BUS 100 - Chptr 10 - Motivating Employees

Theory Y

(Donald McGregor) Assumes this of people: - 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 rewards for achieving them under certain conditions most people not only accept but wil also seek responsibility - People are capable of using a relatively high degree of imagination, creativity and cleverness to solved problems. - In industry, the average person's intellectual potential is only partially realized. - People are motivated by a variety of rewards. Each worker is stimulated by a reward unique to him or her (time off, money recognition, and so on).

Theory X

(Donald McGregor) Assumptions of this style of management are: - 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 - the average worker prefers to be directed, wishes to avoid responsibility, has relatively little ambition and wants security - primary motivators are fear and punishment

expectancy theory

(Victor Vroom) Employee expectations can affect motivation. - The amount of effort employees exert on a specific task depends on their expectations of the outcome. - Varies from individual to individual - Employees establish their own views of task difficulty and value of the reward.

Theory Z (Modified American)

(William Ouchi) Views the organization as a family that fosters cooperation and organizational values.

scientific management

- Created by Frederick Taylor - Three elements: time, methods, rules for work - Most important tools: observation and the stopwatch - Became the dominant strategy for improving productivity in the early 1900s. - i.e. McDonald's

Maslow's Hierarchy of Needs

- Physiological - basic survival needs, food, water, shelter - Safety - feel secure at work and home - Social - feel loved, accepted, part of a group - Esteem - need for recognition & acknowledgement from others, as well as self-respect and a sense of status or importance - Self-actualization - need to develop to one's fullest potential

Frederick Taylor

- Wrote The Principles of Scientific Management published in 1911. - U.S. efficiency engineer. - "father" of scientific management - goal to increase worker productivity to benefit the firm and worker - solution: study the most efficient ways to do things and determine the one "best way" to perform each task, then teach people the methods.

empowerment

For _______________________________ to be a real motivator, management should follow these 3 steps: 1 - Find out what people think the problems in the organization are 2 - Let them design the solutions 3 - Get out of the way and let them put the solutions into action.

job

Frederick Herzberg found factors receiving the most votes all clustered around _______________ content. Workers like to feel they contribute to the company - #1 sense of achievement - #2 want to earn recognition - #6 feel their jobs are important - they want responsibility (why learning is critical) - they want to earn recognition for that responsibility by having a chance for growth and advancement - they also want the job to be interesting

results

Gen X managers tend to focus more on _____________ than on hours in the workplace. They tend to be flexible, good at collaboration and consensus building. Think in broader terms. Have a big impact on team members. Likely to give them goals and outlines of the project, then leave them alone to do their work. BEST - ability to give feedback

Zers

Gen ________ are tech savvy, looking to be part of a community within their workplace, resilient, pragmatic and want to confront rather than hide from their problems. Want more practical benefits like health care and 401K. Less likely to job hop than Millenials.

Peter Drucker

He developed a system in the 1960s called management by objectives (MBO).

SMILES

Hershey program named _______________ that automatically adjusts for differences created by - cultural preferences - tax law - local standards of living -- points based system where rewards may be redeemed for products and gift card options depending on where the employee is based

hygiene, maintenance

Herzberg called other elements of the job ____________________ factors or ________________________ factors. These related to job environment and could cause dissatisfaction if missing but would not necessarily motivate employees if increased.

motivators

Herzberg concluded certain factors, ____________________, made employees productive and gave them satisfaction. - most relate to job content

conclusion

Herzberg's _________________________. The best way to motivate employees it to: - make their jobs interesting - help them achieve their objectives - recognize their achievement through advancement and added responsibility

dissatisfaction

Herzberg's finding were that motivators are to productivity as hygiene factors are to __________________.

dissatisfaction

Herzberg's findings were that motivators are to productivity as hygiene factors are to:

banana

Hewlett Packard bestows its Golden ___________________ Award. Prestigious honor given to an inventive HP employee.

Herzberg's Theory of Factors

Hygiene (Maslow - Physiological - Safety, Social, 1/2 of Esteem) 1 - salary, personal life 2- personal life 1 - company policy & administration 2 - job security 3 - working conditions 1 - interpersonal relations (superior, subordinates, peers) 2 - supervision Motivational (Maslow - 1/2 of Esteem, all of Self-Actualization) 1- Advancement 2 - Recognition 3 - Status 1- Work itself 2- Achievement 3 - Possibility of growth

Victor Vroom

Identified the importance of employee expectations and developed a process called expectancy theory.

environment

In Herzberg's study, workers did not consider factors related to job ______________________ to be motivators. - Workers felt the absence of good pay, job security and friendly supervisors could cause dissatisfaction, BUT their presence did not motivate employees to work harder. It just provided satisfaction and contentment.

low-context

In _____________ culture, workers often view relationship building as a waste of time that diverts attention from the task.

high-context

In _______________________ culture workers build personal relationships and develop group trust before focusing on tasks. - Koreans - Thais - Saudis often view U.S. colleagues as insincere due to need for data & quick decision making.

job simplication

In contrast to job enrichment, which produces task efficiency by breaking a job into simple steps and assigning people to each.

Frederick Herzberg

In the mid-1960s, this psychologist asked workers to rank various job related factors in order of importance relative to motivation.

perceived inequity

In the workplace ____________________ ____________________ may lead to: - lower productivity - reduced quality - increased absenteeism - voluntary resignation

Herzberg's

Job enrichment is based on ___________________________ higher motivators such as responsibility, achievement and recognition.

raise, bonus

Letting people know you appreciate their work is usually more powerful than giving a ________________ or _______________ alone.

equity theory

Looks at how employees' perceptions of fairness affect their willingness to perform. "If I do a good job, will it be worth it" and "What's fair"

stable, long-term

Management by Objectives (MBO) is most effective in relatively ____________________ situations when managers can make ____________________ plans and implement them with few changes.

long-range

Management by objectives is most effective in stable situations that allow managers to make ___________________ plans with few changes.

William Ouchi

Management professor at the University of California - Los Angeles

require

Managers need to give workers what they _______________ to do a good job: - right tools - right information - right amount of cooperation Motivation may be acknowledging job well done, especially in front of others.

flowers

Maritz Motivation Solutions has a Thanks a Bunch program that gives ______________ to a selected employee in appreciation of a job well done. That employee passes the bouquet to someone else who helped. (See how many people are given the flowers throughout the day.) Bouquet comes with a thank you cards entered into a drawing for awards.

coaching

Means acting as a resource - teaching, guiding, recommending - but not participating actively or doing the task.

helping

Means working with the subordinate and doing part of the work if necessary.

work life

Millenials place a higher value on ____________ ______________ balance. Expect employers to adapt to them. Rank fun & stimulation in top 5 ideal job requirements. - job suf

appreciation

More than half of employees voluntarily left because of lack of _______________________.

job

Much motivation will come from the __________________ itself rather than from external punishments or rewards.

flexible

One reason U.S. companies choose a more ______________________ management style is to meet competition from firms in Japan, China and the European Union.

motivated

People are ______________________ by recognition, accomplishment, status.

Hawthorne effect

People's tendency to behave differently when they know they're being studied. - Research shifted from Taylor's scientific management to Mayo's new human-based management. - Study encouraged researchers to study human motivation and the managerial styles that lead to higher productivity.

open communication

Procedures for encouraging ______________ _______________________ include: - create an organizational culture that rewards listening - train supervisors and managers to listen - use effective questioning techniques - remove barriers to open communication - avoid vague & ambiguous communication - make it easy to communicate - ask employees what is important to them

Abraham Maslow

Psychologist __________________________________, believed to understand motivation at work, we must understand human motivation in general. - Motivation arises from need. - People are motivated to satisfy unmet needs. - Needs that have been satisfied no longer provide motivation.

money

Controversy over Herzberg's results. Some sales managers use ___________________ as a motivator. This can be successful if used as part of a recognition program.

employee

Costs of losing an employee: - lose equivalent of 6-9 months salary to cover the costs of recruiting and training - loss of intellectual capital - decreased morale of remaining workers - increased employee stress - increased employee gossip - decreased customer service - interrupted product development - poor reputation

Theory Y

Rather than authority, direction and close supervision, _____________________ managers emphasize a relaxed managerial atmosphere in which workers are free to: - set objectives - be creative - be flexible - go beyond the goals set by management *** key technique is empowerment - giving employees authority to make decisions and tools to implement the decisions they make

happiness

Some organizations use ________________ meters to learn how they can identify and address workplace issues in order to keep employee engaged. - Apps: Culture Amp, TAlmetrix

job enrichment

Strategy that motivates workers through the job itself. (Maslow & Herzberg theories) - Work is assigned so an individual can complete an identifiable task from beginning to end and are held responsible for successful achievement.

time-motion studies

Studies begun by Frederick Taylor of which tasks must be performed in a job and the time needed for each task. - discovered when he invented wide variety of shovels for rice, coal, iron ore

X

Summary of Theory ____, employees - dislike work & will try to avoid it. - prefer to be controlled & directed. - seek security, not responsibility. - must be intimidated by managers to perform. - are motivated by financial rewards.

Y

Summary of Theory ___________, employees - view work as a natural part of life - prefer limited control and direction - will seek responsibility under proper work conditions - perform better in work environments that are nonintimidating - are motivaated by many different needs

Z

Summary of Theory _________________, employees - involvement is the key to increased productivity - control is implied & information - prefer to share responsibility & decision making - perform better in environments that foster trust & cooperation - need guaranteed employment and will accept slow evaluations & promotions

Cheers

TINYpulse website sends _______________ for Peers, see a live chart of all kudos going out. Anonymous.

child

The beliefs you accept as a _______________ affect how you view risk, challenge, authority, technology, technology, relationships and economics. In management they can affect whom you fire, hire or promote.

Drucker's goal setting theory

The idea that setting ambitious, but attainable goals can motivate workers and improve performance if the goals are accepted and accompanied by feedback and facilitated by organizational conditions is at the heart of this motivation theory.

environment

To compete successfully U.S. firms must create a work ___________________________ including goals such as: social contribution, honesty, reliability, service, quality, dependability, and unity - for all levels of employees.

observation, stopwatch

Two basic tools used in scientific management are ___________________ and ___________________.

individual rights, achievements

Type A firms based on American culture focus on ___________________ and _____________________.

trust, intimacy

Type J firms are based on the Japanese culture focusing on ______________ and _____________ within the group and family.

Frank & Lillian Gilbreth

U.S. engineers who used Frederick Taylor's ideas in a three-year study of bricklaying. They developed the principle of motion economy.

motivation, building

Understanding _____________ in global organizations and _______________ effective global teams are still new tasks for most companies.

Henry L . Gantt

Used Frederick Taylor's ideas and developed charts by which managers plotted the work of employees a day in advance down to the smallest detail.

meaningfulness

Variety, identity and significance contribute to the ________________ of the job. - Autonomy gives people a feeling of responsibility - Feedback contributes to a feeling of achievement & recognition

Walt Disney World

A ____________ ____________ ______________ award offers more than 150 employee recognition programs. The Spirit of Fred award is names after an employee who makes each one himself. Friendly - Resourceful - Enthusiastic - Dependable

job enlargement

A type of job enrichment that combines a series of tasks into one challenging and interesting assignment. - Maytag redesigned its washing machine productino process so employees could assemble an entire water pump instead of just adding a single part

dissatisfied, motivated

According to Herzberg's theory, employees require basic tools to do their work and are __________________ in their absence, however, employees are ______________________ when involved in decision making.

dissatisfied, motivated

According to Herzberg's theory, employees require basic tools to do their work and are _______________________ in their absence, however, employees are ___________________ when involved in decision making.

motivators, hygiene

According to Herzberg, ___________________________ lead people to be productive and satisfy them, whereas _____________________ factors create dissatisfaction if missing.

motivators, hygiene

According to the Herzberg, ______________ lead people to be productive and satisfy them, whereas _______________ factors create dissatisfaction if missing.

managerial style

An appropriate __________________ ________________ matches the culture, situation and specific needs of an organization and its employees.

Maslow's Hierarchy of Needs

Based on the idea that motivation comes from need. - If a need is met, no longer a motivator. - Higher-level need becomes motivator. - Higher-level needs demand support of lower-level needs.

advancement opportunities

Career _____________________ ____________________________ as well as interesting and challenging work are rated as the most important things to employees.

motivate

Central idea of management by objectives (MBO) is that employees need to ______________________ themselves.

equity, stock

Companies that offer a small ________________ stake or ________________ options have a good chance of developing loyal employees.

Elton Mayo

Conclusions of the __________________________ (from Harvard) and Hawthorne plant study: - Workers in the test room thought of themselves as a social group. Atmosphere was informal, they could talk freely, interact regularly with supervisors and experimenters. They felt special worked hard to stay in this group. This was a form of motivation for them. - Workers were included in the planning experiments. (i.e. they rejected one kind of pay schedule and recommended another, which was adopted). They believed their ideas were respected and felt engaged in managerial decision making. This too motivated them. - No matter the physical conditions, workers enjoyed the atmosphere of their special room and additional pay for being more productive. Job satisfaction increased dramatically.

Vroom's Expectancy Theory

David Nadler & Edward Lawler modified _______________ theory and suggested that managers follow five steps to improve performance: 1 - Determine what rewards employees value 2 - Determine each employee's desired performance standard. 3 - Ensure that performance standards are attainable. 4 - Guarantee rewards tied to performance. 5 - Be certain employees consider the rewards adequate.

engagement

Describes the employees' level of motivation, passion and commitment.

group

Developing _______________ leaders who are culturally astute, flexible and able to deal with ambiguity is a challenge businesses face in the 21st century.

Management by Objectives (MBO)

Drucker's system of goal-setting and implementation includes: - cycle of discussion - review - evaluation of objectives among top and middle-level managers, supervisors & employees - calls on managers to formulate goals in corporation It calls on managers to: - formulate goals in cooperation with everyone in the organization - to commit employees to those goals - to monitor results and reward accomplishment --- Government agencies like (DoD) use this system.

Hitachi

Electronics giant in Japan that quit requiring corporate calisthenics.

committing

Employees ask three questions before __________________________ their maximum effort to a task: 1 - Task: Can I accomplish the task? 2 - Outcome: If I do accomplish it, what's my reward? 3 - Is the reward worth the effort?

communicate

Employees of different generations ___________________ differently. Traditionalists - face-to-face, then by phone Boomers - meetings or conference calls Gen X - email, meetings if no other option Millenials - technology, social media Gen Z - face-to-face, shy away from phone calls

perception

Equity judgments are based on _____________________ and are subject to error. - When workers overestimate their own contributions, as happens often, they feel any rewards given out for performance are inequitable. -- Some organizations keep salaries secret -- Employees likely overestimate salaries of others in addition to overestimating their own contribution. -- Workers often estimate their own production hours as 11 percent higher than average co-worker -- BEST REMEDY: clear and frequent communication of results expected and outcomes

hygiene or maintenance

Examples of ________________ or __________________ factors (Herzberg): - company policy and administration - supervision - working conditions - interpersonal relations (co-workers) - salary, status and job security

motivators

Examples of ___________________________ (Herzberg): - work itself - achievement - recognition - responsibility - growth and advancement

human-based

Research by Elton Mayo and his research team from Harvard at the Hawthorne plant of Western Electric in Cicero, IL, gave birth to the concept of ____________________ motivation. - employees behaved differently simply because they were involved in planning and executing the experiments

extrinsic

Reward given to you by someone else as recognition for good work. - pay raises, praise, promotions

intrinsic

Reward where: - 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. -- People who respond to this motivation enjoy their work and share their enthusiasm with others.

machines

Scientific management viewed people largely as ____________________________ that needed to be properly programmed. Little concern for psychological or human aspects of work. - Workers should be motived and perform for high enough pay.

principle of motion economy

Shows how every job could be broken into a series of elementary motions called a therblig (Gilbreth spelled backward with the t and h transposed). - Analyzed each motion to make it more efficient. - Created by Frank & Lilian Gilbreth

inconstancy

The main constant in the lives of Gen Xers, Millennials and Gen Zers is ________________.

efficiency

The new standard for setting goals.

goal setting theory

Theory stating that setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted and accompanied by feedback, and if conditions in the organization pave the way for achievement. - All members should have basic agreement about both overall goals and specific objectives for each dept & individual. - Engage everyone in the organization in goal-setting and implementation.

job rotation

This makes work more interesting and motivating by moving employees from one job to another. - Need to train employees BUT increase in motivating and value of flexible, cross-trained employees usually offsets the costs.

Douglas McGregor

This management theorist observed that managers' attitudes generally fall into one of two entirely different sets of managerial assumptions called Theory X and Theory Y.

characteristics

Those who advocate job enrichment believe the five __________________________ of work are important in motivation and performance: - Skill variety: extent to which a job demands different skills - Task identity: degree to which the job requires doing a task with a visible outcome from beginning to end - Task significance: degree to which the job has a substantial impact on the lives or work of others in the company. - Autonomy: degree of freedom, independence and discretion in scheduling work and determining procedures - Feedback: amount of direct and clear information given about job performance

enthusiasm

When Frederick Herzberg asked what creates ______________________ for workers and makes them work to full potential, the most important factors are: - sense of achievement - earned recognition - interest in work itself - opportunity for growth - opportunity for advancement - importance of responsibility - peer and group relationships - pay - supervisor's fairness - company policies and rules - status - job security - supervisor's friendliness - working conditions

communication

When employees are empowered to make decisions, _________________ and information must flow freely throughout the organization.

no longer

When one need is satisfied, another, higher-level need emerges and motivates us to satisfy it. The satisfied need is _____________________ a motivator.

Type J (Japanese)

William Ouchi called the Japanese management approach ______________________: - lifetime employment - consensual decision making - collective responsibility for outcomes of decisions - slow evaluation and promotion - implied control mechanisms - non specialized career paths - holistic concern for employees

Type A (American)

William Ouchi called the U.S. management approach __________________: - relied on short-term employment - individual decision making - individual responsibility for outcomes of decisions - rapid evaluation and promotion - explicit control mechanisms - specialized career paths - segmented concern for employees

Type Z (Modified American)

William Ouchi created a hybrid approach known as ___________________ that includes: - long term employment - collective decision making - individual responsibility for outcomes of decisions - slow evaluation & promotion - moderately specialized career parths - holistic concern for employees (including family)

comparative

Workers find _________________________ information through: - personal relationships - professional organizations - other sources

Young

__________________ leaders can manage others far older than themselves by: - being confident - open minded - solicit feedback regularly (asking for input and advice is different than asking for permission or guidance)

Japanese

___________________ managers have been forced to reevaluate the way they conduct business in recent years due to the following: - demographic & social changes - fierce global competition - worst recession in their country's history

Generational

______________________ differences and how they affect motivation in the workplace: - Boomer managers - be flexible with younger employees or they will lose them - Gen Xers - need to use enthusiasm for change and streamlining to their advantage; want economic security but have a different approach to achieving it. Tend to focus on career security instead and are willing to change jobs to find it. - Millenials - tend to be skeptical, outspoken, image-drive, adaptable, tech-savvy, fun and tolerant, impatient, blunt, expressive, able to grasp new concepts, practiced at multitasking, efficient