Chapter 10

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Chapter 10 Motivating Employees and Creating
Self-Managed Teams
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Chapter 10 Learning Goals

• What are the basic principles of Frederick
  Taylors concept of scientific management?
• What did Elton Mayos Hawthorne studies reveal
  about worker motivation?
• What is Maslows hierarchy of needs, and how do
  these needs relate to motivation?
• How are McGregors Theories X and Y used to
  explain worker motivation?
• What are the basic components of Herzbergs
  motivator-hygiene theory?

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Chapter 10 Learning Goals (contd.)

• What three contemporary theories on employee
  motivation offer insights into improving employee
  performance?
• How can managers redesign existing jobs to
  increase employee motivation and performance?
• What different types of teams are being used in
  organizations today?
• What initiatives are organizations using today to
  motivate and retain employees?

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Motivating Employees

• Employees are a firms most important resource but
  also most difficult to manage
• So, how can managers create a workplace that
  motivates employees and allows them to perform at
  their best?

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Evolution of Motivation Theory

• 1. Scientific Management
• 2. Hawthorne Studies
• 3. Hierarchy of Needs
• 4. Theories X and Y
• 5. Motivator-Hygiene Theory

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Scientific Management

• Designed by Fredrick Taylor
• Assumes all people are motivated by economic
  means
• Based on 4 principles
• Develop a scientific approach to each job element
• Scientifically select, train, teach, develop
  employees
• Encourage cooperation between workers managers
• Divide work among workers managers based on who
  is best suited for it

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The Hawthorne Studies

• Experimented with job design, length of work day
  and week, break times, and incentives
• Hawthorne Effect
• Social needs also play an important role in
  employee motivation

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Maslows Hierarchy of Needs

• Based on universal human needs
• Individuals act to meet their unmet needs
• Managers try to create workplace that will
  increase the likelihood that employees will meet
  all of their needs
• If appealing to an already met need, its hard to
  motivate an employee

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Maslows Hierarchy of Needs
Self-actualization needs
Esteemneeds
Social needs
Safety needs
Physiological needs
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McGregors Theories X and Y

• 2 contrasting sets of assumptions about human
  nature
• Theory X pessimistic
• Theory Y optimistic
• A managers view of human nature affects the way
  they motivate and manage employees
• McGregor believed Theory Y explained most
  employees

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Herzbergs Motivator-Hygiene Theory

• What do people really want from their work
  experience?
• Motivating factors create job satisfaction
• Hygiene factors create job dissatisfaction
• Proper management of hygiene factors can prevent
  dissatisfaction but cannot provide motivation
• Management needs to focus on job satisfiers

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Contemporary Views of Motivation

• Expectancy Theory
• Equity Theory
• Goal Setting Theory

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Expectancy Theory

• How motivated an employee is depends on
• The link between effort performance
• The link between performance outcome
• The link between outcomes individual needs

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Equity Theory

• Based on employees perception of how fairly they
  are being treated and the rewards they are
  receiving
• Outcomes-to-inputs ratio is compared to
• Past experience within the company
• Past experience outside the company
• Others experience within the company
• Others experience outside the company

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Equity Theory, cont.

• 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

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Equity Theory, cont.

• If employees perceive an inequity they will take
  action
• Managers need to understand employees
  perceptions and reduce concerns of inequity

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Goal Setting Theory

• Working toward a goal is primary source of
  motivation
• 3 components
• Specific goals
• Difficult goals
• Feedback
• Allow employees to participate in goal setting
  process

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Applying Motivational Theory

• Job Design
• Job enlargement
• Job enrichment
• Job rotation or cross training
• Work Schedule
• Compressed work week
• Flextime
• Job sharing
• Telecommuting

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Applying Motivational Theory, cont.

• Recognition, Empowerment, Economic Incentives
• Formal recognition
• Employee empowerment
• Monetary incentives
• Variable pay

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Using Teams

• Group Behavior
• Socialization
• Group cohesiveness
• Interpersonal cohesiveness strong bonds liking
  between people
• 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.
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Pros and Cons of Teams

• Cons
• take longer to reach solution
• members may suppress disagreement
• group may be dominated by a few individuals
• lack of accountability

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

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Using Teams, cont.

• Work Groups vs- Work Teams
• Work teams create synergy
• Types of teams
• Problem solving
• Self managed
• Cross functional
• Virtual

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Building Blocks of High Performance Teams

• 1. Skills of team members
• 2. Accountability
• 3. Commitment

• Problem solving
• Technical/functional
• Interpersonal
• Small number of members
• Mutual accountability
• Individual accountability
• Specific goals
• Common approach
• Meaningful purpose

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Trends in Motivation

• Education Training Opportunities
• Gives employees feelings of competence and
  self-worth
• Employee Ownership
• Gives employees feelings of responsibility for
  performance
• Work-Life Benefits
• Employees have less stress are more focused and
  productive

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• Review
• Motivation Theories
• Applying Motivational Theories
• Job Design
• Work Schedule Options
• Recognition, empowerment, economic incentives
• Teams
• Groups vs Teams
• Types of Teams
• High performance teams
• Trends
• Looking Ahead Exam 4