Mo-va-ng and Sa-sfying Employees and Teams

Transcription

1 Chapter 10 Mo-va-ng and Sa-sfying Employees and Teams 1 Explain what mo-va-on is. 2 Understand some major historical perspec-ves on mo-va-on. 3 Describe three contemporary views of mo-va-on: equity theory, expectancy theory, and goal- sekng theory. 4 Explain several techniques for increasing employee mo-va-on. 5 Understand the types, development, and uses of teams. 10 1

2 What Is Mo-va-on? The individual internal process that energizes, directs, and sustains behavior; the personal force that causes us to behave in a par-cular way Morale An employee s feelings about his or her job, superiors, and about the firm itself High morale results from the sa-sfac-on of needs or as a result of the job and leads to dedica-on, loyalty, and the desire to do the job well Low morale leads to shoddy work, absenteeism, and high turnover rates 10 2

3 Historical Perspec-ves on Mo-va-on Scien-fic Management The applica-on of scien-fic principles to management of work and workers 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 10 3

4 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 FIGURE

5 Historical Perspec-ves on Mo-va-on (cont d) The Hawthorne Studies Objec>ve: to determine the effects of the work environment on employee produc>vity 1st experiment: produc>vity increased for both the experimental and control groups ader ligh>ng 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 par-cipa-ng in the experiment Groups influenced output through workers desire for acceptance Human rela>ons movement Employees who are happy and sa-sfied are mo-vated to perform beder 10 5

6 Historical Perspec-ves on Mo-va-on (cont d) Maslow s Hierarchy of Needs A sequence of human needs in the order of their importance Physiological needs survival Safety needs physical and emo-onal safety Social needs love and affec-on and a sense of belonging Esteem needs respect, recogni-on, and a sense of our own accomplishment and worth Self- actualiza-on needs to grow and develop and become all that we are capable of being 10 6

7 Maslow s Hierarchy of Needs FIGURE

8 Historical Perspec-ves on Mo-va-on (cont d) Herzberg s Mo>va>on- Hygiene Theory Sa>sfac>on and dissa>sfac>on are separate and dis>nct dimensions Mo>va>on factors Job factors that increase mo-va-on but whose absence does not necessarily result in dissa-sfac-on Hygiene factors Job factors that reduce dissa-sfac-on when present to an acceptable degree but that do not necessarily result in higher levels of mo-va-on 10 8

9 Herzberg s Mo-va-on- Hygiene Theory FIGURE

10 Historical Perspec-ves on Mo-va-on (cont d) Douglas McGregor Sets of assump-ons about managerial aktudes and beliefs regarding worker behavior Theory X Generally consistent with Taylor s scien-fic management Employees dislike work and will func-on only in a controlled work environment Theory Y Generally consistent with the human rela-ons movement Employees accept responsibility and work toward organiza-onal goals if they will also achieve personal rewards 10 10

11 Theory X and Theory Y TABLE

12 Historical Perspec-ves on Mo-va-on (cont d) Theory Z Some middle ground between Ouchi s Type A (American) and Type J (Japanese) prac-ces is best for American business Emphasis is on par-cipa-ve decision making with a view of the organiza-on as a family 10 12

13 The Features of Theory Z FIGURE

14 Historical Perspec-ves on Mo-va-on (cont d) Reinforcement Theory Behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur Reinforcement: an ac-on that follows directly from a par-cular behavior Types of reinforcement Posi-ve reinforcement: strengthens desired behavior by providing a reward Nega-ve reinforcement: strengthens desired behavior by elimina-ng an undesirable task or situa-on Punishment: an undesired consequence of undesirable behavior Ex-nc-on: no response to undesirable behavior in order to discourage its occurrence 10 14

15 Contemporary Views on Mo-va-on Equity Theory People are mo-vated to obtain and preserve equitable treatment for themselves Equity: the distribu-on of rewards in direct propor-on to the contribu-on of each employee to the organiza-on Workers compare their own input- to- outcome (reward) ra-os to their percep-on 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 situa-on (quit) Switch to a different comparison other 10 15

16 Contemporary Views on Mo-va-on (cont d) Expectancy Theory (Victor Vroom) Mo-va-on 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 -me It is necessary to show employees how they can adain the outcomes they desire 10 16

17 Expectancy Theory FIGURE

18 Contemporary Views on Mo-va-on (cont d) Goal- SeWng Theory Employees are mo-vated to achieve goals they and their managers establish together Goals should be very specific, moderately difficult, and ones that the employee will be commided to achieve Rewards should be -ed directly to goals achievement 10 18

19 Key Mo-va-on Techniques It takes more than a generous salary to mo-vate employees. Companies are trying to mo-vate employees by sa-sfying less tangible needs. Simple, low or no cost approaches such as: Celebrate birthdays and other important events Nomina-ons for a formal award program Support flexible work schedules Publicly post thank you leders from customers 10 19

20 Key Mo-va-on Techniques (cont d) Management by Objec>ves managers and employees collaborate in sekng goals, clarify employee roles ADVANTAGES Mo-vates employees by ac-vely involving them Improves communica-on Makes employees feel like an important part of the organiza-on Periodic review enhances control DISADVANTAGES Doesn t work if the process doesn t begin at the top of the organiza-on Can result in excessive paperwork Some managers assign goals instead of collabora-ng on crea-ng them Goals should be quan-fiable 10 20

21 Key Mo-va-on Techniques (cont d) Job enrichment Provides employees with more variety and responsibility in their jobs Job enlargement The expansion of a worker s assignments to include addi-onal but similar tasks Job redesign A type of job enrichment in which work is restructured to cul-vate the worker- job match 10 21

22 Key Mo-va-on Techniques (cont d) Behavior modifica>on A systema-c program of reinforcement to encourage desirable behavior Steps in behavior modifica>on Iden-fy the target behavior to be changed Measure exis-ng levels of the behavior Reward employees who exhibit the desired behavior Measure the target behavior to check for desired change If no change, consider changing reward system If change has occurred, maintain reinforcement 10 22

23 Key Mo-va-on Techniques (cont d) Flex>me A system in which employees set their own work hours within employer- determined limits Typically, there are two bands of >me Core -me, when all employees are expected to be at work Flexible -me, when employees may choose whether to be at work Benefits Employees sense of independence and autonomy is mo-va-ng Employees with enough -me to deal with nonwork issues are more produc-ve and sa-sfied Drawbacks Supervisors jobs are complicated by having employees who come and go at different -mes Employees without flex-me may resent coworkers who have it 10 23

24 Key Mo-va-on Techniques (cont d) Part- >me work Permanent employment in which individuals work less than a standard work week Disadvantage: open does not provide the benefits that come with a full- -me posi-on Job sharing An arrangement whereby two people share one full- -me posi-on 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

25 Key Mo-va-on Techniques (cont d) Telecommu>ng Working at home all the >me or for a por>on of the work week Advantages Increased employee produc-vity Lower real estate and travel costs Reduced absenteeism and turnover Increased work/life balance and improved morale Access to addi-onal labor pools Disadvantages Feelings of isola-on PuKng in longer hours Distrac-ons at home Difficulty monitoring produc-vity 10 25

26 Key Mo-va-on Techniques (cont d) Employee empowerment Making employees more involved in their jobs by increasing their par-cipa-on in decision making Management must be involved to set expecta-ons, communicate standards, ins-tute periodic evalua-ons, guarantee follow- up Benefits Increased job sa-sfac-on Improved job performance Higher self- esteem Increased organiza-onal commitment Obstacles Management resistance Workers distrust of management Insufficient training Poor communica-on between management and employees 10 26

27 Key Mo-va-on Techniques (cont d) Employee ownership Employees own the company they work for by virtue of being stockholders Directly reward employees for success Benefits Considerable employee incen-ve Increased employee involvement and commitment Obstacles Problems between management and employees can s-ll occur 10 27

28 Teams and Teamwork Teams Two or more workers opera>ng as a coordinated unit to accomplish a specific task or goal Types of teams Problem- Solving Virtuoso Self- Managed Cross- Func-onal Virtual Stages of team development Forming Storming Norming Performing Adjourning 10 28

29 Advantages and Disadvantages of FIGURE 10-6 Self- Managed Teams 10 29

30 Teams and Teamwork (cont d) Roles within a team Task- specialist role Socio- emo-onal role Dual role Nonpar-cipant role Team cohesiveness For a team to be successful, members must learn how to resolve and manage conflict 10 30

31 Teams and Teamwork (cont d) Team conflict and how to resolve it Middle ground resolu-on sa-sfies each party to some extent Benefits and limita>ons of teams Reduces turnover and costs, increases produc-on, quality, customer service, job sa-sfac-on Reorganizing into teams can be stressful and -me consuming with no guarantee it will develop effec-vely 10 31

32 Stages of Team Development FIGURE