Nickels Ch. 10: Motivating Employees

rewards, attainable

David Nadler and Edward Lawler's revised Expectancy Theory to identify steps to improve employee performance 1) determine what r______ employees value 2) determine each employee's desired performance standard 3) ensure that performance standards are a______ 4) guarantee rewards tied to performance 5) be certain that employees consider the rewards adequate

Andrew Cherng

Founder and Co-CEO of Panda Express expanding it to Mexico and China, emphasizes employees personal growth (eat healthy, exercise, attend motivational seminars); uses Landmark Forum, which stresses openness and destruction of obstacles; lets company pay/give more benefits to employees

Elton Mayo

Harvard researcher whose "illumination efficiency" studies uncovered the Hawthorne effect in 1927 (-> human-based management, discovery that pay is not the only motivator)

job content

Herzberg's motivation factors receiving the most votes all clustered around ___ ________. Workers like to feel like they contribute to the company.

achievement, growth

Herzberg's motivator factors: work itself, a_________, recognition, responsibility, g_____/advancement

lower, absenteeism

In the workplace, perceived inequity may lead to ______ productivity, reduced quality, increased a________, and voluntary resignation

self-transcendence

Maslow's 6th level of the pyramid that refers to life-altering moments of understanding and feeling whole. It is the desire to go beyond our ordinary human level of consciousness and experience oneness with the greater whole, the higher truth, whatever that many be to us.

physiological, esteem, actualization

Maslow's hierarchy of needs in order: p____________, safety, social, e______, self-a___________

commitment

Motivating employees across generations: gen x (1965 - 1980, tend to focuse on career security rather than job security), gen Y (1980 - 2000; skeptical, blunt/expressive, image-driven but also tech-savvy, adapablt, multitaskers, efficient, tolerant, c_________); differing views on job security, consistency

open communication, questioning

Motivating through o___ c__________: create an organizational culture that rewards listening, train supervisors/managers to listen, use effective q_______ techniques (open, appropriate questions), remove barriers to open communication, avoid vague and ambiguous communication (possible, perhaps), make communication easy, ask employees what is important to them

Theory Y, goals, responsibility

One set of managerial attitudes characterized by McGregor: most people like work (it is as natural as play/rest); we naturally work toward g_____ (and depth of commitment depends on perceived rewards for achieving them), under certain conditions seek r________, people are capable of a high degree of imagination/cleverness; people motivated by a variety of rewards

Theory X, fear, money

One set of managerial attitudes characterized by Mcgregor: Primary motivators are 1) f____ and 2) M_____; average person dislikes work and will avoid it, therefore workers must be forced/directed (which he prefers because he wishes to avoid responsibility and has little ambition)

machines, programmed

Scientific management viewed people largely as m_______ that needed to be properly p________. Taylor believed people would perform at high level if they were paid well enough

expectancy theory

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

Ford

What car company assembled a 400-member Team Mustang group empowered to create a 'wow' response and was motivated to trouble shoot problems overtime?

cultural competency

What is one factor extremely important in today's globalized business world in order to motivate employees?

recruiting, training

When workers leave, company uses not only the experienced employee but the equivalent of 6 to 18 months' salary to cover costs of r_____ and t__________ a replacement,

Theory Y

Which managerial attitude, Theory X or Theory Y, is more useful of empowerment?

Taylor (and other theorists who preceded him)

Who would agree with managers working under the Theory X attitude which takes the form of punishment for bad work rather than reward for good work?

environment

Workers did not consider factors related to job _________ to be motivators (one factor including pay; although absence caused dissatisfaction, it was not a strong motivator)

small, greater

________ businesses have a g______ opportunity to motivate with open communication and broad responsibility because individual workers can have more say in the company.

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 (value of flexibility and motivation usually offsets the costs of cost-training)

William Ouchi

a management professor at UCLA who developed Theory Z out of an evaluation between the differences in US and Japanese management styles and the creation of a hybrid approach

job enrichment, maslow, herzberg

a motivational strategy that emphasizes motivating the worker through the job itself, extended from M------ and H------- (completing identifiable task to end for increased job responsibility, achievement, and recognition)

management by objectives (MOB), Drucker

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 (D______ system of goal setting)

Frederick Taylor

also known as the father of "scientific management," a US efficiency engineer, wrote Principles of Scientific Management in 1911 to increase worker productivity and benefit firm/worker

Victor Vroom

conceptualized and applied expectancy-value theory to individual behaviour in large organizations (e.g. those lowest on totem pole have least motivation since little incentives)

soft costs

costs of losing employees that are loss of intellectual capital, decreased morale of remaining workers, increased employee stress, decreased customer service, poor reputation

motivators

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

hygiene factors, supervision

in herzberg's theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased (company policy/admin, s_______, salary, status, job security

high-context culture

in this culture workers build personal relationships and develop group trust before focusing on tasks (tend to be Koreans, Thais, and Saudis)

low-context culture

in this culture, workers often view relationship building as a waste of time that diverts attention from the task (tends to be US)

ads, self-actualization

increasing number of a__ are geared towards what level of Maslow's hierarchy of needs?

skill, task, significance, autonomy

job enrichment characteristics important for motivation: 1) s______ variety 2) t______ identity (extenet to which job requires doing a task with a visible outcome from beginning to end) 3) task s__________ 4) a______ (degree of freedom, independence, and discretion in scheduling work and determining procedures 5) feedback

Douglas McGregor

management theorist who observed that managers' attitudes generally fall into one of two entirely different sets of managerial assumptions, which he called Theory X and Theory Y

Theory Z

managerial theory by William Ouchi; hybrid of type J (japanese management) and type a (american management) styles: 1) long-term employment 2) collective decision making 3) individual responsibility for outcomes of decisions 4) slow evaluation and promotion 5) moderately specialized career paths 6) holistic concern for employees

Frederick Herzberg

mid 1960's psychologist who researched job-related factors in order of importance relative to motivation (1. sense of achievement 2. earned recognition 3. interest in the work itself 4. opportunity for growth 5. opportunity for advancement 6. importance of responsibility 7. peer/group relationships 8. pay 9. supervisor's fairness 10. company policies and rules 11. status 12. job security 13. supervisor's friendliness 14. working conditions)

job simplification

opposite of perpetuating Maslow/Herzberg's theories of job enrichment by breaking a job into simple steps and assigning people to each in order to produce task efficiency

Abraham Maslow

psychologist who created the hiearchy of needs

extrinsic reward

something given to you by someone else as recognition for good work; includes pay increases, praise, and promotions

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 (shovels and different materials)

scientific management

studying workers to find the most efficient ways of doing things and then teaching people those techniques (lies behind McDonald's

UPS

the company who tells employes exactly how to do their jobs (get out of trucks, how fast to walk, how to hold their keys)

equity theory

the idea that employees try to maintain equity between inputs and outputs compared (via personal relationships, professional organizations, etc.) to others in similar positions

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

self-actualization

the need to develop to one's fullest potential

intrinsic award

the personal satisfaction you feel when you perform well and complete goals (seen in work with a purpose)

hawthorne effect

the tendency for people to behave differently when they know they're being watched

Maslow's Hierarchy of needs

theory based on the idea that motivation comes from need. If a need is met, it's no longer a motivator, so a higher-level need becomes the motivator. Higher-level needs demand the support of lower-level needs (physiological, safety, social, esteem, self-actualization

principle of motion economy

theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions (study of bricklaying)

Reinforcement Theory

theory that positive (praise, recognition, pay raise) and negative reinforcers (reprimands, pay decrease, layoffs) motivate a person to behave in certain ways

engagement

used to describe employees level of motivation, passion, and commitment