BMGT 110f Midterm Exam - CHAPTER 10 Motivating Employees

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.

job enrichment

A motivational strategy that emphasizes motivating the worker through the job itself.

TEST PREP: What are several steps firms can take to increase internal communications and thus motivation?

Create an organizational culture that rewards listening - providing feedback, adopting employee suggestions, etc. Train supervisors and managers to listen. Use effective questioning techniques. Remove barriers to open communication - do not have separate areas for managers, dress code, etc. Avoid vague and ambiguous communication - using general phrases that leave people wondering if they did something wrong (ex. "mistake were made") Make it easy to communicate - encouraging employees to do lunches together and hold meetings/discussion groups. Ask employees what is important to them - holding "stay interviews" rather than asking what they could have done better during an exit interview.

TEST PREP: Evaluate expectancy theory. When could expectancy theory apply to your efforts or lack of effort?

During a review - if you didn't meet the standards that were previously set for you there could be consequences. If you exceeded them you could be rewarded.

TEST PREP: Explain the principles of equity theory.

Employees try to maintain equity between inputs and outputs compared to others in similar positions. So basically they compare themselves to other employees in their same or similar positions. When people think they are not being treated equally they will change their productivity habits in a negative way.

TEST PREP: Explain the distinction between what Herzberg called motivators and hygiene factors.

Hygiene factors (policy and administration, supervision, working conditions, interpersonal relations, salary/status/job security) can cause dissatisfaction but changing them will have a motivational effect. Motivators (work itself, recognition, achievement, responsibility, growth & advancement) used to motivate workers.

hygiene factors

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

motivators

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

TEST PREP: Why is it important to adjust motivational styles to individual employees? Are there any general principles of motivation that today's managers should follow?

It is important to tailor motivational styles to specific generations because different generations communicate differently and are looking to get different things out of their career/place of employment. General principles of motivation that can be used all around generation to generation is giving people the right tools to complete the job properly and recognizing those who are putting in effort and doing a good job. Not punishment or rewards.

TEST PREP: How did Mayo's findings influence scientific management?

Mayo's findings influenced scientific management because he originally was going to study the employee's production based on the lighting in the work space. Once he realized that the worker's production did not changed based on the dimming /brightening of the lights he realized that they may remain constant because they were being watched regardless of the conditions.

management by objectives (MBO)

Peter Drucker's 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.

TEST PREP: Draw a diagram of Maslow's hierarchy of needs. Label and describe the parts.

Self-actualization esteem needs social needs safety needs physiological needs

TEST PREP: Explain goal-setting theory.

Setting ambitious but attainable goals that can motivate workers and improve performance if the goals are accepted, accompanied by feedback.

extrinsic reward

Something given to you by someone else as recognition for good work; extrinsic rewards include 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.

scientific management

Studying workers to find the most efficient ways of doing things and then teaching people those techniques.

TEST PREP: What are the similarities and differences between Taylor's time-motion studies and Mayo's Hawthorne studies?

Taylor is trying to minimize waste and make the job more efficient. He wanted to increase worker's productivity which would benefit both the firm and the worker. Taylor's time motion studies were the studies of how long the tasks performed at a specific job should take to do so. They would be motivated by receiving pay increases. Mayo was trying to make the workplace a better place for the employee. Rather than treating employees as machines he was more concerned with their well being - mentally, physically, etc. Pay was not the only motivator. Both studied the way employees were treated in regards to the productivity of them.

TEST PREP: What problems may emerge when firms try to implement participative management?

The different generations may clash. It is common for the previous generation to think that the next generation is lazy and always breaks the rules. When in fact the new generation is just doing what they deem necessary to get the job done and is the best way for them to do it. Besides, employees react different to different styles of management.It is quite impossible to please all the people all of the time but it is possible to please some of the people most of the time and finding managers that can do this is not always easy.

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 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.

Hawthorne effect

The tendency for people to behave 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.

expectancy theory

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

LEARNING OBJECTIVE LO 10-7: Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition.

What characteristics of work affect motivation and performance? The job characteristics that influence motivation are skill variety, task identity, task significance, autonomy, and feedback. Name two forms of job enrichment that increase motivation. Job enlargement combines a series of tasks into one challenging and interesting assignment. Job rotation makes work more interesting by moving employees from one job to another. How does open communication improve employee motivation? Open communication helps both top managers and employees understand the objectives and work together to achieve them. How can managers encourage open communication? Managers can create an organizational culture that rewards listening, train supervisors and managers to listen, use effective questioning techniques, remove barriers to open communication, avoid vague and ambiguous communication, and actively make it easier for all to communicate.

LEARNING OBJECTIVE LO 10-3: Identify the levels of Maslow's hierarchy of needs and apply them to employee motivation.

What did Abraham Maslow find human motivation to be based on? Maslow studied basic human motivation and found that motivation was based on needs. He said that a person with an unfilled need would be motivated to satisfy it and that a satisfied need no longer served as motivation. What levels of need did Maslow identify? Starting at the bottom of Maslow's hierarchy and going to the top, the levels of need are physiological, safety, social, esteem, and self-actualization. Can managers use Maslow's theory? Yes, they can recognize what unmet needs a person has and design work so that it satisfies those needs.

LEARNING OBJECTIVE LO 10-1: Explain Taylor's theory of scientific management.

What is Frederick Taylor known for? Human efficiency engineer Frederick Taylor was one of the first people to study management and has been called the "father" of scientific management. He conducted time-motion studies to learn the most efficient way of doing a job and then trained workers in those procedures. He published his book The Principles of Scientific Management in 1911. Henry L. Gantt and Frank and Lillian Gilbreth were followers of Taylor.

LEARNING OBJECTIVE LO 10-6: Explain the key principles of goal-setting, expectancy, and equity theories.

What is goal-setting theory? Goal-setting theory is based on the notion that setting ambitious but attainable goals will lead to high levels of motivation and performance if the goals are accepted and accompanied by feedback, and if conditions in the organization make achievement possible. What is management by objectives (MBO)? MBO is a system of goal-setting and implementation; it includes a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees. What is the basis of expectancy theory? According to Victor Vroom's expectancy theory, employee expectations can affect an individual's motivation. What are the key elements of expectancy theory? Expectancy theory centers on three questions employees often ask about performance on the job: (1) Can I accomplish the task? (2) If I do accomplish it, what's my reward? and (3) Is the reward worth the effort? According to equity theory, employees try to maintain equity between inputs and outputs compared to other employees in similar positions. What happens when employees perceive that their rewards are not equitable? If employees perceive they are underrewarded, they will either reduce their effort or rationalize that it isn't important. If they perceive that they are overrewarded, they will either increase their effort to justify the higher reward in the future or rationalize by saying, "I'm worth it!" Inequity leads to lower productivity, reduced quality, increased absenteeism, and voluntary resignation.

LEARNING OBJECTIVE LO 10-4: Distinguish between the motivators and hygiene factors identified by Herzberg.

What is the difference between Frederick Herzberg's motivator and hygiene factors? Herzberg found that whereas some factors motivate workers (motivators), others cause job dissatisfaction if missing but are not motivators if present (hygiene or maintenance factors). What are the factors called motivators? The work itself, achievement, recognition, responsibility, growth, and advancement. What are the hygiene (maintenance) factors? Company policies, supervision, working conditions, interpersonal relationships, and salary.

LEARNING OBJECTIVE LO 10-8: Show how managers personalize motivation strategies to appeal to employees across the globe and across generations.

What is the difference between high-context and low-context cultures? In high-context cultures, people build personal relationships and develop group trust before focusing on tasks. In low-context cultures, people often view relationship building as a waste of time that diverts attention from the task. How are Generation X managers likely to be different from their Baby Boomer predecessors? Baby Boomers tend to be willing to work long hours to build their careers and often expect their employees to do likewise. Gen Xers may strive for a more balanced lifestyle and are likely to focus on results rather than on how many hours their teams work. Gen Xers tend to be better than previous generations at working in teams and providing frequent feedback. They usually are not bound by traditions that may constrain those who have been with an organization for a long time and are willing to try new approaches to solving problems. What are some common characteristics of Millennials and Gen Zers? Millennials tend to be adaptable, tech-savvy, able to grasp new concepts, practiced at multitasking, efficient, and tolerant. They often place a higher value on work-life balance, expect their employers to adapt to them, and are more likely to rank fun and stimulation in their top five ideal-job requirements. Gen Zers tend to be more cautious and security-minded but inspired to improve the world. They want to confront rather than hide from problems. Like Millennials, Gen Zers are tech-savvy and are looking to be part of a community within their workplaces. However, Gen Zers are interested in more practical benefits like health care and 401(k)s, and are less likely to job hop than Millennials.

LEARNING OBJECTIVE LO 10-2: Describe the Hawthorne studies and their significance to management.

What led to the more human-based managerial styles? The greatest impact on motivation theory was generated by the Hawthorne studies in the late 1920s and early 1930s. In these studies, Elton Mayo found that human factors such as feelings of involvement and participation led to greater productivity gains than did physical changes in the workplace.

LEARNING OBJECTIVE LO 10-5: Differentiate among Theory X, Theory Y, and Theory Z.

Who developed Theory X and Theory Y? Douglas McGregor held that managers have one of two opposing attitudes toward employees. He called them Theory X and Theory Y. What is Theory X? Theory X assumes the average person dislikes work and will avoid it if possible. Therefore, people must be forced, controlled, and threatened with punishment to accomplish organizational goals. What is Theory Y? Theory Y assumes people like working and will accept responsibility for achieving goals if rewarded for doing so. What is Theory Z? William Ouchi based Theory Z on Japanese management styles and stresses long-term employment; collective decision making; individual responsibility; slow evaluation and promotion; implicit, informal control with explicit, formalized control; moderately specialized career paths; and a holistic concern for employees (including family).

TEST PREP: Briefly describe the managerial attitudes behind Theories X, Y, and Z.

X - 1. Employees dislike work and will try to avoid it. 2. Employees prefer to be controlled and directed. 3.Employees seek security and responsibility. 4. Must be intimidated by managers to perform. 5. Motivated by financial rewards. Y - 1. Employees view work as a natural part of life. 2. Prefer limited control and direction. 3. Will seek responsibility under proper work conditions. 4. Perform better in work environments that aren't intimidating. 5. Employees are motivated by many different needs. Z - 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.