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

2. 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.

3. What Is Motivation?

4. 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

5. Historical Perspectives on Motivation

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

7. 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

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

9. The Hawthorne Experiment

10. Western Electric Company , Illinois,
Western Electric Company , Illinois,
USA
The Hawthorne Experiment
The illumination Experiment
The relay assembly test room
Interviewing program

11. 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

12. 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..

13. 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..…..

14. Maslow’s Hierarchy of Needs

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

16. 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

17. Herzberg’s Motivation-Hygiene Theory

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

19. Herzberg’s Motivation-Hygiene Theory

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

21. 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

22. 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

23. 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.

24. 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)

25. Contemporary Views on Motivation

26. 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

27. Key Motivation Techniques

28. 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

29. 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

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

31. 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

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

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

34. Teams and teamwork

35. 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

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

37. Team Approach to a ProcessB A
Collective Efforts
Results C

38. 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

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

40. What we discussed today..

41. 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.

42. 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.