Motivating Employees

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Motivating Employees

• Business Organization and Management 120

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Importance of Motivation

• If work is such fun, how come the rich dont do
  it?
• - Groucho Marx
• Intrinsic reward personal satisfaction you feel
  when you perform well and complete goals
• Extrinsic reward something given to you by
  someone else as recognition for good work
• Pay increases, praise, promotions

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Maslows Hierarchy of Needs

• Based on the idea that motivation comes from
  need.
• If a need is met, its no longer a motivator, so
  a higher-level need becomes the motivator.
• E.g. if you eat a full-course dinner, hunger
  would not be a motivator and your attention can
  turn to safety needs
• Higher-level needs demand the support of
  lower-level needs.
• If you are thirsty, it will take you back to the
  physiological need

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Herzbergs Motivating Factors

• Herzbergs study asked workers to rank various
  job-related factors in order of importance
  relative to motivation.

Sense of accomplishment Earned recognition Interest in the work itself Opportunity for growth Opportunity for advancement Importance of responsibility Peer and group relationships Pay Supervisors fairness Company policies and rules Status Job security Supervisors friendliness Working conditions
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Herzbergs Motivating Factors

• Herzberg noted that the factors receiving the
  most votes were clustered around job content.
  Workers like to feel that they contribute to the
  company.
• Motivators job factors that cause employees to
  be productive and that give them satisfaction
• Hygiene factors job factors that can cause
  dissatisfaction if missing but that do no
  necessarily motivate if increased.

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Herzbergs Motivating Factors
Motivators (These factors can be used to motivate workers) Hygiene (Maintenance Factors) (These factors can cause dissatisfaction, but changing them will have little motivational effect)
Work itself Achievement Recognition Responsibility Growth and advancement Company policy and administration Supervision Working conditions Interpersonal relations (co-workers) Salary, status and job security
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McGregors Theory X and Theory Y

• McGregor observed that managers attitudes
  generally fall into one of two entirely different
  sets of managerial assumptions Theory X and
  Theory Y.

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McGregors Theory X and Theory Y

• Theory X assumptions
• The average person dislikes work and will avoid
  it if possible
• Because of this dislike, workers must be forced,
  controlled, directed, or threatened with
  punishment to make them put forth the effort to
  achieve the organizations goals
• The average worker prefers to be directed, wishes
  to avoid responsibility, has relatively little
  ambition and wants security.
• Primary motivators are fear and money.

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McGregors Theory X and Theory Y

• Theory Y
• Most people like to work it is as natural as
  play or rest.
• Most people naturally work towards goals to which
  they are committed.
• The depth of a persons commitment to goals
  depends on the perceived rewards for achieving
  them.
• Under certain conditions, most people not only
  accept but also seek responsibility.
• People are capable of using a relatively high
  degree of imagination, creativity, and cleverness
  to solve problems.
• In industry, the average persons intellectual
  potential is only partially realized.
• People are motivated by a variety of rewards.

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McGregors Theory X and Theory Y

• Theory X managers suspect that employees cannot
  be fully trusted and need to be closely
  supervised. They are busy, tell people what to do
  and how to do it.
• The trend in many businesses is towards Theory Y
  managers.