Brief Historical Perspective of Management Thought Scientific Management (Frederick Taylor) –Objective is to improve the productivity of the individual worker Develop a science for each aspect of individual’s job –Find the one best way to perform a task Time & motion studies “Science of shoveling” –Motivate employees through $$ Standard amount of production is set Going above the standard earns you more money

Historical Perspective of Management Thought (cont.) Bureaucratic Management (Weber) –In an industrialized economy, how can we manage organizational growth & size? –How can we make sure the overall system is supporting the organization's goals? Reduce opportunities for individuals to take advantage of organization

Bureaucratic Management How to do the above? – Strict hierarchy (pyramid shape) – Formal rules & procedures Eliminate autonomy and discretion – Impersonal organization (minimize the impact of personalities and personal preferences)

Chalk board

Historical Perspective of Management Thought (cont.) Human Relations & Behavioral Era –Hawthorne Studies Human behavior is not necessarily “rational” Employee needs & attitudes influence behavior Soliciting employee opinions contributes to feeling of importance and can lead one to work harder –Maslow, Herzberg, Hackman & Oldham

Employee Motivation What is it? Why is it important? Can you influence the level of work motivation in your employees? –How? –What approaches can be considered?

Prentice Hall, 2001Chapter 67 Theory X Workers Dislike Work Avoid Responsibility Little Ambition Theory Y Workers Enjoy Work Accept Responsibility Self-Directed

Herzberg Survey Scoring Hygiene score –Sum your responses to questions 2, 5, 6, 8, 9, & 12 Motivator score –Sum your responses to questions 1, 3, 4, 7, 10, & 11

Herzberg’s Two-Factor Theory KITA versus “true” motivation –Short-term movement versus long-term motivation Job enrichment is an attempt to instill an internal generator in the employee Studies of Herzberg’s theory have included employees working in a variety of industries and jobs –Accountants, engineers, nurses, military officers, and others

Hygiene Factors Work environment & target basic needs Range from dissatisfaction to no dissatisfaction The presence of hygiene cannot lead to satisfaction or high levels of motivation Perception that hygiene is an entitlement

Hygiene Factors (cont) Salary –Can it ever be enough? Benefits –Health care costs, premium sharing Company policy & administration Work conditions –Office space, equipment, etc.

Motivator Factors Motivators –Tap needs for psychological growth –Job content: The work itself –Lead to high levels of employee motivation and satisfaction

Motivator Factors (cont) Examples –Recognition –Responsibility –Achievement –Growth and learning

Prentice Hall, 2001Chapter 614 Herzberg’s Two-Factor Theory Hygiene Factors (lower order needs) Hygiene Factors (lower order needs) Motivator Factors (higher order needs) Motivator Factors (higher order needs) Salary Company policies Working conditions Benefits Job security Salary Company policies Working conditions Benefits Job security Career Advancement Personal growth Recognition Responsibility Achievement Career Advancement Personal growth Recognition Responsibility Achievement High Job Dissatisfaction Job Satisfaction 0

Principles of Job Enrichment Removing some controls & retain accountability –Reduce the percentage of proofreading Taps responsibility & achievement Increasing employee accountability –Subordinates sign their own work Taps responsibility & recognition Psychological ownership

Principles of Job Enrichment (cont.) Enabling one to become a topic expert Taps achievement, responsibility, growth Competence Make organizational reports available to all –Revenue, expenses, projections, trends, customer satisfaction reports Taps responsibility, recognition, growth

Job Enrichment Outcomes & Issues Employees are internally motivated (internal generator) versus externally moved –Enriching jobs (Motivators) can be significantly less expensive in comparison to hygiene –Supervisors can focus more on the future (planning) as opposed to the past (checking work) Expect and initial drop in quantity of work, followed by an increase in quantity and quality. –In general, who would be more willing to consider job enrichment strategies: a manager holding Theory X or Theory Y assumptions?