Ch. 9 Motivation:
Motivating Employees and Building
Self-Managed Teams
INTRINSIC REWARDS
*The Value of
Motivation
*
• Intrinsic Rewards: Personal satisfaction felt for a
job well done.
• Kinds of Intrinsic Rewards:
- Pride in your
performance
- Sense of
achievement
10-2
EXTRINSIC REWARDS
*The Value of
Motivation
*
• Extrinsic Rewards: Something given as a
recognition of good work.
• Kinds of Extrinsic Rewards:
- Pay Raises
- Promotions
- Awards
10-3
*
FREDERICK TAYLOR: FATHER of
SCIENTIFIC MANAGEMENT
Frederick Taylor:
The Father of
Scientific
Management
*
LG1
• Scientific Management Studying workers to
determine the most efficient ways of doing things and
then teaching those techniques.
• Three Key Elements to Increase Productivity
1. Time
2. Methods of Work
3. Rules of Work
10-4
TAYLOR’S FOUR KEY
PRINCIPLES
*
Frederick Taylor:
The Father of
Scientific
Management
LG1
*
1. Study how a job is performed.
• Gather time & motion information.
• Check different methods.
2. Codify the best method into rules.
3. Choose workers whose skill matches the rules.
4. Establish a fair level of performance and pay.
10-5
*
TIME-MOTION STUDIES
Frederick Taylor:
The Father of
Scientific
Management
*
LG1
• Time-Motion Studies: Studies of which tasks must
be performed to complete a job and the time needed
to do each task.
• Led to the development of the Principle of
Motion Economy: Every job can be broken down
into a series of elementary motions; developed by
Frank and Lillian Gilbreth.
10-6
HAWTHORNE STUDIES:
PURPOSE AND RESULTS
*
Elton Mayo and
the Hawthorne
Studies
LG2
*
• Researchers studied worker efficiency under
different levels of light. (Elton Mayo, Harvard)
• Productivity increased regardless of light
condition.
• Researchers decided it was
a human or psychological
factor at play.
• Hawthorne Effect: People
act differently when they know
they are being studied.
10-7
MASLOW’S
THEORY of MOTIVATION
*
Motivation and
Maslow’s
Hierarchy of
Needs
LG3
*
• Hierarchy of Needs: Theory of motivation
based on unmet human needs from basic
physiological needs to safety, social and
esteem needs to self-actualization needs.
• Needs that have already been met do not
motivate.
• If a need is filled, another higher-level need
emerges.
10-8
MASLOW’S
HIERARCHY of NEEDS
*
Motivation and
Maslow’s
Hierarchy of
Needs
LG3
*
10-9
HERZBERG’S
MOTIVATING FACTORS
*Herzberg’s
Motivating
Factors
LG4
*
• Herzberg’s research centered on two questions:
- What factors controlled by
managers are most
effective in increasing
worker motivation?
- How do workers rank jobrelated factors in order of
importance related to
motivation?
10-10
*Herzberg’s
JOB CONTENT
Motivating
Factors
LG4
*
• Herzberg: Found that job
content factors were most
important to workers.
Workers like to feel they
contribute to the company.
• Motivators: Job factors that
cause employees to be
productive and that give them
satisfaction.
10-11
*Herzberg’s
JOB ENVIRONMENT
Motivating
Factors
LG4
*
• Job environment factors maintained satisfaction
but did not motivate employees.
• Hygiene Factors: Job factors that can cause
dissatisfaction if missing but that do not necessarily
motivate employees if increased.
10-12
*
HERZBERG’S MOTIVATORS and Herzberg’s
HYGIENE FACTORS
Motivating
Factors
LG4
Motivators
Work itself
Achievement
Recognition
Responsibility
Growth and
advancement
*
Hygiene Factors
Company policy and
administration
Supervision
Working conditions
Interpersonal relations
Salary, status and job
security
10-13
*
COMPARISON of the THEORIES Herzberg’s
of MASLOW and HERZBERG
Motivating
Factors
LG4
*
10-14
*McGregor’s
THEORY X and THEORY Y
Theory X and
Theory Y
*
LG5
• Douglas McGregor proposed managers had two
different sets of assumptions concerning workers.
• Their attitudes about motivating workers was tied
to these assumptions.
• McGregor called them Theory X and Theory Y.
10-15
ASSUMPTIONS of
THEORY X MANAGERS
*McGregor’s
Theory X and
Theory Y
LG5
*
• Workers dislike work and seek to
avoid it.
• Workers must be forced or
threatened with punishment to get
them to perform.
• Workers prefer to be directed and
avoid responsibility
• Only effective motivators are fear
and money.
10-16
ASSUMPTIONS of
THEORY Y MANAGERS
*McGregor’s
Theory X and
Theory Y
LG5
*
• People like work, it’s a part of life.
• Workers seek goals they are committed toward.
• Commitment to goals depends on perceived
rewards.
• People can use creativity to solve problems.
• Intellectual capacity is only partially realized.
• People are motivated by a variety of rewards.
10-17
*
GOAL-SETTING THEORY
Goal-Setting
Theory and
Management by
Objectives
LG6
• Goal-Setting Theory: Setting ambitious, but
attainable goals can motivate workers and improve
performance if the goals are accepted,
accompanied by feedback, and facilitated.
*
• Management by Objectives (MBO): Involves a
cycle of discussion, review and evaluation of
objectives among top and middle-level managers,
supervisors and employees.
• Managers formulate goals in cooperation with
everyone. Monitor results and reward achievement.
10-18
EXPECTANCY THEORY in
MOTIVATION
*
Goal-Setting
Theory and
Management by
Objectives
LG6
• Expectancy Theory: The amount of effort
*
employees exert on a specific task depends on their
expectations of the outcome.
• Employees ask:
• Can I accomplish the task?
• What’s my reward?
• Is the reward worth the effort?
• Expectations can vary from person to person.
10-19
*
5 CHARACTERISTICS of WORK
Motivation
Through Job
Enrichment
LG7
• Job Enrichment: A motivational strategy
that emphasizes motivating the worker
through the job itself.

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback
*
10-20
*
TYPES of JOB ENRICHMENT
Motivation
Through Job
Enrichment
*
LG7
• Job Enlargement: A job enrichment strategy that
involves combining a series of tasks into one
challenging and interesting assignment.
• Job Rotation: A job enrichment strategy that
involves moving employees from one job to
another.
10-21
*
USING OPEN COMMUNICATION
Motivating
Through Open
Communication
LG7
*
• Create a culture that rewards
listening.
• Train managers to listen.
• Use effective questioning
techniques.
• Remove barriers to open
communication.
• Ask employees what’s important
to them.
10-22
*
RECOGNIZING GOOD WORK
Recognizing a
Job Well Done
LG7
*
• Raises are not the only ways to recognize an
employee’s performance. Recognition can also
include:
- Paid time off
- Flexible scheduling
- Work from home opportunities
- Paid child or elder care
- Stock options or profit sharing
- Company awards
- Company events or teams
10-23
*
WORK WELL with OTHERS
Keys for Productive Teamwork
Recognizing a
Job Well Done
LG7
*
• Have a common
understanding of your task.
• Clarify roles and
responsibilities.
• Set rules.
• Get to know each other.
• Communicate openly and
often.
Source: Wall Street Journal Research, September 2007.
10-24
MOTIVATING ACROSS the
GENERATIONS
*
Motivating
Employees
Across
Generations
*
LG8
• Baby Boomers (1946 – 1964)
- Experienced great economic prosperity, job
security, optimism about their future
• Generation X (1965 – 1980)
- Raised in dual-career families, attended day care,
feeling of insecurity about jobs
• Generation Y or Millenials (1980 – 2000)
- Raised by indulgent parents, used to many
comforts like computers and cell phones
10-25
GENERATION X in the
WORKPLACE
*
Motivating
Employees
Across
Generations
*
LG8
• Desire economic security but focus more on
career security more than job security.
• Good motivators as managers due to emphasis
on results rather than work hours.
• Tend to be flexible and good at collaboration and
consensus building.
• Very effective at giving employee feedback and
praise.
10-26
GENERATION Y in the
WORKPLACE
*
Motivating
Employees
Across
Generations
LG8
*
• Tend to be impatient, skeptical, blunt and
expressive.
• Are tech-savvy and able to grasp new concepts.
• Able to multi-task and are efficient.
• Highlight a strong sense of commitment.
• Place a high value on work-life balance.
• Fun and stimulation are key job requirements.
10-27
*
IN CONCLUSION
Progress
Assessment
*
• Why is it so important to understand motivation in
the workplace?
• Why is it important to adjust motivational styles to
individual employees?
• Are there any general principles of motivation that
today’s managers should follow?
10-28