Chapter-10 Motivating and Satisfying Employees and Teams Dr. Gehan Shanmuganathan, (DBA)

Learning Objectives Explain what motivation is. Understand some major historical perspectives on motivation. Describe three contemporary views of motivation: equity theory, expectancy theory, and goal-setting theory. Explain several techniques for increasing employee motivation. Understand the types, development, and uses of teams.

What Is Motivation?

What Is Motivation? The individual internal process that energizes, directs, and sustains behavior; the personal “force” that causes us to behave in a particular way Morale An employee’s feelings about his or her job and superiors and about the firm itself

Historical Perspectives on Motivation

Historical Perspectives on Motivation Max Weber Henri Fayol Administrative Theory F.W.Taylor Gilbreths H. Gantt Scientific Management 1945 1985

Historical Perspectives on Motivation Scientific Management The application of scientific principles to the management of work and workers A sub field of the classical management school that emphasized scientific methods to determine changes in management practices as the solution to improve labour productivity. Frederick W. Taylor

Fredrick W. Taylor (1868-1915) Experiment at Bethlehem steel works. F.W.Taylor Factory

The Hawthorne Experiment

Western Electric Company , Illinois, 1924-1932 Western Electric Company , Illinois, USA The Hawthorne Experiment The illumination Experiment The relay assembly test room Interviewing program

The production was not related to the lighting conditions Illumination experiment Experimental Group Control Group Lighting Conditions CHANGED UNCHANGED NO relationship to lighting conditions INCREASED Production Conclusion – The production was not related to the lighting conditions The production was not related to the physical conditions at work

Generally - PRODUCTION INCREASED 2. The relay assembly test room Experimental Group Physical Conditions UNCHANGED Hours of work INCREASED INCREASED Rest pauses INCREASED Refreshments Friendly Manner Generally - PRODUCTION INCREASED Conclusion – The extra attention and interest of management was the reason for increase in productivity..

3. Interviewing program 20,000 interviews Workers had the opportunity to discuss their true feelings towards superiors and General work conditions , the management of the company etc…. Conclusion – A manager who is also a supervisor - needs to listen to workers’ problems and feelings if management is to be effective..…..

Maslow’s Hierarchy of Needs

Abraham Maslow’s HIERARCHY OF NEEDS(1943) This is a content theory that proposes that people are motivated by five categories of needs

Abraham Maslow’s HIERARCHY OF NEEDS(1943) Off the Job On the Job Self-Actualization Needs Realizing your full potential Self-Actualization Needs Creativity, challenging projects Esteem Needs Respect of others, self-esteem, feeling competent Esteem Needs High status, recognition, designation Social Needs Trust, acceptance, and part of a group Social Needs Work groups, co-workers, supervisors Safety Needs Protection from physical and psychological threats Safety Needs Job security, fringe benefits Physiological Needs Obtaining food, rest, air, shelter Physiological Needs Working condition, base salary

Herzberg’s Motivation-Hygiene Theory

Historical Perspectives on Motivation (cont’d) Herzberg’s Motivation-Hygiene Theory Satisfaction and dissatisfaction are separate and distinct dimensions Motivation factors Hygiene factors

Herzberg’s Motivation-Hygiene Theory

Theory X and Y- Douglas McGregor and theory Z- William Ouchi

Theory X and theory Y Theory X The average person is lazy and has an inherent dislike to work Most people will have to be forced, controlled and punished to achieve its objectives The average person avoid responsibility, prefers to be directed and lacks ambition and value security Motivation occurs on at physiological and security levels Leads to an authoritarian style of management

Theory X and theory Y Theory Y For most people work is as natural as play or rest People will exercise self direction and self control Commitment to objectives is a function of rewards associated with their achievements Given the right conditions, the average worker can learn to accept and to seek responsibility The capacity to creativity in solving org problems is with all employees Motivation occurs at esteem, self-actualization stages predominantly and also at lower levels as well. Leads to a co-operative style of management

Theory X and theory Y Theory X and Theory Y are extreme points of managerial behavior However actual behavior depends on the demands of the situation. Situations where theory X seem to be more suitable When the job on offer is highly repetitive and offers little intrinsic rewards, then a more authority driven style would be more appropriate. In emergency situations or where there is a shortage of time then theory x might be more suited When staff would want to accept responsibility then using theory Y would be more appropriate.

Historical Perspectives on Motivation (cont’d) Douglas McGregor Theory X Theory Y Theory Z (type J and type A by William Ouchi) Reinforcement Theory (positive and negative)

Contemporary Views on Motivation

Contemporary Views on Motivation Equity Theory- a theory of motivation based on the premise that people are motivated to obtain and preserve equitable treatment for themselves Expectancy Theory (Victor Vroom)- a model of motivation based on the assumption that motivation depends on how much we want something and on how likely we think we are to get it Goal-Setting Theory- a theory of motivation suggesting that employees are motivated to achieve goals that they and their managers establish together

Key Motivation Techniques

Key Motivation Techniques Management by Objectives (MBO) A style of management which attempts to relate organizational goals to individual performance and development through the involvement of all levels of management. The underlying basis is Setting the objectives and targets Participation by individual managers in agreeing unit objectives and criteria for performance Continual review and appraisal of results

Key Motivation Techniques (cont’d) Job enrichment- a motivation technique that provides employees with more variety and responsibility in their jobs Job enlargement- expanding a worker’s assignments to include additional but similar tasks Job redesign- a type of job enrichment in which work is restructured to cultivate the worker-job match

Key Motivation Techniques (cont’d) Behavior modification A systematic program of reinforcement to encourage desirable behavior either positively or negatively Positively – rewards Negatively – punishments

Key Motivation Techniques (cont’d) Flextime- a system in which employees set their own work hours within employer-determined limits Part-time work- permanent employment in which individuals work less than a standard work week Job sharing- an arrangement whereby two people share one full-time position

Key Motivation Techniques (cont’d) Telecommuting- working at home all the time or for a portion of the work week

Key Motivation Techniques (cont’d) Employee empowerment- making employees more involved in their jobs by increasing their participation in decision making

Teams and teamwork

Teams and Teamwork Teams- two or more workers operating as a coordinated unit to accomplish a specific task or goal Types of teams- problem solving team, self-managed teams, cross functional teams, virtual teams Stages of team development Forming Storming Norming Performing Adjourning

Forming, Storming, Norming, Performing A TEAMWORK FORMULA Trust Forming, Storming, Norming, Performing Team Triangle Individual Group 4 stages Cohesiveness [Bond] Congruence Team

Team Approach to a Process B A Collective Efforts Results C

Teams and Teamwork (cont’d) Roles within a team Task-specialist role Socio-emotional role Non-participant role Team cohesiveness Team conflict and how to resolve it Benefits and limitations of teams

Write five key things (areas) that you can critically remember in today’s discussion

What we discussed today..

Learning Objectives Explain what motivation is. Understand some major historical perspectives on motivation. Describe three contemporary views of motivation: equity theory, expectancy theory, and goal-setting theory. Explain several techniques for increasing employee motivation. Understand the types, development, and uses of teams.

Weekly Assignment Define what Motivation is and discuss three motivating strategies a manager could use in order to increase level of production of the employees in a factory.