Transcript Notes for Chapter 11

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CHAPTER 11
MOTIVATING EMPLOYEES
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PERSONAL MOTIVATION
Think About What it is
that Motivates You
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LEARNING OBJECTIVES
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Relate the significance of Taylor’s scientific management
and the Hawthorne studies to management.
Identify the levels of Maslow’s hierarchy of needs, and relate
their importance to employee motivation.
Distinguish between the motivators and hygiene factors
identified by Herzberg.
Explain how job enrichment affects employee motivation and
performance.
Differentiate between McGregor’s Theory X and Theory Y.
Describe the key principles of goal setting, expectancy,
reinforcement, and equity theories.
Explain how open communication builds teamwork, and
describe how managers are likely to motivate teams in the
future.
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THE IMPORTANCE OF MOTIVATION
Happy workers lead to happy customers, and
happy customers lead to successful businesses.
 Motivation: A person’s internal drive to act.
 Intrinsic reward: The good feeling you have when
you have done a job well.
 Extrinsic reward: Something given to you by
someone else as recognition for good work;
extrinsic rewards include pay increases, praise,
and promotions.
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FREDERICK TAYLOR: THE FATHER OF SCIENTIFIC
MANAGEMENT
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The Principles of Scientific Management by Frederick
Taylor in 1911
Scientific management: Studying workers to find the
most efficient ways of doing things and then teaching
people those techniques.
Time-motion studies: Studies, begun by Frederick Taylor,
of which tasks must be performed to complete a job and
the time needed to do each task.
Principle of motion economy: Theory developed by Frank
and Lillian Gilbreth that every job can be broken down
into a series of elementary motions.
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ELTON MAYO AND THE HAWTHORNE STUDIES
Elton Mayo and his colleagues from Harvard
came up with the Hawthorne effect after
studying an experimental group and their
productivity.
 Hawthorne effect: The tendency for people to
behave differently when they know they are
being studied.
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MASLOW’S HIERARCHY OF NEEDS
Maslow’s hierarchy of needs: Theory of motivation
that places different types of human needs in
order of importance, from basic physiological
needs to safety, social and esteem needs to selfactualization needs.
 The hierarchy levels are:
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1.
2.
3.
4.
5.
Physiological needs
Safety needs
Social needs
Esteem needs
Self-actualization needs
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MASLOW’S HIERARCHY OF NEEDS
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HERZBERG’S MOTIVATING FACTORS (1)
Sense of achievement
 Earned recognition
 Interest in the work itself
 Opportunity for growth
 Opportunity for advancement
 Importance of responsibility
 Peer and group relationships
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HERTZBERG’S MOTIVATING FACTORS (2)
Pay
 Supervisor’s fairness
 Company policies and rules
 Status
 Job security
 Supervisor’s friendliness
 Working conditions
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HERZBERG’S MOTIVATORS AND HYGIENE
FACTORS
Motivators: In Herzberg’s theory of motivating
factors, job factors that cause employees to be
productive and that give them satisfaction.
 Hygiene (maintenance) factors: In Herzberg’s
theory of motivating factors, job factors that
can cause dissatisfaction if missing but that do
not necessarily motivate employees if
increased.
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HERZBERG’S MOTIVATORS AND HYGIENE
FACTORS
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JOB ENRICHMENT
Job enrichment: A motivational strategy that
emphasizes motivating the worker through the job
itself.
 The five characteristics that affect individual
motivation and performance are:
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1.
2.
3.
4.
5.
Skill variety
Task identity
Task significance
Autonomy
Feedback
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JOB ENRICHMENT
Job enlargement: A job enrichment strategy
that extends the work cycle by adding related
tasks to the job description.
 Job rotation: A job enrichment strategy that
involves moving employees from one job to
another.
 Job enrichment ensures:
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 Workers
feel a sense of responsibility
 Workers feel a sense of accomplishment
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MCGREGOR’S THEORY X AND THEORY Y
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GOAL-SETTING THEORY AND MANAGEMENT BY
OBJECTIVES
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Goal-setting theory: The idea that setting ambitious but
attainable goals can motivate workers and improve
performance if the goals are accepted, accompanied by
feedback, and facilitated by organizational conditions.
Goal setting improves employee performance by:
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Stretching the intensity and persistence of effort
Giving employees clearer role perceptions
Management by objectives (MBO): A system of goal
setting and implementation that involves a cycle of
discussion, review, and evaluation of objectives among
top- and middle-level managers, supervisors, and
employees.
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EXPECTANCY THEORY
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Expectancy theory: Victor Vroom’s theory that the
amount of effort employees exert on a specific task
depends on their expectations of the outcome.
Researchers David Nadler and Edward Lawler suggested
mangers follow five steps to improve employee
performance:
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Determine what reward are valued by employees
Determine each employee’s desired performance standard
Ensure that performance standards are attainable
Guarantee rewards tied to performance
Be certain that rewards are considered adequate
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EXPECTANCY THEORY
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REINFORCEMENT & EQUITY THEORIES
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Reinforcement theory: Theory that positive and
negative reinforcers motivate a person to
behave in certain ways.
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Equity theory: The idea that employees try to
maintain equity between inputs and outputs
compare to others in similar positions.
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REINFORCEMENT THEORY
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BUILDING TEAMWORK THROUGH OPEN
COMMUNICATION
Open communication helps top managers and
team members understand the objectives and
work together.
 Procedures for encouraging open communication
are:
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Create a culture that rewards listening
 Train supervisors and managers to listen
 Remove barriers to open communication
 Actively undertake efforts to facilitate communication
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