© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 1 Motivating and Satisfying Employees and Teams Chapter10

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 2  Motivation-the personal “force” that energizes us and causes us to behave in a particular way  Morale An employee’s feelings about his or her job, superiors, and the firm itself High morale results from the satisfaction of needs or as a result of the job and leads to dedication, loyalty, and the desire to do the job well Low morale leads to shoddy work, absenteeism, and high turnover rates Motivation and Morale

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 3  Scientific Management The application of scientific principles to management of work and workers Frederick W. Taylor – Observed workers who “soldiered,” or worked slowly, because they feared losing their jobs if there were no more work – Job should be broken into separate tasks – Management determines the best way and the expected output – Management chooses and trains the best-suited person – Management cooperates with workers – Piece-rate system (pay per unit of output) is based on the belief that people work only for money Historical Perspectives on Motivation

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 4  At Intel-Treadmills and other workout machines in the new digital fitness center. The equipment is connected to the Internet and contains software that combines personal health data and the latest research into a program that can be customized for each person in terms of how to work out, what free weights to use, how many times to use them, etc. “Anytime an employer can motivate workers to be more productive, happier, and healthier and lower their overall health care costs, everyone wins.”  At Google Google Tour Employees Talk About Working at Google How do some companies motivate employees?

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 5  Frederick Taylor-Employees are only motivated by money.  The Hawthorne Studies-Employees who are happy and satisfied are more motivated to perform better.  Maslow’s Hierarchy of Needs-People are motivated to meet their needs: first basic needs, and eventually more complicated needs like self-actualization.  Theory X-Employees dislike work and will work only if told to and under close supervision.  Theory Y-Employees accept responsibility and work toward goals if they will also achieve personal rewards.  Theory Z-Employees are motivated by participating in the decision making Older Theories Regarding Motivation

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 6 – 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 Maslow’s Hierarchy of Needs

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 7 Maslow’s Hierarchy of Needs

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 8  Equity Theory- People are motivated to get and keep fair treatment for themselves Workers who think they are being treated unfairly may: – Decrease their inputs – Try to increase outcome (ask for a raise) – Try to get the “comparison other” to increase inputs or receive decreased outcomes – Leave the work situation (quit) – Switch to a different comparison other  Expectancy Theory (Victor Vroom) Motivation depends on how much we want something and on how likely we think we are to get it.-Manager needs to show how they can get to where they want in the company or reach a goal.  Goal-Setting Theory- Employees are motivated to achieve goals they and their managers establish together. Newer Theories Regarding Motivation

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 9 How Does Your Employer Motivate Workers? Source: Dice Salary survey of 16,908 technology workers, USA Today, February 22, 2010, p. 1B.

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 10  It takes more than a generous salary to motivate employees. Companies are trying to motivate employees by satisfying less tangible needs. Simple, low, or no cost approaches such as: – Celebrate birthdays and other important events – Nominations for a formal award program – Support flexible work schedules – Publicly post thank you letters from customers Key Motivation Techniques Sources: Texas A&M University Human Resources Department, HRWorld, Michigan Office of Great Workplace Development,

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 11 Managers and employees collaborate in setting goals Management by Objectives

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 12  Job enrichment- Provides employees with more variety and responsibility in their jobs  Job enlargement- The expansion of 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  Flextime, Part-time, Telecommuting Key Motivation Techniques

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 13 Two Examples of Flexible and Core Time Sources: Management, Ninth Edition, by Robert Kreitner. Copyright © by Houghton Mifflin Company. Organizational Behavior, by Ricky W. Griffin and Gregory Moorhead. Copyright © by Houghton Mifflin Company. Used with permission.

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 14 Chapter Quiz 1. The main idea conveyed in Frederick Taylor’s findings was that A. most people are motivated only by money. B. people are motivated for a variety of reasons other than pay. C. people do not expect to get paid much for their work. D. employees’ biggest fear is that of losing their jobs. E. people expect to get paid much more than they are currently getting.

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 15 Chapter Quiz 2. Physiological needs concern an employee’s desire for A. security. B. survival. C. a sense of belonging. D. self-worth. E. self-direction.

© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 10 | Slide 16 Chapter Quiz 3. Goal-setting theory suggests that employees are more motivated A. to achieve goals that they and their manager have established together. B. to achieve goals that they establish on their own. C. when management empowers them to make their own decisions. D. when their expected outcomes or goals do not change over time. E. to achieve goals that management establishes and clearly communicates to employees.