Copyright 2005 Prentice- Hall, Inc.

Motivating And Leading Employees Chapter 9 Motivating And Leading Employees

Copyright 2005 Prentice- Hall, Inc. Chapter Outline Psychological Contracts In Organizations Importance of Satisfaction & Morale Motivation In The Workplace Strategies For Enhancing Job Satisfaction & Motivation Managerial Styles & Leadership Copyright 2005 Prentice- Hall, Inc.

Psychological Contract Employee’s Contributions Organization’s Inducements Human Relations- Interaction Of Employees With Company And Each Other Job Satisfaction/Morale/Turnover Organizational Success Copyright 2005 Prentice- Hall, Inc.

Trends In Satisfaction & Morale Massive Layoffs/Cutbacks Improving Economy Could Mean Reduced Morale Reinstate Benefits Copyright 2005 Prentice- Hall, Inc.

High Priorities For Today’s Workforce Family Orientation Sense Of Community Quality Of Life Issues Volunteerism Autonomy Flexibility & Nonconformity Source: TEC- Chief Executives Working Together, “Best Practices: Employee Retention- A Changing Workforce and Workplace”, http://www.teconline.com/www/bestpractices/employee_retention.asp Copyright 2005 Prentice- Hall, Inc.

Compensation & Benefits Importance High Low Source: “Federal Human Capital Survey (2002), Survey of Employees of Federal Government Agencies, http://www.fhcs.opm.gov/fhcsIndex.htm Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Workplace Motivation Motivation- Forces Affecting People’s Behavior Classical Theory/Scientific Management Behavior Theory Contemporary Motivational Theories Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Classical Theory Frederick Taylor (1911) More Money = Greater Motivation Efficient Company = Higher Profits & Pay Time-And-Motion Study Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Behavior Theory Hawthorne Studies (1925) Physical Environment Changes Affect Worker Output Increased Pay =Greater Motivation Hawthorne Effect Copyright 2005 Prentice- Hall, Inc.

Source Of McGregor’s Selection Of “X & Y” McGregor Theory (XY) Y Focus Is On People Source Of McGregor’s Selection Of “X & Y” People Orientation Focus Is The Work X Work Orientation Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Theories X & Y (1960) Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Hierarchy Of Needs (1954) Copyright 2005 Prentice- Hall, Inc.

Job Satisfaction Depends On Two Factors Two-Factor Theory(1959) Job Satisfaction Depends On Two Factors Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Expectancy Theory Victor Vroom (1964) People Work Towards Rewards Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Equity Theory J. Stacey Adams (1963) People Evaluate Their Treatment By Organization Copyright 2005 Prentice- Hall, Inc.

Reinforcement/Behavior Modification Theory B.F. Skinner (1957) Reinforcement Piecework Performance = Rewards Punishment = Negative Reinforcement Copyright 2005 Prentice- Hall, Inc.

Management By Objectives Peter Drucker (1954) Collaborative Goal Setting Copyright 2005 Prentice- Hall, Inc.

Recent Management Styles Participative Management Or Employee Empowerment Employees Receive Greater Responsibility Employees Feel More Committed To Organization Team Management- Employees Given Decision-Making Responsibility Some Employees Frustrated By Increased Responsibility Copyright 2005 Prentice- Hall, Inc.

Job Enrichment/ Job Enlargement Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Job Redesign Employee A Employee A Task 1 Task 1 Task 2 Task 4 Task 3 Task 6 Employee B Employee B Task 4 Task 2 & 3 Task 5 Task 5 Task 6 Copyright 2005 Prentice- Hall, Inc.

Modified Work Schedules Work-Share Flextime Telecommuting/Virtual Office Advantages Employee Freedom/Control Of Life Improves Individual Productivity Disadvantages Complex Coordination Difficult To Keep Accurate Records Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Flextime Schedule Copyright 2005 Prentice- Hall, Inc.

Questions For Telecommuters Can I Manage Deadlines? Can I Be Without The Social Context Of The Office? Networking Advancement What Will Be The Impact On My Family? Copyright 2005 Prentice- Hall, Inc.

Managerial Styles & Leadership Managerial Styles- Patterns Of Management Behavior In Dealing With Employees Leadership- Motivating Others To Work Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Autocratic Style Issue Orders Expect Them To Be Followed Rapid Decision-Making Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Democratic Style Ask For Input From Subordinates Retains Final Authority Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Free-Rein Style Manager Is Advisor To Subordinates Subordinates Make Decisions Fosters Creativity Copyright 2005 Prentice- Hall, Inc.

Copyright 2005 Prentice- Hall, Inc. Contingency Style No Specific Style Used All The Time Situation Dictates Manager’s Leadership Style Different Cultures Have Varying Expectations Of Leaders Copyright 2005 Prentice- Hall, Inc.

21st Century Leadership/Management Motivation Money No Longer Prime Different Desires At Work Varying Lifestyles Reflect Varying Goals Of Employee Leadership Flatter Organizations = Less Autocratic Diversity Of Workplace = Diversity Of Leaders Network Mentality Copyright 2005 Prentice- Hall, Inc.

What Workers Want Most From Work Copyright 2005 Prentice- Hall, Inc.

Federal Workplace Diversity Source: “Federal Human Capital Survey (2002), Survey of Employees of Federal Government Agencies, http://www.fhcs.opm.gov/fhcsIndex.htm Copyright 2005 Prentice- Hall, Inc.