BUSN 70 CHAP 9

importance of motivational strategies

-Fosters employee loyalty -Boosts productivity -Influences pay, promotion, job design, training opportunities, and reporting relationships

high moral leads to

-High levels of productivity -High returns to stakeholders -Employee loyalty

low morale leads to

-High rates of absenteeism -High rates of employee turnover

equity theory

-How much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange -Equity is a subjective notion -May explain why many consumers are upset about CEO compensation -Feelings of inequity may lead to unethical behavior

motivation

-Inner drive that directs a person's behavior toward a goal -A goal is the satisfaction of some need -A need is the difference between an actual state and a desired state

human relations

-The study of the behavior of individuals and groups in organizational settings -Involves motivating employees to achieve organizational objectives efficiently and effectively

how to retain good employees

1. Offer training and mentoring 2. Create a positive organizational culture 3. Build credibility through communication 4. Blend compensation, benefits, and recognition 5. Encourage referrals and don't overlook internal recruiting 6. Give coaching and feedback 7. Provide growth opportunities 8. Create work/life balance and minimize stress 9. Foster trust, respect and confidence in senior leadership

Hawthorne Study

A study that showed workers' performance improves when they are singled out and given special attention and asked for their feedback. Elton Mayo and a team of researchers from Harvard University wanted to determine what physical conditions in the workplace—such as light and noise levels—would stimulate employees to be most productive. From 1924 to 1932, they studied a group of workers at the Hawthorne Works Plant of the Western Electric Company and measured their productivity under various physical conditions. What the researchers discovered was quite unexpected and very puzzling: Productivity increased regardless of the physical conditions. This phenomenon has been labeled the Hawthorne effect. When questioned about their behavior, the employees expressed satisfaction because their co-workers in the experiments were friendly and, more importantly, because their supervisors had asked for their help and cooperation in the study. In other words, they were responding to the attention they received, not the changing physical work conditions.

maslow's hierarchy explained

Physiological needs, the most basic and first needs to be satisfied, are the essentials for living—water, food, shelter, and clothing. According to Maslow, humans devote all their efforts to satisfying physiological needs until they are met. Only when these needs are met can people focus their attention on satisfying the next level of needs—security. Security needs relate to protecting yourself from physical and economic harm. Actions that may be taken to achieve security include reporting a dangerous workplace condition to management, maintaining safety equipment, and purchasing insurance with income protection in the event you become unable to work. Once security needs have been satisfied, people may strive for social goals. Social needs are the need for love, companionship, and friendship—the desire for acceptance by others. To fulfill social needs, a person may try many things: making friends with a co-worker, joining a group, volunteering at a hospital, throwing a party, and so on. Once their social needs have been satisfied, people attempt to satisfy their need for esteem. Esteem needs relate to respect—both self-respect and respect from others. One aspect of esteem needs is competition—the need to feel that you can do something better than anyone else. Competition often motivates people to increase their productivity. Esteem needs are not as easily satisfied as the needs at lower levels in Maslow's hierarchy because they do not always provide tangible evidence of success. However, these needs can be realized through rewards and increased involvement in organizational activities. Until esteem needs are met, people focus their attention on achieving respect. When they feel they have achieved some measure of respect, self-actualization becomes the major goal of life. Self-actualization needs, at the top of Maslow's hierarchy, mean being the best you can be. Self-actualization involves maximizing your potential. A self-actualized person feels that she or he is living life to its fullest in every way.

compressed workweek

a four-day (or shorter) period in which an employee works 40 hours. Under such a plan, employees typically work 10 hours per day for four days and have a three-day weekend. The compressed workweek reduces the company's operating expenses because its actual hours of operation are reduced.

Theory Z

a management philosophy that stresses employee participation in all aspects of company decision making. It was first described by William Ouchi in his book, Theory Z—How American Business Can Meet the Japanese Challenge. Theory Z incorporates many elements associated with the Japanese approach to management, such as trust and intimacy, but Japanese ideas have been adapted for use in the United States. In a Theory Z organization, managers and workers share responsibilities; the management style is participative; and employment is long term and, often, lifelong.

flextime

a program that allows employees to choose their starting and ending times, as long as they are at work during a specified core period.

flexible scheduling strategies

Flextime Compressed workweek Job sharing Allowing full-time workers to work part-time for a certain period Allowing workers to work at home

management by objectives (MBO)

to the need to develop goals that both managers and employees can understand and agree upon.

Theories of Employee Motivation

theory x, theory y, theory z

motivational factors

Achievement Recognition Work itself Responsibility Advancement Personal Growth

morale

An employee's attitude toward his or her job, employer, and colleagues

Herzberg's Two-Factor Theory

Hygiene factors: Relate to the work setting and not to the content of the work Do not necessarily motivate people to excel, but their absence may dissatisfy workers Motivational factors: Relate to the content of the work itself Absence may not result in dissatisfaction, but presence is likely to motivate.

expectancy theory

Motivation depends not only on how much a person wants something, but also on how likely he or she is to get it

hygiene factors

company policies, supervision, working conditions ,Relationships with peers, supervisors, and subordinates, salary, and security on the job

job sharing

occurs when two people do one job. One person may work from 8:00 a.m. to 12:30 p.m.; the second person comes in at 12:30 p.m. and works until 5:00 p.m. Job sharing gives both people the opportunity to work as well as time to fulfill other obligations, such as parenting or school. With job sharing, the company has the benefit of the skills of two people for one job, often at a lower total cost for salaries and benefits than one person working eight hours a day would be paid.

goal setting theory

refers to the impact that setting goals has on performance. According to this philosophy, goals act as motivators to focus employee efforts on achieving certain performance outcomes. Setting goals can positively affect performance because goals help employees direct their efforts and attention toward the outcome, mobilize their efforts, develop consistent behavior patterns, and create strategies to obtain desired outcomes.

employees are motivated by...

the nature of the relationships they have with their supervisors, by the nature of their jobs, and by characteristics of the organization.