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2. Motivating And Leading Employees
Chapter 9
Motivating And
Leading Employees

3. 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
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4. Psychological Contract
Employee’s Contributions
Organization’s Inducements
Human Relations- Interaction Of Employees With Company And Each Other
Job Satisfaction/Morale/Turnover
Organizational Success
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5. Trends In Satisfaction & Morale
Massive Layoffs/Cutbacks
Improving Economy Could Mean Reduced Morale
Reinstate Benefits
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6. 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”,
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7. Compensation & Benefits Importance
High
Low
Source: “Federal Human Capital Survey (2002), Survey of Employees of Federal Government Agencies,
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8. Copyright 2005 Prentice- Hall, Inc.
Workplace Motivation
Motivation- Forces Affecting People’s Behavior
Classical Theory/Scientific Management
Behavior Theory
Contemporary Motivational Theories
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9. Copyright 2005 Prentice- Hall, Inc.
Classical Theory
Frederick Taylor (1911)
More Money = Greater Motivation
Efficient Company = Higher Profits & Pay
Time-And-Motion Study
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10. Copyright 2005 Prentice- Hall, Inc.
Behavior Theory
Hawthorne Studies (1925)
Physical Environment Changes Affect Worker Output
Increased Pay =Greater Motivation
Hawthorne Effect
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11. 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
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12. Copyright 2005 Prentice- Hall, Inc.
Theories X & Y (1960)
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13. Copyright 2005 Prentice- Hall, Inc.
Hierarchy Of Needs (1954)
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14. Job Satisfaction Depends On Two Factors
Two-Factor Theory(1959)
Job Satisfaction Depends On Two Factors
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Expectancy Theory
Victor Vroom (1964)
People Work Towards Rewards
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Equity Theory
J. Stacey Adams (1963)
People Evaluate Their Treatment By Organization
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17. Reinforcement/Behavior Modification Theory
B.F. Skinner (1957)
Reinforcement
Piecework
Performance = Rewards
Punishment = Negative Reinforcement
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18. Management By Objectives
Peter Drucker (1954)
Collaborative Goal Setting
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19. 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
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20. Job Enrichment/ Job Enlargement
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21. 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
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22. 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
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23. Copyright 2005 Prentice- Hall, Inc.
Flextime Schedule
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24. 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?
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25. Managerial Styles & Leadership
Managerial Styles- Patterns Of Management Behavior In Dealing With Employees
Leadership- Motivating Others To Work
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Autocratic Style
Issue Orders
Expect Them To Be Followed
Rapid Decision-Making
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Democratic Style
Ask For Input From Subordinates
Retains Final Authority
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Free-Rein Style
Manager Is Advisor To Subordinates
Subordinates Make Decisions
Fosters Creativity
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29. 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
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30. 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
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31. What Workers Want Most From Work
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32. Federal Workplace Diversity
Source: “Federal Human Capital Survey (2002), Survey of Employees of Federal Government Agencies,
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