GEB1101:M4-C10: Motivating and Satisfying Employees & Teams

team

two or more workers operating as a coordinated unit to accomplish a specific task or goal

Historical Perspectives on Motivation: Theory X

• Generally consistent with Taylor's scientific management • Employees dislike work and will function only in a controlled work environment Keywords: Attitude toward work - Dislike Control Systems - External Supervision - Direct Level of Commitment - Low Employee Potential - Ignored Use of Human Resources - Limited

Historical Perspectives on Motivation: Theory Y

• Generally consistent with the human relations movement • Employees accept responsibility and work toward organizational goals if they will also achieve personal rewards Keywords: Attitude toward work - Involvement Control Systems - Internal Supervision - Indirect Level of Commitment - High Employee Potential - Identified Use of Human Resources - Not Limited

Contemporary Views on Motivation: Equity Theory

• People are motivated to obtain and preserve equitable treatment for themselves • Equity: the distribution of rewards in direct proportion to the contribution of each employee to the organization • Workers compare their own input-to-outcome (reward) ratios to their perception of others' • Workers who perceive an inequity may - Decrease their inputs - Try to increase outcome (ask for a raise) - Try to get the comparison other to increase inputs or receive decreased outcomes - Leave the work situation (quit) - Switch to a different comparison other

According to the expectancy theory, motivation depends on how much we want something and how likely we think we are to get it.

True

The Theory X and Theory Y were advanced by Douglas McGregor. a. True b. False

a. True

telecommuting

working at home all the time or for a portion of the work week

Herzberg cited as a cause of dissatisfaction. working conditions promotions pay for special projects rewards challenging work

working conditions

Frederick W. Taylor made his most significant contribution to management practice by his involvement with the Hawthorne Studies.

False

Herzberg's theory suggests that pay is a strong motivator.

False

MBO is an inflexible system that requires all goals to be met; if not, the employee is fired.

False

Maslow's higher-level needs are the easiest to satisfy.

False

Self-actualization needs are the most basic needs that Maslow discovered.

False

The idea that satisfaction and dissatisfaction are separate and distinct dimensions comes from which of the following theories? Frederick Herzberg's motivation-hygiene theory Maslow's hierarchy of needs Frederick Taylor's scientific management Reinforcement theory Hawthorne Studies

Frederick Herzberg's motivation-hygiene theory

Stages of Team Development

When attempting to develop teams, managers must understand that multiple stages are generally required. 1- FORMING The team is new. Members get to know each other. 2- STORMING The team may be volatile. Goals & objectives are developed. 3- NORMING The team stabilizes. Roles & duties are accepted and recognized. 4- PERFORMING The team is dynamic. Everyone makes a focused effort to accomplish goals. 5- ADJOURNING The team is finished. The goals have been accomplished and the team is disbanded.

Advantages and Disadvantages of Self-Managed Teams

While self-managed teams provide benefits, managers must recognize their limitations. Advantages - Boosts employee morale - Increases productivity - Aids innovation - Reduces employee boredom Disadvantages - Additional training costs - Teams may be disorganized - Conflicts may arise - Leadership role may be unclear

Taylor's Piece-Rate System

Workers who exceeded their quota were rewarded by being paid at a higher rate per piece for all the pieces they produced

Giving employee recognition builds employee morale.

True

The Hawthorne Studies concluded that human factors were responsible for the outcomes of the experiments.

True

Theory X is a set of assumptions that are consistent with the human relations movement.

True

Contemporary Views on Motivation: Expectancy Theory (Victor Vroom)

Vroom's theory is based on the idea that motivation depends on how much people want something and on how likely they think they are to get it. • Motivation depends on how much we want something and on how likely we think we are to get it • Implies that managers must recognize that - Employees work for a variety of reasons - The reasons, or expected outcomes, may change over time - It is necessary to show employees how they can attain the outcomes they desire

job sharing

an arrangement whereby two people share one full-time position

morale

an employee's feelings about the job, about superiors, and about the firm itself

Abraham Maslow was a European psychiatrist. a. True b. False

b. False

An ideal team size is always four to six members. a. True b. False

b. False

Behavior modification is the attempt to motivate and improve morale of employees. a. True b. False

b. False

For empowerment programs to work effectively, it is important that management takes a hands-off approach and not be involved in the process. a. True b. False

b. False

Fredrick Taylor's ideas were considered revolutionary and have continued to be viewed as complex and sufficient to account for most employee workplace activity. a. True b. False

b. False

Job enlargement is ensured to create additional employee satisfaction and motivation. a. True b. False

b. False

Job enrichment involves expanding an employee's assignments to include additional tasks. a. True b. False

b. False

Job sharing is also referred to as job enrichment. a. True b. False

b. False

Maslow's most well-known theory was based on a motivation-hygiene theory. a. True b. False

b. False

The Hawthorn Studies occurred in the early 1960s. a. True b. False

b. False

Fredrick Taylor is associated with which of the following theories, principles, or studies? a. Hygiene theory b. Scientific management c. Hierarchy of needs d. The Hawthorne Studies e. Theory X and Theory Y

b. Scientific management

Which of the following companies is not part of the top ten best companies to work for (based on Fortune magazine, 2011)? a. Zappos.com b. Walmart c. SAS d. Google e. Wegmans Food Markets

b. Walmart

Fredrick Taylor developed the idea that most people work a. to fulfill self-actualization needs. b. only to earn money. c. to fulfill the organization's goals and achieve personal rewards. d. for the recognition that comes from work. e. for employee satisfaction.

b. only to earn money.

If Delta Airlines ticket agents discovered that they were being paid a lot less per ticket sold than United Airlines ticket agents, we might expect the Delta ticket agents to a. increase their sales so that they will make as much as their United peers. b. think their outcome-to-input ratios are lower than those of the United ticket agents. c. have as a group very different personal needs than United ticket agents. d. be very satisfied because they work for a great airline. e. feel that rewards are being distributed fairly and equitably.

b. think their outcome-to-input ratios are lower than those of the United ticket agents.

Which of the following is not a level is Maslow's hierarchy of needs? a. Social needs b. Physiological needs c. Esteem needs d. Safety needs e. Isolation needs

e. Isolation needs

Which of the following is based on Theory Y? a. People generally have little ambition. b. Employees are primarily concerned with security. c. Employees must generally be led since they seek little responsibility. d. Employees prefer to avoid work. e. People see work as an important part of life

e. People see work as an important part of life

The original objective of the Hawthorne Studies was to a. develop brainstorming techniques. b. develop a technique in which managers and employees collaborate in setting goals. c. develop team goals and techniques for accomplishing those goals. d. help team members develop individual roles within the team setting. e. determine the effects of the work environment on employee productivity.

e. determine the effects of the work environment on employee productivity.

An employee's attitude or feelings about his or her job, about superiors, and about the company can be defined as a. motivation. (incorrect) b. esteem needs. c. self-actualization needs. d. motivation factors. e. morale.

e. morale.

The need for ________ is at the top of Maslow's hierarchy. a. physiological b. safety c. esteem d. social e. self-actualization

e. self-actualization

Expectancy theory is difficult to apply, but it does provide several useful guidelines for managers. One such outcome that managers must realize is that a-everyone expects the same things. b-employees expect to be financially rewarded for hard work. c-employees work for a variety of reasons. d-most employees tend to be unreasonable in their expectations. e-managers need to use the authoritarian style to get tasks accomplished.

employees work for a variety of reasons.

Developing an input-to-output ratio is the basis of the theory. equity expectancy reward reinforcement quality circle

equity

job enlargement

expanding a worker's assignments to include additional but similar tasks

self-managed teams

groups of employees with the authority and skills to manage themselves

motivation factors

job factors that increase motivation, although their absence does not necessarily result in dissatisfaction

hygiene factors

job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in high levels of motivation

empowerment

making employees more involved in their jobs by increasing their participation in decision making

esteem needs

our need for respect, recognition, and a sense of our own accomplishment and worth

part-time work

permanent employment in which individuals work less than a standard work week

safety needs

the things we require for physical and emotional security

physiological needs

the things we require for survival

Key Motivation Techniques: Steps in behavior modification

1- Identify the target behavior to be changed 2- Measure existing levels of the behavior 3- Reward employees who exhibit the desired behavior 4- Measure the target behavior to check for desired change - If no change, consider changing reward system - If change has occurred, maintain reinforcement

Understand the types, development, and uses of teams.

A large number of companies use teams to increase their employees' productivity. In a business organization, a team is a group of workers functioning together as a unit to complete a common goal or purpose. There are several types of teams that function in specific ways to achieve different purposes. A problem-solving team is a team of knowledgeable employees brought together to tackle a specific problem. Self-managed work teams involve groups of employees with the authority and skills to manage themselves. A cross-functional team is a team of individuals with varying specialties, expertise, and skills. A virtual team is a team consisting of members who are geographically dispersed and communicate electronically. The five stages of team development are forming, storming, norming, performing, and adjourning. As a team develops, it becomes more productive and unified in order to achieve its assigned objective and goals. The four roles within teams are task specialist, socioemotional, dual, and nonparticipative. Each of these roles plays a specific part in the team's interaction. For a team to be successful, members must learn how to resolve and manage conflict so that the team can work cohesively to accomplish goals.

Historical Perspectives on Motivation: Maslow's Hierarchy of Needs

A sequence of human needs in the order of their importance - Physiological needs—survival - Safety needs—physical and emotional safety - Social needs—love and affection and a sense of belonging - Esteem needs—respect, recognition, and a sense of our own accomplishment and worth - Self-actualization needs—to grow and develop and become all that we are capable of being

Key Motivation Techniques: Flextime

A system in which employees set their own work hours within employer-determined limits Typically, there are two bands of time 1- Core time: when all employees are expected to be at work 2- Flexible time: when employees may choose whether to be at work Benefits - Employees' sense of independence and autonomy is motivating - Employees with enough time to deal with non-work issues are more productive and satisfied Drawbacks - Supervisors' jobs are complicated by having employees who come and go at different times - Employees without flextime may resent coworkers who have it

Key Motivation Techniques: Job sharing

An arrangement whereby two people share one full-time position Companies can save on expenses by reducing benefits and avoiding employee turnover Employees gain flexibility but may lose benefits Sharing can be difficult if work is not easily divisible or if two people cannot work well together

Historical Perspectives on Motivation: Reinforcement Theory

Behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur Reinforcement: an action that follows directly from a particular behavior Types of reinforcement - Positive reinforcement: strengthens desired behavior by providing a reward - Negative reinforcement: strengthens desired behavior by eliminating an undesirable task or situation - Punishment: an undesired consequence of undesirable behavior - Extinction: no response to undesirable behavior in order to discourage its occurrence

Contemporary Views on Motivation: Goal-Setting Theory

Employees are motivated to achieve goals they and their managers establish together Goals should be very specific, moderately difficult, and ones that the employee will be committed to achieve Rewards should be tied directly to goals achievement

Key Motivation Techniques: Employee Ownership Benefits / Obstacles

Employees own the company they work for by virtue of being stockholders Directly reward employees for success Benefits -Considerable employee incentive -Increased employee involvement and commitment Obstacles -Problems between management and employees can still occur

Describe three contemporary views of motivation: equity theory, expectancy theory, and goal-setting theory.

Equity theory maintains that people are motivated to obtain and preserve equitable treatment for themselves. Expectancy theory suggests that our motivation depends on how much we want something and how likely we think we are to get it. Goal-setting theory suggests that employees are motivated to achieve a goal that they and their managers establish together.

Historical Perspectives on Motivation: Herzberg's Motivation-Hygiene Theory

Herzberg's theory takes into account that there are different dimensions to job satisfaction and dissatisfaction and that these factors do not overlap. Satisfaction and dissatisfaction are separate and distinct dimensions • Motivation factors Job factors that increase motivation but whose absence does not necessarily result in dissatisfaction Motivational Keywords: Achievement Recognition Responsibility Advancement Growth The work itself • Hygiene factors Job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in higher levels of motivation Hygiene Keywords: Supervision Working conditions Interpersonal relationships Pay Job Security Company policies & administration

Key Motivation Techniques

It takes more than a generous salary to motivate employees. Companies are trying to motivate employees by satisfying less tangible needs. Simple, low or no cost approaches such as: - Celebrate birthdays and other important events - Nominations for a formal award program - Support flexible work schedules - Publicly post thank you letters from customers Job enrichment Provides employees with more variety and responsibility in their jobs Job enlargement The expansion of a worker's assignments to include additional but similar tasks Job redesign A type of job enrichment in which work is restructured to cultivate the worker-job match Behavior modification A systematic program of reinforcement to encourage desirable behavior

Which of the following is a motivation technique that provides employees with more variety and responsibility in their jobs? Answer Job rotation Job enrichment Job redesign Job enlargement Job analysis

Job enrichment

Key Motivation Techniques: Employee empowerment Benefits / Obstacles

Making employees more involved in their jobs by increasing their participation in decision making Management must be involved to set expectations, communicate standards, institute periodic evaluations, guarantee follow-up Benefits - Increased job satisfaction - Improved job performance - Higher self-esteem - Increased organizational commitment Obstacles - Management resistance - Workers' distrust of management - Insufficient training - Poor communication between management and employees

Key Motivation Techniques: Management by Objectives Advantages and Disadvantages

Management by Objectives Managers and employees collaborate in setting goals, clarify employee roles Advantages • Motivates employees by actively involving them • Improves communication • Makes employees feel like an important part of the organization • Periodic review enhances control Disadvantages • Doesn't work if the process doesn't begin at the top of the organization • Can result in excessive paperwork • Some managers assign goals instead of collaborating on creating them • Goals should be quantifiable

Explain several techniques for increasing employee motivation

Management by objectives (MBO) is a motivation technique in which managers and employees collaborate in setting goals. MBO motivates employees by involving them directly in their jobs and in the organization as a whole. Job enrichment seeks to motivate employees by varying their tasks and giving them more responsibility for and control over their jobs. Job enlargement, expanding a worker's assignments to include additional tasks, is one aspect of job enrichment. Job redesign is a type of job enrichment in which work is restructured to improve the worker-job match. Behavior modification uses reinforcement to encourage desirable behavior. Rewards for productivity, quality, and loyalty change employees' behavior in desirable ways and increase motivation. Allowing employees to work flexible hours is another way to build motivation and job satisfaction. Flextime is a system of work scheduling that allows workers to set their own schedules, as long as they fall within the limits established by employers. Part-time work is permanent employment in which individuals work less than a standard work week. Job sharing is an arrangement whereby two people share one full-time position. Telecommuting allows employees to work at home for all or part of the work week. All of these work arrangements give employees more time outside the workplace to deal with family responsibilities or to enjoy free time. Employee empowerment, self-managed work teams, and employee ownership are also techniques that boost employee motivation. Empowerment increases employees' involvement in their jobs by increasing their decision-making authority. Self-managed work teams are groups of employees with the authority and skills to manage themselves. When employees participate in ownership programs, such as employee stock ownership plans (ESOPs), they have more incentive to make the company succeed and therefore work more effectively.

Maslow's Hierarchy of Needs

Maslow believed that people act to fulfill 5 categories of needs. 1. Self-Actualization Needs 2. Esteem Needs 3. Social Needs 4. Safety Needs 5. Physiological Needs

Historical Perspectives on Motivation

Scientific Management The application of scientific principles to management of work and workers Frederick W. Taylor The Hawthorne Studies Maslow's Hierarchy of Needs Herzberg's Motivation-Hygiene Theory

Explain what motivation is.

Motivation is the individual internal process that energizes, directs, and sustains behavior. Motivation is affected by employee morale—that is, the employee's feelings about the job, superiors, and the firm itself. Motivation, morale, and job satisfaction are closely related.

Historical Perspectives on Motivation: Frederick W. Taylor

Observed workers who "soldiered" or worked slowly who feared losing their jobs if there were no work Job should be broken into separate tasks Management determines the best way and the expected output Management chooses and trains the best-suited person Management cooperates with workers Piece-rate system (pay per unit of output) is based on the belief that people work only for money

Understand some major historical perspectives on motivation.

One of the first approaches to employee motivation was Frederick Taylor's scientific management, the application of scientific principles to the management of work and workers. Taylor believed that employees work only for money and that they must be closely supervised. This thinking led to the piece-rate system, under which employees are paid a certain amount for each unit they produce The Hawthorne Studies attempted to determine the effects of the work environment on productivity. Results of these studies indicated that human factors affect productivity more than physical aspects of the workplace do. Maslow's hierarchy of needs suggests that people are motivated by five sets of needs. In ascending order of complexity, these motivators are physiological, safety, social, esteem, and self-actualization needs. People are motivated by the most basic set of needs that remains unfulfilled. As needs at one level are satisfied, people try to satisfy needs at the next level. Frederick Herzberg found that job satisfaction and dissatisfaction are influenced by two distinct sets of factors. Motivation factors, including recognition and responsibility, affect an employee's degree of satisfaction, but their absence does not necessarily cause dissatisfaction. Hygiene factors, including pay and working conditions, affect an employee's degree of dissatisfaction but do not affect satisfaction. Theory X is a concept of motivation that assumes that employees dislike work and will function effectively only in a highly controlled environment. Thus, to achieve an organization's goals, managers must coerce, control, and threaten employees. This theory generally is consistent with Taylor's ideas of scientific management. Theory Y is more in keeping with the results of the Hawthorne Studies and the human relations movement. It suggests that employees can be motivated to behave as responsible members of the organization. Theory Z emphasizes long-term employment, collective decision making, individual responsibility for the outcomes of decisions, informal control, and a holistic concern for employees. Reinforcement theory is based on the idea that people will repeat behavior that is rewarded and will avoid behavior that is punished.

What stage of a team is usually slow to develop and occurs when the team begins to focus strongly on the assigned task and away from team-development issues? Norming Storming Performing Adjourning Unifying

Performing

Key Motivation Techniques: Part-time work

Permanent employment in which individuals work less than a standard work week Disadvantage: often does not provide the benefits that come with a full-time position

According to Theory Y, which type of behavior would a supervisor expect from an employee? Delegate most of the work to others Avoid working too hard Spend time discussing job security Ask to leave early several times a month Seek opportunities to learn new skills

Seek opportunities to learn new skills

andi Wood wants to become the best manager in the firm. She takes every available opportunity to learn new skills and improve her knowledge about management. Which need is Randi attempting to satisfy? Social Esteem Self-actualization Physiological Safety

Self-actualization

Historical Perspectives on Motivation: Douglas McGregor

Sets of assumptions about managerial attitudes and beliefs regarding worker behavior

Historical Perspectives on Motivation: Theory Z

Some middle ground between Ouchi's Type A (American) and Type J (Japanese) practices is best for American business Emphasis is on participative decision making with a view of the organization as a family

Teams and Teamwork

Teams Two or more workers operating as a coordinated unit to accomplish a specific task or goal Types of teams - Problem-Solving - Virtuoso - Self-Managed - Cross-Functional - Virtual Stages of team development - Forming - Storming - Norming - Performing - Adjourning Roles within a team - Task-specialist role - Socio-emotional role - Dual role - Nonparticipant role Team cohesiveness For a team to be successful, members must learn how to resolve and manage conflict Team conflict and how to resolve it Middle ground resolution satisfies each party to some extent Benefits and limitations of teams - Reduces turnover and costs, increases production, quality, customer service, job satisfaction - Reorganizing into teams can be stressful and time consuming with no guarantee it will develop effectively

The Features of Theory Z

The best aspects of Japanese and American management theories combine to form the nucleus of Theory Z. TYPE J FIRMS (Japanese) - Lifetime Employment - Collective decision making - Collective responsibility - Slow promotion - Implied control mechanisms - Non-Specialized career paths - Holistic concern for employees TYPE Z FIRMS (Best Choice for American Firms) - Long-Term Employment - Collective decision making - Individual responsibility - Slow promotion - Informal control - Moderately specialized career paths - Holistic concern for employees TYPE A FIRMS (American) - Short Term Employment - Individual decision making - Individual responsibility - Rapid Promotion - Explicit control mechanisms - Specialized career paths - Segmented concern for employees

What Is Motivation?

The individual internal process that energizes, directs, and sustains behavior; the personal "force" that causes us to behave in a particular way Morale • An employee's feelings about his or her job, superiors, and about the firm itself • High morale results from the satisfaction of needs or as a result of the job and leads to dedication, loyalty, and the desire to do the job well • Low morale leads to shoddy work, absenteeism, and high turnover rates

Historical Perspectives on Motivation: The Hawthorne Studies

To determine the effects of the work environment on employee productivity 1st experiment: productivity increased for both the experimental and control groups after lighting was varied in the workplace 2nd experiment: workers under a piece-rate system produced at constant rates Conclusions: human factors were responsible - Workers had a sense of involvement by participating in the experiment - Groups influenced output through workers' desire for acceptance Human relations movement Employees who are happy and satisfied are motivated to perform better

A systematic program of reinforcement that encourages desirable behavior is called behavior modification.

True

Key Motivation Techniques: Telecommuting Advantages / Disadvantages

Working at home all the time or for a portion of the work week Advantages Increased employee productivity Lower real estate and travel costs Reduced absenteeism and turnover Increased work/life balance and improved morale Access to additional labor pools Disadvantages Feelings of isolation Putting in longer hours Distractions at home Difficulty monitoring productivity

piece-rate system

a compensation system under which employees are paid a certain amount for each unit of output they produce

Theory X

a concept of employee motivation generally consistent with Taylor's scientific management; assumes that employees dislike work and will function only in a highly controlled work environment

Theory Y

a concept of employee motivation generally consistent with the ideas of the human relations movement; assumes responsibility and work toward organizational goals, and by doing so they also achieve personal rewards

expectancy theory

a model of motivation based on the assumption that motivation depends on how much we want something and on how likely we think we are to get it

management by objectives (MBO)

a motivation technique in which managers and employees collaborate in setting goals

job enrichment

a motivation technique that provides employees with more variety and responsibility in their jobs

need

a personal requirement

Maslow's hierarchy of needs

a sequence of human needs in the order of their importance

employee ownership

a situation in which employees own the company they work for by virtue of being stockholders

flextime

a system in which employees set their own work hours within employer-determined limits

behavior modification

a systematic program of reinforcement to encourage desirable behavior

virtual team

a team consisting of members who are geographically dispersed but communicate electronically

cross-functional team

a team of individuals with varying specialties, expertise, and skills that are brought together to achieve a common task

problem-solving team

a team of knowledgeable employees brought together to tackle a specific problem

equity theory

a theory of motivation based on the premise that people are motivated to obtain and preserve equitable treatment for themselves

reinforcement theory

a theory of motivation based on the premise that rewarded behavior is likely to be repeated, whereas punished behavior is less likely to recur

goal-setting theory

a theory of motivation suggesting that employees are motivated to achieve goals that they and their managers establish together

job redesign

a type of job enrichment in which work is restructured to cultivate the worker-job match

________ is a concept that employee motivation is generally consistent with the scientific management theory that people generally dislike work. a. Theory X b. Expectancy theory c. Empowerment d. Job enrichment e. Theory Y

a. Theory X

A flextime system usually includes a specified number of work hours necessary per week. a. True b. False

a. True

Adjourning is the final stage of team development, yet this stage does not occur for all teams. a. True b. False

a. True

Companies with telecommuting programs experience reduced absenteeism and lower turnover. a. True b. False

a. True

En ESOP is an employee stock ownership plan. a. True b. False

a. True

MBO is a technique in which managers and employees collaborate. a. True b. False

a. True

Something that causes a person to act can be defined as a motive. a. True b. False

a. True

The most difficult need to satisfy, according to Maslow, is the need for self-actualization. a. True b. False

a. True

Working in teams often leads to increased productivity and decreased boredom. a. True b. False

a. True

The group member who pushes forward toward goals and places the objective first is playing the task-specialist role. socioemotional role. nonparticipant role. dual role. aggressor role.

task-specialist role.

scientific management

the application of scientific principles to management of work and workers

Theory Z

the belief that some middle ground between type A and type J practices is best for American business

social needs

the human requirements for love and affection and a sense of belonging

motivation-hygiene theory

the idea that satisfaction and dissatisfaction are separate and distinct dimensions

motivation

the individual internal process that energizes, directs, and sustains behavior; the personal "force" that causes you or me to behave in a particular way

self-actualization needs

the need to grow and develop and to become all that we are capable of being