Ch 11 - motivating employees

Chapter 11 motivating employees 1 What is motivation MOTIVATION, the drive to satisfy a need, ultimately comes from WITHIN AN INDIVIDUAL. The job of a manager is to find each worker’s commitment, encourage it, and focus it on some common goal. 2 Why motivate employees The key to leadership success is: MOTIVATING OTHERS TO DO THEIR BEST. Losing an employee is costly. Hiring and retaining good employees is a major function of management. 3 Intrinsic vs. Extrinsic rewards An Intrinsic Reward is the good feeling you have when you have done a good job. An Extrinsic Reward is something given to you by someone else as recognition for good work and includes pay increases, praise, and promotions. 4 Intrinsic vs. extrinsic rewards 5 Intrinsic = Inside Feeling of Job Well Done Pride Sense of Achievement Praise Salary Increase Status Recognition Promotions Gifts Extrinsic = Outside Scientific management SCIENTIFIC MANAGEMENT viewed people as MACHINES that needed to be properly programmed. There was little concern for the psychological or human aspects of work. Much emphasis in some companies is still placed on conformity to work rules rather than on creativity, flexibility, and responsiveness. 6 Increase productivity by studying the most efficient ways of doing things and then teaching workers these methods; i.e., scientific management. Three elements of his approach were: time, methods, and rules of work. Time and motion studies break down the tasks needed to do a job and measure the time needed to do each task. Frederick taylor 7 The Hawthorne studies' results encouraged researchers to study human motivation and the managerial styles that lead to more productivity. The Hawthorne Effect refers to the tendency for people to behave differently when they know they're being studied. Mayo: The Hawthorne Effect 8 The hawthorne effect Elton Mayo and his colleagues from Harvard University came to the Hawthorne plant to test the degree of lighting associated with optimum productivity. However they discovered that the lighting was not the factor that improved the performance Mayo hypothesized that human or psychological factors caused increases in worker performance. The workers in the test room thought of themselves as a social group. The workers were involved in the planning of the experiments. The workers enjoyed the special atmosphere and additional pay for the increased productivity. 9 Motivation arises from need. One is motivated to satisfy unmet needs . When one need is satisfied, another higher-level need emerges to be satisfied. A satisfied need is no longer a motivator. Lower-level needs can pop up at any time and take attention away from higher-level needs. Maslow: Hierarchy of needs 10 Maslow’s hierarchy of needs Physiological: Basic survival needs including the need to drink, eat, and be sheltered from heat and cold. Safety: The need to feel secure at work and at home. Social: The need to feel loved, accepted, and part of the group. Esteem: The need for recognition and acknowledgment from others, as well as self-respect and a sense of status. Self-Actualization: The need to develop to your fullest potential. 11 Maslow’s hierarchy of needs 12 Physiological Needs Safety Needs Social Needs Esteem Needs Self- Actualization Unsatisfied Satisfied Herzberg’s motivating factors Psychologist Frederick Herzberg asked workers to rank various job-related factors in order of importance relative to motivation. The question was: What creates enthusiasm for workers and makes them work to full potential? 13 Herzberg’s motivating factors The most important motivating factors were the following: 1. Sense of achievement 2. Earned recognition 3. Interest in the work itself 4. Opportunity for growth 5. Opportunity for advancement 14 Others 6. Importance of responsibility 7. Peer and group relationships 8. Pay 9. Supervisor’s fairness 10. Company policies and rules 11. Status 12. Job security 13. Supervisor’s friendliness 14. Working conditions Herzberg’s 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 (sense of achievement was number one). They want to earn recognition (number two) and feel that their jobs are important (number six). They want responsibility (which is why learning is so important) and want recognition for that responsibility 15 Herzberg’s motivating factors 16 Job enrichment Both Maslow’s and Herzberg’s theories have been extended by job enrichment theory. Job enrichment is a motivational strategy that emphasizes motivating the worker through the job itself. Work is assigned to individuals so that they have the opportunity to complete an identifiable task from beginning to end. 17 Job Enrichment/Redesign Skill Variety Task Identity/Significance Autonomy Feedback Job Simplification Job Enlargement Job Rotation Job-oriented motivational techniques 18 The way in which managers go about motivating people at work depends greatly on their attitudes toward workers. Management theorist Douglas McGregor observed that managers’ attitudes generally fell into one of two entirely different sets of managerial assumptions, which he called Theory X and Theory Y McGregor’s Theories X and Y 19 Theory X- the manager has more negative assumptions about their workers Dislike Work Avoid Responsibility Little Ambition Forced/ Controlled/ Directed/ Threatened Motivated by Fear and Money Mcgregor’s theories X and Y 20 Theory Y – the manager has more positive assumptions about their workers Like Work Naturally work toward goals Seek responsibility Imaginative, Creative, Clever Motivated by Empowerment Mcgregor’s theories X and Y 21 MBO – Management by Objectives is a system of goal setting and implementation that involves a cycle of discussion, review, and evaluation of objectives among top- and middle-level managers, supervisors, and employees Goal-setting theory is based on the idea that setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions. Goal-setting theory (MBO) 22 Victor vroom: expectancy theory The amount of effort employees exert on a specific task depends on their expectations of the outcome. Expectation varies from individual to individual. Expectancy theory: employee questions What is the probability that I can perform at the required level if I try? What is the likelihood my performance will lead to the desired outcomes? What value do I place on the outcome? 23 How to use expectancy theory 24 How to use expectancy theory Determine rewards most valued by employees. Evaluate the performance level you seek. Make performance level attainable. Make reward valuable to employee. 25 Reinforcement theory 26 Theories: so what? Now that we have covered several theories, you may have realized that they try to explain all behaviour, by all people, all of the time. But this is impossible given the complexity of human behaviour. The value of being briefly introduced to different theories is that each theory offers some piece of the puzzle. No theory is complete, as people are very complex. 27 Building teamwork Open communication helps both top managers and team members understand the objectives and work together to achieve them. Having teams creates an environment in which learning can happen, because most learning happens at the peer level. Teamwork does not happen by itself. The entire organization must be structured to make it easy for managers and employees to talk to one another. 28 Motivation in the future The growth and competitiveness of businesses in general depends on a motivated, productive workforce. To sustain competitive advantage in the global marketplace, a company’s workforce must be engaged in continual improvement and innovation Motivation is largely internal, generated by workers themselves. Giving employees the freedom to be creative and rewarding achievement when it occurs will release their energy. 29 Motivation in the future Tomorrow’s managers will not be able to use any one formula for all employees. Rather, they will have to get to know each worker personally and tailor the motivational effort to the individual. The first step in any motivational program is to establish open communication among workers and managers so that the feeling generated is one of co-operation and teamwork. 30