ch 10

extrinsic rewards include:

An extrinsic reward is given to you by someone else as recognition for good work. Pay raises, praise, and promotions are extrinsic rewards.5

Theory Y makes entirely different assumptions about people:

Most people like work; it is as natural as play or rest. Most people naturally work toward goals to which they are committed. The depth of a person's commitment to goals depends on the perceived rewards for achieving them. Under certain conditions, most people not only accept but also will seek responsibility. People are capable of using a relatively high degree of imagination, creativity, and cleverness to solve problems. In industry, the average person's intellectual potential is only partially realized. People are motivated by a variety of rewards. Each worker is stimulated by a reward unique to him or her (time off, money, recognition, and so on). A key technique here is empowerment, giving employees authority to make decisions and tools to implement the decisions they make.

fredrick taylor wrote:

The Principles of Scientific Management

Goal-setting theory

ays setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted and accompanied by feedback, and if conditions in the organization pave the way for achievement. All organization members should have some basic agreement about both overall goals and specific objectives for each department and individual. Thus there should be a system to engage everyone in the organization in goal-setting and implementation.

A motivational strategy that focuses on motivating the worker through the design of the job itself is called job

enrichment

the personal satisfaction you feel when you perform well and complete goals is an example of a(n) _ reward

intrinsic

studies of the task performed in a job and the _ needed for each is time-motion study.

time

The Japanese approach, which Ouchi called Type J, included lifetime employment, consensual decision making, collective responsibility for the outcomes of decisions, slow evaluation and promotion, implied control mechanisms, nonspecialized career paths, and holistic concern for employees. In contrast, the U.S. management approach, which Ouchi called Type A, relied on short-term employment, individual decision making, individual responsibility for the outcomes of decisions, rapid evaluation and promotion, explicit control mechanisms, specialized career paths, and segmented concern for employees.

type J & A

job enlargement

which combines a series of tasks into one challenging and interesting assignment. Maytag, the home appliance manufacturer, redesigned its washing machine production process so that employees could assemble an entire water pump instead of just adding a single part.

HERZBERG'S MOTIVATING FACTORS

Another direction in managerial theory explores what managers can do with the job itself to motivate employees. In other words, some theorists ask: Of all the factors controllable by managers, which are most effective in generating an enthusiastic work effort? In the mid-1960s, psychologist Frederick Herzberg conducted the most discussed study in this area. Herzberg asked workers to rank various job related factors in order of importance relative to motivation. The question was: What creates enthusiasm for workers and makes them work to full potential? Workers did not consider factors related to job environment to be motivators. It was interesting to find that one of those factors was pay. Workers felt the absence of good pay, job security, and friendly supervisors could cause dissatisfaction, but their presence did not motivate employees to work harder; it just provided satisfaction and contentment. Herzberg concluded that certain factors, which he called motivators, made employees productive and gave them satisfaction. These factors, as you have seen, mostly related to job content. Herzberg called other elements of the job hygiene factors (or maintenance factors). These related to the job environment and could cause dissatisfaction if missing but would not necessarily motivate employees if increased. See Figure 10.2 for a list of motivators and hygiene factors.

time-motion studies

Believing different materials called for different shovels, he proceeded to invent a wide variety of sizes and shapes of shovels and, stopwatch in hand, measured output over time in what were called

Psychologist Abraham Maslow believed that to understand motivation at work, we must understand human motivation in general. It seemed to him that motivation arises from need. That is, people are motivated to satisfy unmet needs. Needs that have already been satisfied no longer provide motivation.

Physiological needs: Basic survival needs, such as the need for food, water, and shelter. Safety needs: The need to feel secure at work and at home. Social needs: The need to feel loved, accepted, and part of the group. Esteem needs: The need for recognition and acknowledgment from others, as well as self-respect and a sense of status or importance. Self-actualization needs: The need to develop to one's fullest potential. When one need is satisfied, another, higher-level need emerges and motivates us to satisfy it. The satisfied need is no longer a motivator.

Those who advocate job enrichment believe that five characteristics of work are important in motivation and performance:

Skill variety. The extent to which a job demands different skills. Task identity. The degree to which the job requires doing a task with a visible outcome from beginning to end. Task significance. The degree to which the job has a substantial impact on the lives or work of others in the company. Autonomy. The degree of freedom, independence, and discretion in scheduling work and determining procedures. Feedback. The amount of direct and clear information given about job performance.

Scientific Management

Taylor's goal was to increase worker productivity to benefit both the firm and the worker. The solution, he thought, was to scientifically study the most efficient ways to do things, determine the one "best way" to perform each task, and then teach people those methods. This approach became known as scientific management. Three elements were basic to Taylor's approach: time, methods, and rules of work. His most important tools were observation and the stopwatch. Taylor's thinking lies behind today's measures of how many burgers McDonald's expects its cooks to flip.

The assumptions of Theory X management are:

The average person dislikes work and will avoid it if possible. Because of this dislike, workers must be forced, controlled, directed, or threatened with punishment to make them put forth the effort to achieve the organization's goals. The average worker prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security. Primary motivators are fear and punishment.

management by objectives (MBO)

The late management expert Peter Drucker developed such a system in the 1960s. "Managers cannot motivate people; they can only thwart people's motivation because people motivate themselves," he said. Called management by objectives (MBO), Drucker's system of goal-setting and implementation includes a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees. It calls on managers to formulate goals in cooperation with everyone in the organization, to commit employees to those goals, and to monitor results and reward accomplishment. MBO is most effective in relatively stable situations when managers can make long-range plans and implement them with few changes.

according to a survey of recent college graduates, opportunities for _ are important in attracting and retaining employees.

advancement

Job rotation

also makes work more interesting and motivating by moving employees from one job to another. One problem, of course, is the need to train employees to do several different operations. However, the resulting increase in motivation and the value of having flexible, cross-trained employees usually offsets the costs.

Creating an upbeat, relaxed company culture helps small businesses _their workers instead of using monetary incentives

motivate

job enrichment focuses on enhancing the elements most closely related to Herzberg's __ or higher level needs as defined in his theory

motivators

Mayo and Hawthorne Studies

ppl behave differently while being watched Here is what the researchers concluded: The workers in the test room thought of themselves as a social group. The atmosphere was informal, they could talk freely, and they interacted regularly with their supervisors and the experimenters. They felt special and worked hard to stay in the group. This was a form of motivation for them. The workers were included in planning the experiments. For example, they rejected one kind of pay schedule and recommended another, which was adopted. They believed their ideas were respected and felt engaged in managerial decision making. This, too, motivated them. No matter the physical conditions, the workers enjoyed the atmosphere of their special room and the additional pay for being more productive. Job satisfaction increased dramatically.