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Motivating and Satisfying Employees and Teams
Chapter 10 Motivating and Satisfying Employees and Teams
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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.
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Motivation …the individual internal process that energizes, directs, and sustains behavior; the personal ‘force’ that causes you or me to behave in a particular way.
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Morale …an employee’s feelings about his or her job and superiors and about the firm itself.
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Scientific Management
…the application of scientific principles to management of work and workers.
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“Soldiering”: productivity levels Job broken into tasks
Frederick W. Taylor “Soldiering”: productivity levels Job broken into tasks Management should determine Best way to perform tasks Job output to expect Management should also Choose the best person Train the best person Cooperate with workers
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Piece-Rate System F.W. Taylor People work only to earn money Piece-rate = people paid a certain amount for each unit of output they produce
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Figure 10.1: Taylor’s Piece-Rate System
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Determine effects of work environment on productivity Experiments
Hawthorne Studies Western Electric: 1927, 1932 Determine effects of work environment on productivity Experiments Varied light level Pressure to produce higher output Human factors Beginning of Human Relations movement
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Figure 10.2: Maslow’s Hierarchy of Needs
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Understanding Maslow’s Hierarchy
Physiological = survival Safety = physical/emotional security Social = love/affection and sense of belonging Esteem = respect/recognition; sense of accomplishment and worth Self-actualization = growth/development to become all capable of being
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Frederick Herzberg Interviews, 1950s
Motivation-hygiene theory: satisfaction and dissatisfaction are separate and distinct dimensions Factors of motivation create satisfaction Factors of hygiene reduce dissatisfaction
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Figure 10.3: Herzberg’s Motivation-Hygiene Theory
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Douglas McGregor Theory X Assumes employees dislike work and will function only in a highly controlled work environment Theory Y Assumes employees accept responsibility and work toward organizational goals if they achieve personal rewards
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Theory X People dislike work and try to avoid it. Managers must coerce, control, and threaten employees to achieve organizational goals. People must be led because they have little ambition and will not seek responsibility; they are concerned mainly with security.
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Theory Y Work is important in peoples’ lives. People will work toward goals to which they are committed. People commit to goals when accomplishing them will bring personal rewards. People seek out responsibility. Employees have potential to accomplish goals. Organizations do not make full use of human resources.
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Table 10.1: Theory X & Theory Y Contrasted
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Ouchi’s Theory Z Type J ─ Japan Type A ─ America Lifetime employment
Group decision making Group responsibility for outcomes Implied control Non-specialization Holistic concern Short-term employment Individual decision making Individual responsibility Rapid evaluation & promotion Explicit control Specialization Segmented concern
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Implications of Theory Z
…the belief that some middle ground between…type A and type J is best for American business.
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Type Z Organizations Blend of J and A Emphasis on long-term employment Collective decision making Individual responsibility for outcomes Slow evaluation and promotion Informal control along with some formalized measures Moderate specialization Holistic concern
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Figure 10.4: The Features of Theory Z
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Reinforcement Theory …based on premise that behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur.
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Reinforcement Action follows from particular behavior Positive: strengthen desired behavior by providing a reward Negative: strengthen desired behavior by eliminating undesirable situation Punishment: create undesired consequence of undesirable behavior Extinction: eliminate undesirable behavior by not responding
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Contemporary Motivation Theories
Equity: people are motivated to obtain/preserve equitable treatment for themselves Inputs Outcomes Expectancy: motivation depends on how much want something and how likely to get it Goal-Setting: employees motivated to achieve goals they and managers set
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Equity Theory Outcomes (self) Inputs (self) Outcomes (other)
Inputs (other) compared with
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Responses to Perceptions of Equity and Inequity
Source: Organizational Behavior, Ninth Edition by Ricky W. Griffin and Gregory Moorhead. Copyright © 2010 by South-Western / Cengage Learning. Used with permission.
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Figure 10.5: Expectancy Theory
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Management by Objectives (MBO)
…managers and employees collaborate in setting goals.
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MBO Steps
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Job Enrichment Provides employee with more variety and responsibility in job Job enlargement: expanding a worker’s assignments to include additional but similar tasks Job design: restructuring work to cultivate worker-job match
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Behavior Modification
…systematic program of reinforcement to encourage desirable behavior… involves rewards…and punishments…
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Flextime …a system in which employees set their own work hours within employer-determined limits.
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Two Examples of Flexible and Core Time
Sources: Management, Ninth Edition by Robert Kreitner. Copyright © by Houghton Mifflin Company and Organizational Behavior, by Ricky W. Griffin and Gregory Moorhead. Copyright © by Houghton Mifflin Company. Used with permission.
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Part-Time and Job Sharing
Part-time Works less than a standard work week Job sharing Two people share one full-time position
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…working at home all the time or a portion of the work week.
Telecommuting …working at home all the time or a portion of the work week.
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Employee Empowerment …making employees more involved in their jobs by increasing their participation in decision making.
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Employee Ownership …a situation in which employees own the company they work for by virtue of being stockholders.
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Estimated Number of Employee Ownership Plans
The National Center for Employee Ownership, “A Statistical Profile of Employee Ownership,” July 2006,
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Team …a group of workers functioning together as a unit to complete a common goal or purpose.
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Types of Teams Problem-Solving Knowledgeable employees brought together to tackle a specific problem Virtuoso Exceptionally skilled and talented individuals brought together to produce significant change Self-Managed Group of employees with authority/skills to manage selves
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Figure 10.6: Advantages/Disadvantages of Self-Managed Teams
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Types of Teams Cross-functional Individuals with varying specialties, expertise, skills brought together to achieve a common task Virtual Members geographically dispersed but communicate electronically
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Figure 10.7: Stages of Team Development
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Roles Within a Team Task Specialist: pushes forward toward goals and places the objective first Socioemotional: supports and encourages the emotional needs of other members Dual: focuses on both the task and the team Nonparticipant: does not contribute
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…members get along and are able to accomplish their tasks effectively.
Team Cohesiveness …members get along and are able to accomplish their tasks effectively.
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Factors Aiding Team Cohesiveness
Contains 5 to 12 people Members introduce selves and describe past work experience Competition against other teams Favorable appraisal from outsider Agreed-upon goals Frequent interaction
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Resolving Team Conflict
Disagreeing members analyze situation more closely Conflict = respectful and professional Hostile = seek compromise Don’t try to avoid/ignore conflicts
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Team Benefits Reduced turnover Reduced costs Increased production Increased quality Increased customer service Higher job satisfaction Harmonious work environment
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Team Limitations Stressful Time-consuming No guarantee of effectiveness Unable to resolve conflict Lower productivity
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Chapter Quiz The main idea conveyed in Frederick Taylor’s findings was that most people are motivated only by money. people are motivated for a variety of reasons other than pay. people do not expect to get paid much for their work. employees’ biggest fear is that of losing their jobs. people expect to get paid much more than they are currently getting.
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Chapter Quiz Physiological needs concern an employee’s desire for
security. survival. a sense of belonging. self-worth. self-direction.
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Chapter Quiz Goal-setting theory suggests that employees are more motivated to achieve goals that they and their manager have established together. to achieve goals that they establish on their own. when management empowers them to make their own decisions. when their expected outcomes or goals do not change over time. to achieve goals that management establishes and clearly communicates to employees.
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Chapter Quiz Job redesign is a type of flextime. telecommuting.
job enlargement. job enrichment. job enhancement.
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Chapter Quiz The stage of team development in which the team begins to stabilize is called forming. storming. performing. norming. adjourning.
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