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Ronald J. Ebert & Ricky W. Griffin
BUSINESS ESSENTIALS Fourth Edition PART Understanding People in Organizations Ronald J. Ebert & Ricky W. Griffin Copyright ©2003 Prentice Hall, Inc.
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Motivating, Satisfying, and Leading Employees
Chapter 8 Motivating, Satisfying, and Leading Employees
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“A leader is best when people barely know he exists, when his work is done… they will say: We did it ourselves.” ~ Lao-Tzu, c. 600 B.C. “Leadership is the art of getting someone else to do something you want done because he wants to do it.” ~ Dwight D. Eisenhower,
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Key Topics Psychological contracts in the workplace
Job satisfaction and employee morale Theories of employee motivation Job satisfaction and employee motivation Managerial styles of leadership
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Psychological Contract A Set of Employment Expectations
Contributions: What does each employee expect to contribute to the organization? Inducements: What will the organization provide to each employee in return?
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Satisfied Employees Are More Productive and More Committed
Job Satisfaction: Degree of enjoyment employees derive from doing their jobs High Morale: An overall positive employee attitude toward the workplace Low Turnover: A low percentage of employees leave each year MORALE TURNOVER TURNOVER MORALE
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Raising Morale Is a High Priority When Unemployment Is Low
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Fortune Magazine’s 100 Best Companies to Work For
“It's not easy being good these days at least if you're an employer.” Edward Jones #1 Cisco Systems #15 Microsoft #28 Patagonia #41 Starbucks #58 Wal-Mart #94 Source: Fortune Magazine, February 4th, 2002
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Highly Motivated Employees Are Critical to Business Success
Motivation: The set of forces that cause people to behave in certain ways Classical Behavior: The Hawthorne Studies Contemporary
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The Human Resources Model Theory X and Theory Y
People are lazy. People lack ambition and dislike responsibility. People are self-centered. People resist change. People are gullible and not very bright. Theory Y People are energetic. People are ambitious and seek responsibility. People can be selfless. People want to contribute to business growth and change. People are intelligent.
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Maslow’s Hierarchy of Needs
Self- Actualization Needs Esteem Needs Social Needs Security Needs Physiological Needs General Examples Organizational Examples Self-Fulfillment Challenging Job Status Job Title Friendship Friends at Work Stability Pension Plan Shelter Salary
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Two Factor Theory Hygiene Factors Motivation Factors Dissatisfaction
Supervisors Working Conditions Interpersonal Relations Pay & Security Company Policies & Administration Motivation Factors Achievement Recognition The Work Itself Responsibility Advancement & Growth Dissatisfaction Satisfaction
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Expectancy Theory Individual Effort Individual Performance
Organizational Rewards Personal Goals Effort-Performance Issue Performance-Reward Issue Rewards-Personal Goals Issue
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Equity Theory Employees evaluate their treatment relative to the treatment of others Inputs: Employee contributions to their jobs Outputs: What employees receive in return The perceived ratio of contribution to return determines perceived equity
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Strategies for Enhancing Job Satisfaction and Morale
Reinforcement/behavior modification Management by objectives Participative management and empowerment Job enrichment and job redesign Modified work schedules
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Reinforcement / Behavior Modification Theory
Punishment When negative consequences are attached directly to undesirable behavior Positive Reinforcement When rewards are tied directly to performance
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Management by Objectives Collaborative Goal-setting
Collaborative Goal Setting & Planning Communicating Organizational Goals & Plans Periodic Review Evaluation Meeting Setting Verifiable Goals & Clear Plans Counseling Identifying Resources
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Participative Management and Empowerment
Increasing job satisfaction by encouraging participation Team management represents a growing trend
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Job Enrichment and Job Redesign
Job Enrichment: Adding one or more motivating factors to job activities Job Redesign: Designing a better fit between workers and their jobs Combining tasks Forming natural work groups Establishing client relationships
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Modified Work Schedules
Work share programs Flextime programs and alternative workplace strategies Telecommuting and virtual offices
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Sample Flextime Scheduling
Joe Sue Pat 6:00 A.M. 7:00 8:00 9:00 10:00 11:00 12:00 NOON 1:00 P.M. 2:00 3:00 4:00 5:00 Flexible Time Core Time Flexible Time Core Time Flexible Time
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Evaluating Modified Schedules and Alternative Workplaces
Advantages More satisfied, committed employees Less congestion Disadvantages Challenging to coordinate and manage Poor fit for some workers
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Managerial Leadership
The process of motivating others to work to meet specific objectives
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Five Fundamental Leadership Practices
Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart Source:
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Leadership at General Electric “Four E’s of GE Leadership”
A high energy level The ability to energize others around common goals The edge to make tough decisions The ability to consistently execute and deliver on promises Source: Jack Welch Tells It Straight from the Gut, Anderson Assets, Winter 2002
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Managerial Styles Autocratic Style Democratic Style Free-rein Style
Contingency Approach The appropriate style in any situation is contingent on the unique elements of that situation
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Motivation and Leadership in the Twenty-first Century
Security and pay are no longer enough Leadership “Coach” mentality Diversity Flexibility
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Chapter Review Describe psychological contracts
Discuss the importance of job satisfaction and employee morale Summarize the most important theories of employee motivation Describe strategies to improve job satisfaction and employee motivation Discuss different managerial styles
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