Motivating and Satisfying Employees and Teams Chapter Ten Motivating and Satisfying Employees and Teams Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Why do most people go to work? How does this graph telling us about motivation? Define motivation. MOTIVATION: TERM USED TO EXPLAIN PEOPLES’ BEHAVIOR IT IS THE INDIVIDUAL, INTERNAL PROCESS THAT ENERGIZES, DIRECTS, AND SUSTAINS BEHAVIOR. IT IS A PERSONAL “FORCE” THAT CAUSES ONE TO BEHAVE IN A PARTICULAR WAY. MORALE: THE EMPLOYEE’S FEELING TOWARDS THE JOB, SUPERIORS, AND THE FIRM ITSELF. LOW MORALE CAN LEAD TO HIGHER TURNOVER, ABSENTEEISM, AND POOR WORK PERFORMANCE Copyright © Cengage Learning. All rights reserved

Taylor’s Piece-Rate System Workers who exceeded their quota were rewarded by being paid at a higher rate per piece for all the pieces they produced FREDRICK W. TAYLOR AND THE SCIENTIFIC METHOD: SCIENTIFIC MANAGEMENT: THE APPLICATION OF SCIENTIFIC PRINCIPLES TO MANAGEMENT OF WORK AND WORKERS. MR. TAYLOR WAS A STEEL MANAGER AT MIDVALE AND HE DISLIKED WASTE AND INEFFICIENCY WORKERS WOULD WORK SLOWLEY BECAUSE THEY WERE AFRAID THAT THEY WOULD RUN OUT OF WORK. MR. TAYLOR SUGGESTED THAT EACH JOB SHOULD BE BROKEN UP INTO TASKS. MR. TAYLOR ALSO RECCOMENDED THAT: MANAGERS SHOULD DETERMINE THE BEST WAY TO PERFORM TASKS MANAGERS SHOULD DETERMINE THE JOB OUTPUT FOR EACH WORKER MANAGERS SHOULD TRAIN THEIR EMPLOYEES AND SELECT THE BEST PERSON TO DO THE JOB TAYLOR BELIEVED THAT PEOPLE WERE ONLY MOTIVATED BY $ * Money, however, is not a sole means of motivation What’s the problem with this system? Copyright © Cengage Learning. All rights reserved

Debate Issue: Should you motivate workers by using money? YES NO Copyright © Cengage Learning. All rights reserved

Debate Issue: Should you motivate workers using money? YES Money is an objective way of measuring an employee’s value to a firm. Some employees are motivated by money because they have a use or need for the money. Many research studies indicate that the use of the piece-rate system can improve an employee’s productivity while increasing take-home pay. NO In addition to money, there are other ways to reward employees. By the time they take out deductions, a pay raise is always less than the employee expected. Recent research indicates that the factors of the work to be performed, and recognition and achievement, are the real motivators for most workers. Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved The Hawthorne Studies Objective: to determine the effects of the work environment on employee productivity 1st experiment: productivity increased for both the experimental and control groups after lighting was varied in the workplace 2nd experiment: workers under a piece-rate system produced at constant rates Conclusions: human factors were responsible Workers had a sense of involvement by participating in the experiment Groups influenced output through workers’ desire for acceptance Human relations movement Employees who are happy and satisfied are motivated to perform better CONDUCTED BY SCIENTIST ELTON MAYO BETWEEN 1927-1932 @ WEST ELECTRIC COMPANY IN CHICAGO. DIMMED THE LIGHTS TO SEE IF THAT AFFECTED PERFORMANCE. (LIGHTS HAD NOTHING TO DO WITH IT). THE WORKERS ACTUALLY DID A BETTER JOB WHEN THE LIGHTS WERE DIMMED. THE SEPERATED WORKERS FELT A SENCE OF BEING SPECIALLY SELECTED SO THEY WORKED BETTER. THEY FELT INVOLVED TO PARTICIPATE IN ELTON’S STUDY WORKERS WOULD SLOW DOWN OR SPEED UP TO KEEP UP WITH GROUP. Copyright © Cengage Learning. All rights reserved

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Copyright © Cengage Learning. All rights reserved Describe diagram Copyright © Cengage Learning. All rights reserved

Abraham Maslow’s Hierarchy of Needs PHYSIOLOGICAL NEEDS: THE THINGS WE REQUIRE TO SURVIVE (IE FOOD, WATER, AND SHELTER) SAFTEY NEEDS THE THINGS WE REQUIRE FOR PHYSICAL AND EMOTIONAL SECURITY SOCIAL NEEDS: THE REQUIREMENTS FOR LOVE, AFFECTION, AND A SENSE OF BELONGING ESTEEM NEEDS: THE NEED FOR RESPECT AND RECOGNITION…A SENSE OF ACCOMPLISHMENT AND SELF WORTH. SELF ACTUALIZATION: THE NEEDS GROW AND DEVELOP AS PEOPLE BECOME ALL THAT THEY ARE CAPABLE OF BEING. (NEVER STOP IMPROVING) IF ONE LEVEL OF THE PYRAMID REMAINS UNSATISFIED, ONE CANNOT MOVE UP UNTILL THAT NEED IS SATISFIED Copyright © Cengage Learning. All rights reserved

Maslow’s Hierarchy of Needs A sequence of human needs (personal requirements) in the order of their importance Physiological needs—survival Safety needs—physical and emotional safety Social needs—love and affection and a sense of belonging Esteem needs—respect, recognition, and a sense of our own accomplishment and worth Self-actualization needs—to grow and develop and become all that we are capable of being Copyright © Cengage Learning. All rights reserved

Herzberg’s Motivation-Hygiene Theory Satisfaction and dissatisfaction are separate and distinct dimensions Motivation factors Job factors that increase motivation but whose absence does not necessarily result in dissatisfaction Hygiene factors Job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in higher levels of motivation. FREDRICK HERZBERG INTERVIEWS 200 ACCOUNTANTS AND ENGINEERS IN PITTSBURGH DURING THE 1950S DURING THE INTERVIEWS, HE ASKS THEM TO THINK OF A TIME WHEN THEY FELT ESPECIALLY GOOD ABOUT THEIR JOBS AND THEIR WORK THEN HE ASKED THEM WHAT FACTORS MADE THEM FEEL THE WAY THEY DID THEN HE ASKED THEM ABOUT A TIME WHEN THEY FELT BAD AT WORK GOOD AND BAD FEELINGS, AS HERZBERG FOUND OUT, DERIVE FROM A DIFFERENT SET OF FACTORS SEE FIG. 10.3 IN TEXTBOOK FOR MOTIVATION AND HYGENE FACTORS Give examples of motivation and hygiene factors on a job Copyright © Cengage Learning. All rights reserved

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Copyright © Cengage Learning. All rights reserved McGregor’s Theories Douglas McGregor Sets of assumptions about managerial attitudes and beliefs about worker behavior Theory X Generally consistent with Taylor’s scientific management Employees dislike work and will function only in a controlled work environment Theory Y Generally consistent with the human relations movement Employees accept responsibility and work toward organizational goals if they will also achieve personal rewards THEORY X: PEOPLE ARE GENERALLY LAZY AND DO NOT SEEK RESPONSIBILITY. THEY ONLY CARE ABOUT JOB SECURITY. MCGREGOR STATED THAT MOST MANAGERS BEHAVE IN ACCORDANCE WITH THEORY X, HOWEVER THEORY Y PROVIDES A MORE APPROPRIATE GUIDE AND DEEMS MORE EFFECTIVE FOR MANAGERIAL ACTION Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved THEORY Z DEVELOPED IN JAPAN BY WILLIAM OUCHI CALLS FOR: LIFETIME EMPLOYMENT FOR EMPLOYEES COLLECTIVE DECISION MAKING COLLECTIVE RESPONSIBILITY FOR OUTCOMES AND DECISIONS SLOW ELEVATION AND PROMOTION IMPLIED CONTROL MECHANISMS HOLISTIC CONCERN FOR EMPLOYEES AS PEOPLE NONSPECIALIZED CARRER PATHS Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved AMERICAN VIEWS SHORT-TERM EMPLOYMENT INDIVIDUAL DECISION MAKLING INDIVIDUAL RESPONSIBILITY OF OUTCOME AND DECISIONS RAPID EVALUATION AND PROMOTION EXPLICIT CONTROL MECHANISMS SPECIALIZED CARRER PATH EMPLOYEES ARE EMPLOYEES Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Reinforcement Theory Behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur Pavlovs’ Dogs How do you teach a dog tricks? DOES IGNORING A PROBLEM CAUSE IT TO DISAPPEAR? MANAGERS NEED TO ENGAGE IN POSITIVE REINFORCEMENT TO MOTIVATE EMPLOYEES. (MOST EFFECTIVE) PUNISHMENT SHOULD BE USED AS A LAST RESORT. Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Equity Theory What would happen if you worked as hard as someone else and they got a higher grade than you? Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Equity Theory Outcomes (self) Inputs (self) Outcomes (other) Inputs (other) compared with EQUITY THEORY: BASED ON THE PREMISE THAT PEOPLE ARE MOTIVATED TO OBTAIN AND PRESERVE EQUITABLE TREATMENT FOR THEMSELVES EQUITY: REFERS TO THE DISTRIBUTION OF REWARDSIN DIRECT PROPORTION TOT THE CONTRIBUTION OF EACH EMPLOYEE OF THE ORGANIZATION REWARDS SHOULD BE IN ACCORDANCE WITH THE INDIVIDUAL’S CONTRIBUTIONS EMPLOYEES WHO FEEL THEY ARE NOT BEING EQUITABLLY TREATED WILL TEND TO: WORK SLOWER OR NOT AS HARD ASK FOR A PAY RAISE LEAVE TO GET ANOTHER JOB COMPARE THEMSELVES TO OTHER WORKERS Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Expectancy Theory Would you work hard for a set of baseball tickets if there was a 1 00% chance of getting them? 10%? Would you work hard for a set of concert tickets? Would you work hard if there was only a 5% Would you work hard for a date with a movie star? MANAGERS NEED TO SET REASONABLE AND ATTAINABLE GOALS FOR THEIR EMPLOYEES TO MEET OR ELSE WORKERS WILL BECOME COMPLACENT OR STRESSED OUT TO REACH THOSE GOALS. GOOD MANAGERS CLARIFY THE GOALS TO THEIR EMPLOYEES AND CLEARLY TELL THEM WHAT NEEDS TO BE DONE AND WHEN IT NEEDS TO BE DONE. GOOD MANAGERS MUST RECOGNIZE THAT: THEIR EMPLOYEES WORK FOR A VARIETY OF REASONS (DIFFERENT THINGS MOTIVATE THEM) THESE REASONS MAY CHANGE OVERTIME (PERSON OUT OF COLLEGE VS PERSON ABOUT TO RETIRE) THEY MUST CLEARLY SHOW EMPLOYEES HOW THEY CAN ATTAIN THE OUTCOMES THEY DESIRE Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Expectancy Theory Copyright © Cengage Learning. All rights reserved

Goal-Setting Theory or Management by Objectives Employees are motivated to achieve goals they and their managers establish together Goals should be very specific, moderately difficult, and ones that the employee will be committed to achieve Rewards should be tied directly to goal achievement Why does this make sense? Copyright © Cengage Learning. All rights reserved

Management by Objectives Advantages Disadvantages PRACTICED BY MANAGEMENT GURU PETER DRUCKER Copyright © Cengage Learning. All rights reserved

Management by Objectives Advantages Motivates employees by involving them actively Improves communication Makes employees feel like an important part of the organization Periodic review enhances control Disadvantages Doesn’t work if the process doesn’t begin at the top of the organization Can result in excessive paperwork Some managers assign goals instead of collaborating on creating them Goals should be quantifiable Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved The Turnover Process Source: DeNisi/Griffin, Human Resource Management, Third Edition, © 2008 Houghton Mifflin Company. Copyright © Cengage Learning. All rights reserved

Key Motivation Techniques Identify the target behavior to be changed Measure existing levels of the behavior Reward employees who exhibit the desired behavior Measure the target behavior to check for desired change If no change, consider changing reward system If change has occurred, maintain reinforcement Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Flex time What’s flex time? FLEXTIME: A SYSTEM IN WHICH EMPLOYEES SET THEIR OWN WORK HOURS WITHIN CERTAIN LIMITS SET BY THEIR EMPLOYEERS CORE TIME: TIME EMPLOYEE IS REQUIRED TO BE AT WORK Sources: Management, Ninth Edition by Robert Kreitner. Copyright © by Houghton Mifflin Company and Organizational Behavior, by Ricky W. Griffin and Gregory Moorhead. Copyright © by Houghton Mifflin Company. Used with permission. Copyright © Cengage Learning. All rights reserved

Motivating by Changing the Job Part-time work Job sharing An arrangement whereby two people share one full-time position Telecommuting Working at home all the time or for a portion of the work week Why are these both ways of making a job better? What kinds of jobs would be made better using these techniques? PART TIME WORK: PERMANENT EMPLOYMENT IN WHICH INDIVIDUALS WORK LESS THAN A STANDARD WORK WEEK Copyright © Cengage Learning. All rights reserved

Using the Internet www.myevents.com http://www.hq.com/ Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Teams and Teamwork Teams Groups of employees functioning together as a unit to complete a common goal or purpose EMPOWERMENT: GIVING EMPLOYEES GREATER INVOLVEMENT IN THEIR JOBS AND IN THE OPERATIONS OF THE ORGANIZATION BY INCREASING THEIR PARTICIPATION IN DECISION MAKING. EMPLOYEE OWNERSHIP: DIRECTALLY REWARDS EMPLOYEES FOR THEIR ORGANIZATIONAL SUCCESS IE. (PROFIT SHARING AND OPTION BUYING) Copyright © Cengage Learning. All rights reserved

Stages of Team Development Forming Storming Norming Performing Adjourning Copyright © Cengage Learning. All rights reserved

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Stages of Team Development Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Types of Teams Problem-Solving Self-Managed Cross-Functional Virtual PROBLEM SOLVING TEAM: A TEAM OF KNOWLEDGABLE EMPLOYEES ASSIGNED TO TACKLE A HARD PROBLEM THE COMPANY FACES SELF-MANAGED TEAMS: SEE FIGURE 10.6 IN TEXTBOOK CROSS FUNCTIONAL TEAMS: TEAM MEMBERS HAVE VARIOUS SKILLS IN DIFFERENT AREAS AND ARE ABLE TO ACHIEVE A TASK EFFECTIVELY VIRTUAL TEAMS: TEAMS THAT COMMUNICATE VIA INTERNET (PERSONALLY LEAST EFFECTIVE) Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Task-specialist role Socioemotional role Dual role Nonparticipant role Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Roles within a team Task-specialist role Socioemotional role Dual role Nonparticipant role Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Teams and Teamwork What are some things that make a team closer? Copyright © Cengage Learning. All rights reserved

Factors That Enhance Team Cohesiveness Prestige and status Cooperative relationship High degree of interaction Relatively small size Similarity of members Superior public image of the group A common threat in the environment Source: Kreitner, Foundations of Management, Student Achievement Series, © 2008 by Houghton Mifflin Company. Copyright © Cengage Learning. All rights reserved

Emotional Intelligence (EQ) and Employee Motivation Two Aspects Understand yourself, your goals, intentions, responses, behavior, and all Understand others and their feelings Source: “Emotional Intelligence (EQ),” http://www.businessballs.com/eq.htm Copyright © Cengage Learning. All rights reserved

Emotional Intelligence (EQ) and Employee Motivation What is the intelligence quotient (or IQ)? What do you think we mean by EQ? What does EQ have to do with motivation? Source: “Emotional Intelligence (EQ),” http://www.businessballs.com/eq.htm Copyright © Cengage Learning. All rights reserved

Emotional Intelligence (EQ): The Five Domains Knowing your emotions Managing your emotions Motivating yourself Recognizing and understanding other people’s emotions Managing the emotions of others Source: “Emotional Intelligence (EQ),” http://www.businessballs.com/eq.htm Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Chapter Quiz The main idea conveyed in Frederick Taylor’s findings was that most people are motivated only by money. people are motivated for a variety of reasons other than pay. people do not expect to get paid much for their work. employees’ biggest fear is that of losing their jobs. people expect to get paid much more than they are currently getting. Physiological needs concern an employee’s desire for security. survival. a sense of belonging. self-worth. self-direction. Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Chapter Quiz Goal-setting theory suggests that employees are more motivated to achieve goals that they and their manager have established together. to achieve goals that they establish on their own. when management empowers them to make their own decisions. when their expected outcomes or goals do not change over time. to achieve goals that management establishes and clearly communicates to employees. Job redesign is a type of flextime. telecommuting. job enlargement. job enrichment. job enhancement. Copyright © Cengage Learning. All rights reserved

Copyright © Cengage Learning. All rights reserved Chapter Quiz (cont’d) The stage of team development in which the team begins to stabilize is called forming. storming. performing. norming. adjourning. Copyright © Cengage Learning. All rights reserved

Answers to Chapter Quiz The main idea conveyed in Frederick Taylor’s findings was that most people are motivated only by money. (Correct) people are motivated for a variety of reasons other than pay. people do not expect to get paid much for their work. employees’ biggest fear is that of losing their jobs. people expect to get paid much more than they are currently getting. Physiological needs concern an employee’s desire for security. survival. (Correct) a sense of belonging. self-worth. self-direction. Copyright © Cengage Learning. All rights reserved

Answers to Chapter Quiz Goal-setting theory suggests that employees are more motivated to achieve goals that they and their manager have established together. (Correct) to achieve goals that they establish on their own. when management empowers them to make their own decisions. when their expected outcomes or goals do not change over time. to achieve goals that management establishes and clearly communicates to employees. Job redesign is a type of flextime. telecommuting. job enlargement. job enrichment. (Correct) job enhancement. Copyright © Cengage Learning. All rights reserved

Answers to Chapter Quiz (cont’d) The stage of team development in which the team begins to stabilize is called forming. storming. performing. norming. (Correct) adjourning. Copyright © Cengage Learning. All rights reserved