to the study of human
  relations.

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Classical Theory

• Led to the application of scientific principles
  to management.
• Money is the sole motivator for workers.

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The Hawthorne Studies

• Conducted by Elton Mayo at the Hawthorne Works
  Plant of Western Electric Co. (1924-1932).

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The Hawthorne Studies

• These experiments marked the beginning of a
  concern for human relations in the work place.
• They revealed that human factors do influence
  workers behavior.

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The Hawthorne Studies

• These studies also revealed that managers who
  understand the needs, beliefs, and expectations
  of people have the greatest success in motivating
  them.

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Theories of Employee Motivation

• Maslows
• Herzbergs
• McGergors

• Ouchis
• Equity Theory
• Vrooms

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Maslows Hierarchy of Needs
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The Real Lesson of Maslows Hierarchy . . .

• . . . Employees will be motivated to contribute
  to organizational goals only if they are able to
  satisfy their own physiological, security and
  social needs through their work.

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Theories of Employee Motivation

• Maslows Hierarchy of Human Needs
• Herzbergs Two-Factor Theory

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Herzbergs Two-Factor Theory

• Hygiene Factors
• Company policies
• Supervision
• Working conditions
• Salary
• Security

• Motivational Factors
• Achievement
• Recognition
• The work itself
• Responsibility
• Advancement

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Theories of Employee Motivation

• Maslows Hierarchy of Human Needs
• Herzbergs Two-Factor Theory
• McGergors Theory X and Theory Y

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Theory X and Theory Y

• Theory X
• Management view that assumes workers generally
  dislike work and must be forced to do their jobs.
• Theory Y
• Management view that assumes workers like to work
  and under proper conditions, employees will seek
  responsibility to satisfy social, esteem, and
  self-actualization needs.

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Theories of Employee Motivation

• Maslows Hierarchy of Human Needs
• Herzbergs Two-Factor Theory
• McGergors Theory X and Theory Y

• Ouchis Theory Z

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Ouchis Theory Z

• Incorporates many elements (trust, intimacy,
  etc.) associated with the Japanese approach to
  management.
• Stresses employee participation in all aspects of
  decision making.

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How U.S. Companies Use Theory Z

• Quality Circles
• Participative Management
• Employee Involvement
• Self-directed Work Teams

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Comparison of American, Japanese, and Theory Z
Management Styles
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Comparison of American, Japanese, and Theory Z
Management Styles
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Theories of Employee Motivation

• Maslows Hierarchy of Human Needs
• Herzbergs Two-Factor Theory
• McGergors Theory X and Theory Y

• Ouchis Theory Z
• Equity Theory
• Vrooms Expectancy Theory

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Other Theories of Motivation
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Equity Theory

• People contribute to an organization according to
  their perception or assessment of the fairness,
  or equity of the rewards they will receive.

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Equity Theory

• One compares his/her I/O ratio to the I/O ratio
  of a comparison other to determine if treatment
  is fair or equitable.

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Equity Theory

• Managers should avoid equity problems by ensuring
  that treatment and rewards are distributed fairly
  and based on performance.
• Everyone should understand the basis for their
  pay and benefits.

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Other Theories of Motivation
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Expectancy Theory

• One tends to be motivated by ones perception of
  how likely they are to receive something
  desirable.
• If a desired reward is expected its likely to
  be a motivator.

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Theories of Employee Motivation

• Maslows Hierarchy of Human Needs
• Herzbergs Two-Factor Theory
• McGergors Theory X and Theory Y

• Ouchis Theory Z
• Equity Theory
• Vrooms Expectancy Theory

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Strategies for Motivating Employees

• Behavior ModificationB.F. Skinner

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Strategies for Motivating Employees

• Behavior ModificationB.F. Skinner
• Job Design Strategies
• Management by Objectives (MBO)

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Behavior Modification

• Relating consequences to behavior
• Changing behavior, encouraging appropriate
  actions.
• Reward appropriate behavior?
• Attempt to redirect inappropriate behavior.

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Strategies for Motivating Employees

• Behavior ModificationB.F. Skinner
• Job Design Strategies

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Job Design Strategies

• Job Rotation Exposes employees to a variety
  of tasks as they move from one job to
  another.
• Job enlargement Teaches employees new tasks
  in their present job.
• Job enrichment Gives employees more control
  and authority in their present job, along
  with additional tasks.

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Job Design Strategies

• Flexible Allow employees to work schedules
  scheduling other than the traditional
  40-hour-per- strategies week 9-to-5 job to
  accommodate their personal needs.
• Management Involves employees in their own
  goal-by objectives setting process they set
  their own objectives, are evaluated, and
  receive rewards based on their achievement of
  those objectives.

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Strategies for Motivating Employees

• Behavior ModificationB.F. Skinner
• Job Design Strategies
• Management by Objectives (MBO)

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Steps in Managementby Objectives
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MBO

• Employees are involved in goal-setting,
• Positive focus, emphasizing what must be done,
• May be time consuming and expensive,
• Results usually worth the additional costs.

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Flextime, Showing Core and Flexible Hours
CoreTime
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Favorite Techniques by CEOs for Staying Motivated

• Finding a new challenge inside 63.9the business
• Exercising 8.5
• Finding a new challenge outsidethe business 6.0
• Taking time off 3.9
• Praying 3.2
• Listening to a motivational audiotape 2.8
• Attending a motivational speech 1.8

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Why Workers DontShow Up
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Road Warrior Stress
One in four business professionals say their
stress is raised by business travel. Travelers
who say these cause stress on the road
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Importance of Motivational Strategies

• Are efforts and techniques used to improve
  worker motivation just a myth?

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Importance of Motivational Strategies

• Motivational efforts are more than just a tool to
  boost productivity.
• Motivation is a process that affects all the
  relationships within an organization.

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Importance of Motivational Strategies

• Employees are motivated by the nature of the
  relationships they have with their supervisors, .
  . .
• And by the nature of their jobs, . . .
• And the characteristics of the organization.

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Importance of Motivational Strategies

• While motivation comes from within each
  individual organizations, and their culture, can
  create a climate which can increase satisfaction
  and productivity.

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Managers can nurture motivation by being

• Honest
• Supportive
• Empathetic

• Accessible
• Fair
• Open

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Motivated employees are typically found in some
of the most competitive and profitable companies.