Chapter 4:
Creating a Positive Work Environment
• Employee Expectations and
Needs
• Motivation
• Theories of Motivation
• Applying Theory to Reality:
Limiting Factors
• Building a Positive Work Climate
• Focus: The Individual
• Focus: The Job
• Focus: The Supervisor
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Employee Expectations and Needs:
• Technical competence.
• Act like a boss (make decisions,
take stands, stay in charge).
• Be fair, treat them equally.
• Feedback on performance (and for
you to listen).
• New supervisor to observe themresist change to work customs.
• Treat the like human beings, know
who they are, what they do, how
well they do it.
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Motivation:
• Motivation is what makes
people tick: the needs, desires,
fear, and aspirations within
that makes you do what you
do. It is the why in human
behavior.
• Motivation comes from
within, You cannot motivate
people to do good work, but
by getting to know your
employees you can activate
their own motivations.
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Theories of Motivation
• Motivation Though Fear:
uses coercion, threats, and
punishment.
• Carrot-and-Stick: combines
fear with incentives.
• Economic Man (person):
Frederic Taylor- money is the
only thing that people work for.
• Human Relations Theory: If
workers are treated as people
they will get the job done.
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Maslow’s Hierarchy of Needs
Self Fulfillment
Self-actualization: the
desire to fulfill one’s
own potential
Ego needs
Social Needs
Safety Needs
Physiological Needs
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Theories of Motivation Continued:
• Theory Y(McGregor): If you get
people to work that will fill a basic
need: Their own motivation will
take care of performance.
• Behavior Modification: All
behavior is a function of its
consequences. To improves
performance give positive
reinforcement (attention, praise).
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Theories of Motivation Continued:
• Herzberg’s Motivation- Hygiene Theory:
Inadequacies in the job environment create
dissatisfaction (called dissatisfiers), hygiene or
maintenance factors. Certain factors in the job
itself provide motivation and satisfaction
(motivators).
• Hygiene factors are compensation,
supervision, working conditions, and company
policy.
• Motivators are recognition, responsibility,
achievement, advancement, and work itself.
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Applying Theory to Reality:
Limiting Factors
• Nature of many jobs: dull, unchallenging,
and boring.
• Company policy, administration, and
management philosophy. You must be in
harmony with the companies goals, and
meet with rules and regulations.
• Extent of your responsibility, authority,
and resources.
• Kinds of people that work for you ( I am
only working here until…).
• Development of employees.
• Time.
• Constant pressures.
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Building a Positive Work Climate
• Morale: a group spirit with
respect to getting the job done.
• Morale is made up of individual
attitudes toward the work that
pass quickly from one person to
another until everyone in the
group shares the mood.
• High morale is the best thing that
can happen in a enterprise.
• To build a positive work climate
focus on: the individual, the job
and the supervisor.
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Focus: The Individual
• Get to know your people.
• Deal with security needs:
inform, train, structure the
work, support, give positive
reinforcement, evaluate,
praise, build confidence.
• Deal with social needs: satisfy
the need for acceptance- make
people feel comfortable, coach
them, encourage them, get
them on your side.
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Reward You Employees
• Give recognition in a positive manner.
• Don’t pit employees against each other
in a contest.
• Recognize all employees- not just top
performers.
• Use an objective criterion to give
rewards.
• Recognize employees in a timely
manner.
• Occasionally reward when it is least
expected.
• Tie award to true accomplishments.
• Make rewards of appropriate value.
• Rewards should be something desired
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by employees.
Focus: The Individual Continued
• Develop you workers
through training, feedback,
encouragement, support,
positive reinforcement, and
involving them.
• Empower your employeesgive them additional
responsibility, and
authority.
• Continue to develop
yourself.
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Focus: The Job
• Provide an attractive, safe,
and secure job environment.
• Put the right person in the
right job.
• Make the job interesting and
challenging.
• Delegate.
• Rearrange work to add
responsibility, challenges, etc.
• Arrange team responsibility
for an entire unit of work.
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Job Loading vs. Job Enrichment
• Job Enrichment: shifting the
way things are done to provide
more responsibility for one’s
work and more opportunity for
achievement and recognition.
• Job Loading: Building in job
motivators to enrich jobs. This
does not mean additional, but
similar tasks.
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Focus: The Supervisor
• The supervisor holds the
key to a good work
climate.
• Employees can be
motivated though the
supervisors enthusiasm
and expectations.
• Establish a climate of
honesty.
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Set a Good Example
• Role Model- you set a
example that your
workers will copy.
• Management By
Example- If you want
a fair days work from
employees give a fair
days work to them.
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