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Published byDerrick Francis Parrish Modified over 9 years ago
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Business in a Changing World McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved. Chapter 10 Motivating the Work Force 2
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10-4 Amadeus ConsultingAmadeus Consulting: Where Employees are the Company Lisa Calkins and John Basso have created a company for which people are motivated to work for the long term.
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10-5 Motivating the Workforce What motivates employees to perform? How can managers boost morale? How do you maximize worker performance? How can you encourage creativity and innovation? Nature of Human Relations
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10-6 Determining what motivates employees to perform on the job is the focus of human relations. Nature of Human Relations Motivating the Workforce
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10-7 Motivation is an inner drive that directs a person’s behavior toward goals. A goal is the satisfaction of a need A need is the difference between a desired state and the actual state. What is motivation? Motivating the Workforce
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10-8 The basic model of motivation shows that when a need exists, an individual engages in goal-directed behavior designed to satisfy that need. Motivating the Workforce
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10-9 Morale – an employee’s attitude toward his or her job, employer, and colleagues. High Morale High levels of productivity High returns to stakeholders Employee loyalty Human Relations Motivating the Workforce
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10-10 High Morale High levels of productivity High returns to stakeholders Employee loyalty Low Morale Absenteeism Lack of commitment High turnover Motivating the Workforce
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10-11 Motivating the Workforce Morale Boosters: Respect Involvement Appreciation Compensation Promotion Pleasant work environment Positive organizational culture
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10-12 Motivating the Workforce Go gle’s Google’s focus on happy, committed employees -- Massage therapy Laundry service Gourmet meals & snacks
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10-13 Motivating the Workforce Intrinsic rewards – personal satisfaction derived from goal attainment Extrinsic rewards – benefits/recognition received from someone else. Perceptions of Rewards
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10-14 Motivating the Workforce Absenteeism costs a typical large company more than $3 million a year!
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10-15 Classical Theory of Motivation Money – sole motivator for workers. Taylor & Gilbreth – scientific focus on work tasks & productivity. Satisfactory pay & job security – motivate employees to work hard.
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10-16 Hawthorne Studies Elton Mayo – postulated that physical conditions in workplace stimulate productivity. Productivity increased regardless of light levels Hawthorne Effect – marks beginning of concern for human relations in the workplace
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10-17 Motivating Employees by Being Green InterfaceInterface is a company that is a leader in sustainable and environmentally sound practices. Mission Zero involves all employees to reduce environmental footprint to zero by 2020.
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10-18 Work-Life Balance Primary reason for accepting position
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10-19 Theories of Employee Motivation Colgate-Palmolive provides new parents three additional weeks of paid leave in addition to the leave mandated by the Family Leave Act.
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10-20 Maslow’s Hierarchy of Needs Self- Actualization Needs Esteem Needs Social Needs Security Needs Physiological Needs
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10-21 Maslow’s Hierarchy of Needs Physiological needs – basic needs for food, water, shelter Security needs– protection from physical & economic harm Social needs – need for love, companionship Esteem needs – self-respect and respect from others Self-actualization – maximizing one’s potential
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10-22 Herzberg’s Two-Factor Theory Hygiene factors – focus on the work setting not the content of the work – wages, working conditions, company policies, job security. Motivational factors – focus on content of the work itself – achievement, recognition, involvement, responsibility, advancement
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10-23 Herzberg’s Two-Factor Theory
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10-24 McGregor’s Theory X and Theory Y Theory X – Assumption that workers generally dislike work and must be forced to do their jobs. Theory Y – Humanistic view of management. Assumption workers like to work and seek out responsibility to satisfy social, esteem, and self- actualization needs.
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10-25 William Ouchi Theory Z A management philosophy that stresses employee participation in all aspects of company decision making
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10-26 Comparison of American, Japanese & Theory Z Management Styles
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10-27 Variations on Theory Z Participative Management Employee Involvement Self-Directed Work Teams (SDWT)
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10-28 Equity Theory Equity theory – the assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness (equity) of the rewards they will receive in exchange.
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10-29 Expectancy Theory Expectancy theory – assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it.
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10-30 Strategies for Motivating Employees Behavior Modification – changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself. “Behavior is a function of its consequences.”
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10-31 Strategies for Motivating Employees Job Design – strategies managers use to help improve employee motivation: Job rotation Job enlargement Job enrichment Flexible scheduling
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10-32 Job Design Strategies Job rotation – movement of employees from one job to another to relieve the boredom often associated with job specialization.
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10-33 Job Design Strategies Job enlargement – addition of more tasks to a job instead of treating each task as separate.
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10-34 Job Design Strategies Job enrichment – incorporating motivational factors (achievement, recognition, responsibility) into the job.
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10-35 Job Design Strategies Flexible scheduling strategies – Flextime Compressed workweek Job sharing
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10-36 Importance of Motivational Strategies Foster employee loyalty Boost productivity Influence on pay, promotion, job design Nature of relationships Nature of the job itself Characteristics of the organization
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