Chapter 10: Motivating Employees

Herzberg's motivating factors

Fredrick Herzberg conducted a study by asking workers to tank various job-related factors in order of importance relative to motivation.

Hygiene factors

Herzberg's theory of motivating factors, are job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.

Motivators

Herzberg's theory of motivating factors, are job factors that cause employees to be productive and that give them satisfaction.

Researchers now use the __________ to refer to people's tendency to behave differently when they know they're being studied. The Hawthorne study's results encouraged researchers to study human motivation and the managerial styles that lead to higher productivity,

Howthorne effect

With respect to the development of scientific management, Frederick Taylor's objective was to ___

Increase productivity at work

Type J (Japanese)

Lifetime Employment Consensual decision making Collective responsibility Slow evaluation and promotion Implicit, informal control Nonspecialized career paths Holistic concern for employees

Type Z (Modified American )

Long-term Employment Collective decision making Individual responsibility Slow evaluation and promotion Implicit, informal control with explicit, formalized control Moderately specialized career paths Holistic concern for employees (including families)

Elton Mayo's famous experiment at the Hawthorne Plant concluded:

People who perceive that management permits them to contribute to work decisions might be more productive

According to Herzberg, workers felt that good pay and job security:

Provided a sense of satisfaction with the job, but did not motivate them

Herzberg's hygiene factors included - Achievement - Salary - Work itself - Recognition

Salary

Studies about which tasks must be performed to complete a job and the time needed to do each task are referred to as _______ studies.

Time-motion

t/f. the initial result of the Hawthorne studies demonstrated that no matter what type of lighting was provided worker productivity increased

True

In accordance with Maslow's way of thinking, if Elizabeth secured a good-paying job that paid her enough to live in a decent apartment and buy an economical car, and if she felt that her work location and her home location were relatively safe places, she would:

Turn her focus to the next level of needs: social needs

Expectancy theory

Victor Vroom's theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome

Time-motion studies

began by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task.

Extrinsic reward

given to you by someone else as recognition for good work. Examples may include a pay increase, praise, and promotion.

Empowerment

giving employees authority to make decisions and tools to implement the decisions they make

Three elements of the scientific method

time, method, and rules of work

Maslow's hierarchy of needs

a theory of motivation based on unmet human needs from basic physiological needs to safety, social, and esteem needs to self-actualization needs.

Examples of Hygiene factors:

Company policy and administration, supervision, working conditions, interpersonal relations, salary, status, and job security.

According to Maslow's theory, when a need is satisfied:

Another, higher-level need emerges and motivates a person to satisfy that need

The responsibilities of a manger implementing MBO include:

- Rewarding employee accomplishments - Setting goals with the employee

Theory Z

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

Theory X

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

Theory Y

Employees view work as a natural part of life Employees prefer limited control and direction Employees will seek responsibility under proper work conditions Employees perform better in work environments that are no intimidating Employees are motivated by many different needs

Recently tommy switched jobs from a large firm, to a medium-sized firm. As one of four project managers at the new firm, Tommy recognized that employees have much more respect for his expertise than he perceived at the larger firm where there were a minimum of 15 project managers. According to Maslow, which need in his hierarchy is important to Tommy?

Esteem

Frederick Taylor believed the best way to improve worker productivity was to

Scientifically determine the most effective way to perform a task and then teach people exactly how to perform it.

According to Herzberg, which would be considered "motivators" - Good pay and clean working environment - Good pay and sense of achievement - Sense of achievement and opportunity for growth - Supervisor's fairness and opportunity for growth

Sense of achievement and opportunity for growth

Type A (American)

Short-term employment Individual decisions making Individual responsibility Rapid evaluation and promotion Explicit. Formalized control Specialized career paths Segmented concern for employees

The tendency for people to behave differently when they know they're being studied it referred to as:

The Hawthorne effect

Douglas McGregor

observed that motivating people at work depends greatly on their attitudes towards workers, me observed that managers' attitudes generally fall into one of two entirely different sets of managerial assumptions, which he called theory X and theory Y.

Reinforcement theory

states that positive and negative reinforces motivate a person to behave in certain ways

Equity theory

the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions

Goal-setting theory

the idea that setting ambitions but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions.

Scientific management

the method of studying workers to find the most effective ways to do things, determining the one "best way" to perform each task, and then teach people those methods.

Intrinsic reward

the personal satisfaction you feel when you perform well and complete goals. The belief that your work makes a significant contribution to the organization or to society is a form of intrinsic reward.

Examples of motivators

work itself, achievement, recognition, responsibility, growth and advancement

The assumption of theory Y management:

- 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 towards for achieving them. - Under certain conditions, most people not only accept but also seek responsibility - People are capable of using a relatively high degree of imagination, creativity, and cleverness to solve problems.

The assumption of theory X management:

- 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.

Vroom believes that employees ask three questions before committing their maximum effort to a task:

1. Can I accomplish the task? 2. If I do accomplish it, what's my reward? 3. Is the reward worth the effort?

Herzberg's motivating factors:, The most important factors were:

1. Sense of achievement 2. Earned recognition 3. Interest in the work itself 4. Opportunity for growth 5. Opportunity for advancement

Fredrick Taylor

a U.S. efficiency engineer who wrote The principles of Scientific Management in 1911, which earned him the title of "father of scientific management." His goal was to increase worker productivity to benefit both the firm and the workers.

Henry L. Gantt,

a follower of Taylor and developed carts by which managers plotted the work of employees a day in advance down to the smallest detail, which led to the principle of motion economy.

Job enlargement

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

Job rotation

a job enrichment strategy that involves moving employees from one job to another

Job enrichment

a motivational strategy that emphasizes motivating the worker through the job itself

Management by objectives (MBO)

a system of goal setting and implementation; it involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees. This is most effective in relatively stable situations when managers can make long-range plans and implement them with few changes

Principle of motion economy

a theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions, they then analyzed each motion to make it more efficient.