10
Motivating the Workforce
McGraw-Hill/Irwin
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
10-2
The Nature of Human Relations
• What motivates employees to perform on the job
is the focus of human relations,
– The study of the behavior of individuals and groups in
organizational settings
• Motivation
– The inner drive that directs a person’s behavior
toward goals
• Morale
– An employee’s attitude toward his or her job,
employer, and colleagues
10-3
The Motivation Process
Did You Know?
Absenteeism costs a
typical large company
more than $3 million a
year
10-4
Employee Attitudes Toward
Incentives
10-5
Historical Perspectives
on Employee Motivation
• Classical Theory of Motivation
– Money is the sole motivator for workers.
• The Hawthorne Studies
– Productivity increased regardless of the
physical conditions in the workplace—such as
light and noise levels.
10-6
Companies Giving Employees
Incentives to Improve Productivity
Source: Optimize Magazine Productivity 2004 study, in Marianne Kolbasuk McGee, “Behind the Numbers: Employee
Productivity Pays Off for Everyone,” Information Week, February 9, 2004, p. 76.
10-7
Maslow’s Hierarchy of Needs
SelfActualization
Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs
Source: adapted from Abraham H. Maslow, “A Theory of Human Motivation,” Psychology
Review 50 (1943): 370-396.
10-8
Herzberg’s Two-Factor Theory
• Hygiene Factors
–
–
–
–
–
Company policies
Supervision
Working conditions
Salary
Security
• Motivational Factors
–
–
–
–
–
Achievement
Recognition
The work itself
Responsibility
Advancement
10-9
McGregor’s 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
10-10
Theory Z
• A management philosophy that stresses
employee participation in all aspects of
company decision making
10-11
Comparison of American, Japanese,
and Theory Z Management Styles
10-12
Variations on Theory Z
•
•
•
•
Quality circles
Participative management
Employee involvement
Self-directed work teams
Did You Know?
Theory Z lets employees feel organizational
ownership, which may produce positive attitudinal
and behavioral effects for employees.
10-13
Other Motivational Theories
• Equity theory
• Expectancy theory
10-14
Strategies for Motivating
Employees
• Behavior modification
• Job design
10-15
Behavior Modification
• Changing behavior and
encouraging
appropriate actions by
relating the
consequences to the
behavior itself
– Reward
– Punishment
10-16
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
10-17
Flexible Scheduling Strategies
•
•
•
•
Flextime
Compressed work week
Job sharing
Telecommuting
Did You Know?
59% of companies with more than 5000 workers
allow job-sharing.
Source: Jim Owen, “In Pursuit of Job Sharing,” from http://usatoday.com/careers/features/feat009.htm (accessed June 8,
2001).
10-18
Flextime, Showing Core and
Flexible Hours
10-19
The Importance of
Motivational Strategies
• Fosters employee loyalty
• Boosts productivity
• Affects all relationships within the
organization
• Influences promotion, pay, job design,
training, and reporting relationships
10-20
Employee’s Definitions
of Success
Being trusted to get a job done
91%
Having power to make decisions
81%
Getting raises
74%
Getting promotions
66%
Gaining seniority
58%
Having the power to make decisions
that affect the company
58%
Source: Survey of 2,000 adults by Randstad North America, Atlanta as reported ;in Kemba J. Dunham,
“The Jungle/Focus on Recruitment, Pay and Getting Ahead,” Wall Street Journal, May 23, 2001, p. B12.
10-21
Solve the Dilemma
1. Which motivational theories are in use at
Eagle?
2. What is the value of getting employees to
compete against a goal instead of against one
another?
3. Put yourself in the shoes of one of the four
regional sales managers and argue against
potential cutbacks to the motivational program.
10-22
Explore Your Career Options
• What are some of the
considerations that you will
evaluate in deciding where to
take your first job?
– How would you go about
assessing offers in Jackson,
Mississippi versus Chicago,
Illinois?
10-23
Additional Discussion Questions
and Exercises
1.
What is meant by the equity theory? How can the
equity theory guide managers in dealing with
subordinates?
2.
In what areas are the typical American management
style and the typical Japanese style different?
3.
What is the main purpose of offering flexible
scheduling strategies for employees?
4.
What was the importance of Frederick W. Taylor’s and
Elton Mayo’s studies to human relations?
10-24
Chapter 10 Quiz
1.
Which of the following employee-motivation theories is
most similar to Japanese management styles?
a.
Theory X
b.
Theory Y
c.
Theory Z
d.
Frederick Taylor’s theory
2.
Which of the following is most likely to result in less
than 40 hours of employment?
a.
compressed workweek
b.
telecommuting
c.
flextime
d.
job sharing
10-25
Chapter 10 Quiz
3.
Which of Maslow’s hierarchy of needs is first to be
satisfied?
a. physiological needs
b. security needs
c. esteem needs
d. self-actualization needs
4.
The inner drive that directs behavior toward goals is
known as
1. motivation.
2. need.
3. objective.
4. morale.
10-26
Multiple Choice Questions
about the Video
1. According to the survey by Salary.com the average
worker slacks off about _____ hours per day.
a.
b.
c.
d.
0.5
1
1.5
2
2. Which of the following is NOT a reason given for
slacking off?
a.
b.
c.
d.
To compensate for not being paid enough
Surfing for personal reasons
Running errands
Stress
10-27