chpt 10- motivating employees

Theory Y Assumptions

People like work; it's a part of life. Workers seek goals to which they are committed. Commitment to goals depends on perceived rewards. Most people will seek responsibility. People can use creativity to solve problems. Intellectual capacity is only partially realized. People are motivated by a variety of rewards.

•Generation Z in the workplace

•Tend to be cautious and security-minded •Inspired to improve the world •Are resilient and pragmatic •Are tech-savvy •Want to be a part of a community within the workplace Place emphasis on practical benefits, such as health care

•Millennials in the workplace

•Tend to be impatient, skeptical, blunt, and expressive •Are tech-savvy and able to grasp new concepts •Able to multi-task and are efficient •Are tolerant •Place a high value on work-life balance •Fun and stimulation are key job requirements Tend to job surf due to the state of the economy

TYPE A

•Type A are focused on the individual.

TYPE J

•Type J are committed to the organization and group.

EX- PRINCIPLE OF MOTION ECONOMY

•UPS drivers work under strict rules and work requirements. •How to get out of their trucks: Right foot first •How fast to walk: 3 ft per second •How many packages to deliver a day:125 to 175 in off-peak seasons •How to hold their keys: Teeth up, third finger

HEIZBERG MOTIVATORS-

(These factors can be used to motivate workers.) •Work itself •Achievement •Recognition •Responsibility •Growth and advancement

HEIZBERG HYGIENE (MAINTENANCE) FACTORS

(These factors can cause dissatisfaction, but changing them will have little motivational effect.) •Company policy and administration •Supervision •Working conditions •Interpersonal relations (co-workers) •Salary, status, and job security

THEORY Z - COMPARE

1. Employee involvement is the key to increased productivity. 2. Employee control is implied and informal. 3. Employees prefer to share responsibility and decision making. 4. Employees perform better in environments that foster trust and cooperation. 5. Employees need guaranteed employment and will accept slow evaluations and promotions.

THEORY X - COMPARE

1. Employees dislike work and will try to avoid it. 2. Employees prefer to be controlled and directed. 3. Employees seek security, not responsibility. 4. Employees must be intimidated by managers to perform. 5. Employees are motivated by financial rewards.

THEORY Y -COMPARE

1. Employees view work as a natural part of life. 2. Employees prefer limited control and direction. 3. Employees will seek responsibility under proper work conditions. 4. Employees perform better in work environments that are nonintimidating. 5. Employees are motivated by many different needs.

Fringe Benefits- top perks ranked by employees

1. health insurance 2. paid time off 3. bonuses 4. paid sick leave 5.retirement plan

Researchers Nadler and Lawler modified expectancy theory and suggested five steps for managers:

1.Determine what rewards employees value. 2.Determine each employee's performance standard. 3.Ensure that performance standards are attainable. 4.Tie rewards to performance. Be sure employees feel rewards are adequate.

Simple Ways to Reinvigorate Work Life

1.Don't work alone all the time; partners or teams make work more efficient and fun. 2.Redecorate your space to get away from the same-old, same-old. 3.Don't complain; think of things to celebrate. Make friends with your coworkers.

key characteristics of work

1.Skill variety 2.Task identity 3.Task significance 4.Autonomy 5.Feedback

Taylor's Four Key Principles

1.Study how a job is performed. •-----Gather time & motion information. •----Check different methods. 2.Codify the best method into rules. 3.Choose workers whose skill matches the rules. 4.Establish a fair level of performance and pay.

Recognizing a Job Well Done- •Raises are not the only ways to recognize an employee's performance. Recognition can also include

: •Advancement opportunities •Challenging work •Noticing positive actions out loud •Paid time off •Prime parking spots •More vacation days •Flexible schedules Small equity stake or stock options

Job Enrichment:

A motivational strategy that emphasizes motivating the worker through the job itself. Based on Herzberg's motivators, such as responsibility, achievement, and recognition. key characteristics of work types of job enrichment - ----Job enlargement ----job rotation

Herzberg's Motivating Factors

Herzberg's research centered on the question: What creates enthusiasm for workers and makes them work to full potential? -------Herzberg found job content factors were most important to workers. Workers like to feel they contribute to the company. Motivators: Job factors that cause employees to be productive and that give them satisfaction. Job environment factors maintained satisfaction, but did not motivate employees. Hygiene factors — Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.

Management by objectives (MBO)

Involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees. •Managers formulate goals in cooperation with everyone in the organization. •Need to monitor results and reward achievement.

HYGEIN FACTORS

Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.

Motivators:

Job factors that cause employees to be productive and that give them satisfaction.

McGregor's Theory X and Theory Y

McGregor proposed two different sets of assumptions about workers: Theory X Assumptions Theory Y Assumptions

when is too much too much - 24/7 Access Isn't Always a Good Thing

Schedule correspondence •------Don't check email whenever it arrives; schedule times to check. Pick one task •-------Having too much open at once takes attention away from singular tasks. -----Do the most important items first. Set boundaries -------Don't be afraid of calls going to voicemail or emails stacking up. Maintain human contact •--------Don't look at your computer or phone while someone is at your desk. Keep attention (and respect!) on them.

Extrinsic rewards

Something given to you by someone else as recognition of good work.

TIME-MOTION STUDIES

Studies of which tasks must be performed to complete a job and the time needed to do each task.

Scientific Management:

Studying workers to find the most efficient ways of doing things and then teaching people those techniques. THERE ARE Three key elements to increase productivity:

FREDRICK TAYLOR-

The "Father" of Scientific Management

Expectancy Theory

The amount of effort employees exert on a specific task depends on their expectations of the outcome. Employees ask: •Can I accomplish the task? •What's my reward? •Is the reward worth the effort? Expectations can vary from person to person.

treating employees fairly - Equity Theory

The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions. Workers often base perception of their outcomes on a specific person or group. Perceived inequities can lead to lower productivity, reduced quality, increased absenteeism, and even resignation.

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.

Intrinsic rewards

The personal satisfaction you feel when you perform well and complete goals.

The Hawthorne Effect

The tendency for people to act differently when they know they are being studied.

PRINCIPLE OF MOTION ECONOMY

Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions.

Maslow's Hierarchy of Needs

Theory of motivation based on unmet human needs from basic physiological needs to safety, social, and esteem needs to self-actualization needs. Needs that have already been met do not motivate. If a need is filled, another higher-level need emerges.

Three key elements to increase productivity:

Time, Methods of Work, Rules of Work.

Ouchi's Theory Z

William Ouchi researched cultural differences between the U.S. (Type A) and Japan (Type J). Theory Z is the hybrid approach of Types A and J.

Theory X Assumptions

Workers dislike work and seek to avoid it. Workers must be forced, controlled, directed, or threatened with punishment to get them to perform. Workers prefer to be directed and avoid responsibility. Primary motivators are fear and punishment.

what is MBO - slide 20

pic set organizational objectives link objectives to emloyees goals monitor evaluate performance reward performance set organizational objectives

Job environment factors maintained ------------, but did not ----------employees.

satisfaction MOTIVATE

Job enlargement

•A job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment.

job rotation

•A job enrichment strategy that involves moving employees from one job to another.

personalizing motivation- Motivating Employees across Generations

•Baby Boomers (1946-1964) •Generation X (1965-1980) •Generation Y or Millennials (1980-1995) •Generation Z (1995-2009) •Generation Alpha (born after 2010)

•Communication across the generations

•Baby Boomers prefer meetings and conference calls . •Gen Xers prefer e-mail and will choose meetings only if there are no other options. •Millennials prefer to use technology to communicate, particularly through social media. •Gen Zers prefer face-to-face meetings and shy away from phone calls.

Motivating through Open Communication

•Create a culture that rewards listening. •Train managers to listen. •Use effective questioning techniques. •Remove barriers to open communication. •Avoid vague and ambiguous communication. •Make it easy to communicate. Ask employees what is important to them.

personalizing motivation- Motivating Employees across the Globe

•Cultural differences make worker motivation a challenging task for global managers. high context low context

•Generation X in the workplace

•Desire economic security but focus more on career security than job security •Good motivators as managers due to emphasis on results rather than work hours •Tend to be flexible and good at collaboration and consensus building Very effective at giving employee feedback and praise

•Baby Boomers (1946-1964)

•Experienced great economic prosperity, job security, and optimism about their future

•Generation Z (1995-2009)

•Grew up post 9/11, in the wake of the Great Recession and amid many reports of school violence; main constant in life is inconsistency

Work Well with OthersKeys for Productive Teamwork

•Have a common understanding of your task. •Clarify roles and responsibilities. •Set rules. •Get to know each other. •Communicate openly and often.

high context cultures

•High-context cultures require relationships and group trust before performance.

low context cultures

•Low-context cultures believe relationship building distracts from tasks.

Warnings of Employee Stress

•Negative attitudes about work •Harsh language •Drops in productivity •Chronic lateness •Absenteeism •Careless with details •Unable to work with others •Withdrawal from co-workers Easily upset or angered

extrinsic rewards examples

•Pay raises •Praise •Promotions

intrinsic rewards example

•Pride in your performance •Sense of achievement

•Researchers studied worker efficiency under different levels of light.

•Productivity increased regardless of light condition. •Researchers decided it was a human or psychological factor at play.

•Generation Y or Millennials (1980-1995)

•Raised by indulgent parents and don't remember a time without the Internet and mobile cell phones; main constant in life is inconsistency

•Generation X (1965-1980)

•Raised in dual-career families, attended day care, and have a feeling of insecurity about jobs