1. Ferrell Hirt Ferrell
M: Business
2nd Edition
FHF

2. Motivating the Workforce10
Motivating the Workforce
FHF
McGraw-Hill/Irwin
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

3. Human Relations
The study of the behavior of individuals and groups in organizational settings
Motivation
An inner drive that directs a person’s behavior towards goals
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4. 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?
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5. The Basic Model of Motivation
When a need exists, an individual engages in goal-directed behavior designed to satisfy that need
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6. An employee’s attitude toward his or her job, employer and colleagues
Morale [ ]
An employee’s attitude toward his or her job, employer and colleagues
Morale is a prominent aspect of human relations
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7. Morale (continued) High morale Low Morale
Higher productivity, returns to shareholders and worker productivity
Low Morale
Contributes to absenteeism, high employee turnover, and lack of commitment
A business always wants to seek out ways to improve employee morale
Morale (continued)
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8. Morale (continued) Morale Boosters Respect Involvement Appreciation
Compensation
Promotion
Pleasant work environment
Positive organizational culture
Morale (continued)
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9. Daily Motivation
Motivation is so important, iPhone even offers an app for it
Daily Motivation offers inspiring quotes every day
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10. Most employees are motivated by more than pay...
Compensation is sometimes not the best way to motivate employees– other benefits like flex schedules, and advancement opportunities are important motivators as well
Source: “Work-Life Balance Tops Pay,” USA Today, March 13, 2008, A1.
Work/Life Balance
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11. Classic Theory of Motivation
Early 20th century
Taylor & Gilbreth
Scientific focus on work tasks & productivity
Money
Thought to be the sole motivator for workers
Satisfactory pay & job security
Motivate employees to work hard
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12. Hawthorne Studies Elton Mayo
at the Hawthorne Works Plant
Elton Mayo
Postulated that physical conditions in workplace stimulate productivity
Findings show social and psychological factors influence productivity/morale
Not work conditions
Marks beginning of concern for human relations in the workplace
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13. Maslow’s Hierarchy of Needs
This pyramid organizes needs into the order in which people seek to attain them, the most basic being on the bottom.
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14. 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 full potential
Many people never achieve the higher order of needs, and people may slip from one category to the other depending on circumstances and times in their lives.
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15. 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
Developed in the 1950s
Herzberg’s Theory focuses on the job and the evironment where work is done
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16. McGregor’s Theory X and Theory Y
Traditional view
Assumes that workers generally dislike work and must be forced to do their jobs
Theory Y
Humanistic view
Assumes workers like to work and seek out responsibility to satisfy social, esteem, and self-actualization needs
Contrasts two different views of management
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17. Z Theory
A management philosophy that stresses employee participation in all aspects of company decision making
Variations on Theory Z
Participative Management
Employee Involvement
Self-Directed Work Teams (SDWT)
Developed by William Ouichi
Has spawned a number of other theories
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18. Variations on Theory Z Quality circles
5-8 people who meet to discuss ways to improve work
Participative management/ self-directed work teams
High level of employee control
Make employees responsible for outcomes of their decisions
Variations on Theory Z
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19. 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
Perception that everyone is treated equally
Equal pay for equal work
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20. Expectancy Theory
Assumes that motivation depends not only on how much a person wants something but also on how likely he or she is to get it
Someone who wants something and has a reasonable expectation to achieve it will be highly motivated
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21. Motivating Employees Behavior Modification FHF
Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself
Reward
Punishment
Developed by psychologist B.F. Skinner
Behavior that is rewarded will tend to be repeated– rewarding good behavior tends to be a more effective behavior modification strategy in the long term
Behavior that is punished will tend to be eliminated
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22. Strategies for Motivating Employees
Job rotation
Movement of employees from one job to another to relieve the boredom often associated with job specialization
Drawback is that is does not totally eliminate risk of boredom
Toyota practices job rotation
Workers change tasks every 2 hours
Reduces repetitive stress injuries and mental fatigue
Click on the hyperlink to go to Toyota’s Global website
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23. Strategies for Motivating Employees
Job enlargement
Addition of more tasks to a job instead of treating each task as separate
Seeks to counteract the boredom of division of labor
Many small firms use job enlargement
Requires training employees in new tasks
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24. Strategies for Motivating Employees (continued)
Job enrichment
Incorporating motivational factors (achievement, recognition, responsibility) into the job
Idea developed by Herzberg in the 50s
Gives employees feedback on their performance
Rewards good performance
Strategies for Motivating Employees (continued)
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25. Strategies for Motivating Employees (continued)
Flexible scheduling strategies
Flextime
Allows employees to choose their start and end times
Compressed workweek
40 hours in a 4-day workweek
Job sharing
Occurs when two people share the same job
Strategies for Motivating Employees (continued)
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26. Motivation Fosters employee loyalty Boosts productivity
Influences on pay, promotion, job design
Nature of relationships
Nature of the job itself
Characteristics of the organization
BMW keeps employee morale high
Open communication is important
Keep a sense of humor, even when times are tough
Click on the hyperlink for an interview with Jim O’Donnell, President of BMW (Length: 4:23)
He discusses the importance of open communication when seeking to keep employee morale high; importance of humor
Also discusses the company’s strategy for long-term customer retention
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