Chapter Ten. Chapter Quiz

Transcription

1 Chapter Ten Motivating and Satisfying Employees and Teams 10 1 Chapter Quiz 1. The main idea conveyed in Frederick Taylor s findings was that a) most people are motivated only by money. b) people are motivated for a variety of reasons other than pay. c) people do not expect to get paid much for their work. d) employees biggest fear is that of losing their jobs. e) people expect to get paid much more than they are currently getting. 2. Physiological needs concern an employee s desire for a) security. b) survival. c) a sense of belonging. d) self-worth. e) self-direction

2 Chapter Quiz 3. Goal-setting theory suggests that employees are more motivated a) to achieve goals that they and their manager have established together. b) to achieve goals that they establish on their own. c) when management empowers them to make their own decisions. d) when their expected outcomes or goals do not change over time. e) to achieve goals that management establishes and clearly communicates to employees. 4. Job redesign is a type of a) flextime. b) telecommuting. c) job enlargement. d) job enrichment. e) job enhancement Chapter Quiz (cont d) 5. The stage of team development in which the team begins to stabilize is called a) forming. b) storming. c) performing. d) norming. e) adjourning

3 Chapter Overview: Motivating Employees at Baker s Best 10 5 Why do most people go to work? How does this graph telling us about motivation? Define motivation

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 What s the problem with this system? 10 7 Debate Issue: Should you motivate workers by using money? YES NO

5 Debate Issue: Should you motivate workers using money? YES Money is an objective way of measuring an employee s value to a firm. Some employees are motivated by money because they have a use or need for the money. Many research studies indicate that the use of the piece-rate system can improve an employee s productivity while increasing takehome pay. NO In addition to money, there are other ways to reward employees. By the time they take out deductions, a pay raise is always less than the employee expected. Recent research indicates that the factors of the work to be performed, and recognition and achievement, are the real motivators for most workers The Hawthorne Studies Objective: 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

6 Describe diagram Maslow s Hierarchy of Needs

7 Maslow s Hierarchy of Needs A sequence of human needs (personal requirements) 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 Herzberg s Motivation-Hygiene Theory Satisfaction and dissatisfaction are separate and distinct dimensions Motivation factors Job factors that increase motivation but whose 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 higher levels of motivation. Give examples of motivation and hygiene factors on a job

8 McGregor s Theories Douglas McGregor Sets of assumptions about managerial attitudes and beliefs about worker behavior Theory X Generally consistent with Taylor s scientific management Employees dislike work and will function only in a controlled work environment Theory Y Generally consistent with the human relations movement Employees accept responsibility and work toward organizational goals if they will also achieve personal rewards Reinforcement Theory Behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur How do you teach a dog tricks?

9 Equity Theory What would happen if you worked as hard as someone else and they got a higher grade than you? Equity Theory Outcomes (self) Inputs (self) compared with Outcomes (other) Inputs (other)

10 Expectancy Theory Would you work hard for a set of baseball tickets if there was a 1 00% chance of getting them? 10%? Would you work hard for a set of concert tickets? Would you work hard if there was only a 5% Would you work hard for a date with a movie star? Expectancy Theory

11 Goal-Setting Theory or Management by Objectives 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 goal achievement Why does this make sense? Management by Objectives Advantages Disadvantages

12 Management by Objectives Advantages Motivates employees by involving them actively 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 Title? Source: DeNisi/Griffin, Human Resource Management, Third Edition, 2008 Houghton Mifflin Company

13 The Turnover Process Source: DeNisi/Griffin, Human Resource Management, Third Edition, 2008 Houghton Mifflin Company Title? Identify the target behavior to be changed Measure existing 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

14 Key Motivation Techniques Identify the target behavior to be changed Measure existing 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 Flex time What s flex time? Sources: Management, Ninth Edition by Robert Kreitner. Copyright by Houghton Mifflin Company and Organizational Behavior, by Ricky W. Griffin and Gregory Moorhead. Copyright by Houghton Mifflin Company. Used with permission

15 Motivating by Changing the Job Part-time work Job sharing An arrangement whereby two people share one full-time position Telecommuting Working at home all the time or for a portion of the work week Why are these both ways of making a job better? What kinds of jobs would be made better using these techniques? Using the Internet

16 Teams and Teamwork Teams Groups of employees functioning together as a unit to complete a common goal or purpose Forming Storming Norming Performing Adjourning

17 Stages of Team Development Forming Storming Norming Performing Adjourning Stages of Team Development

18 Problem-Solving Self-Managed Cross-Functional Virtual Problem-Solving Self-Managed Cross-Functional Virtual Types of Teams

19 Task-specialist role Socioemotional role Dual role Nonparticipant role Roles within a team Task-specialist role Socioemotional role Dual role Nonparticipant role

20 Teams and Teamwork What are some things that make a team closer? Factors That Enhance Team Cohesiveness Prestige and status Cooperative relationship High degree of interaction Relatively small size Similarity of members Superior public image of the group A common threat in the environment Source: Kreitner, Foundations of Management, Student Achievement Series, 2008 by Houghton Mifflin Company

21 Emotional Intelligence (EQ) and Employee Motivation Two Aspects Understand yourself, your goals, intentions, responses, behavior, and all Understand others and their feelings Source: Emotional Intelligence (EQ), Emotional Intelligence (EQ) and Employee Motivation What is the intelligence quotient (or IQ)? What do you think we mean by EQ? What does EQ have to do with motivation? Source: Emotional Intelligence (EQ),

22 Emotional Intelligence (EQ): The Five Domains 1. Knowing your emotions 2. Managing your emotions 3. Motivating yourself 4. Recognizing and understanding other people s emotions 5. Managing the emotions of others Source: Emotional Intelligence (EQ), Answers to Chapter Quiz 1. The main idea conveyed in Frederick Taylor s findings was that a) most people are motivated only by money. (Correct) b) people are motivated for a variety of reasons other than pay. c) people do not expect to get paid much for their work. d) employees biggest fear is that of losing their jobs. e) people expect to get paid much more than they are currently getting. 2. Physiological needs concern an employee s desire for a) security. b) survival. (Correct) c) a sense of belonging. d) self-worth. e) self-direction

23 Answers to Chapter Quiz 3. Goal-setting theory suggests that employees are more motivated a) to achieve goals that they and their manager have established together. (Correct) b) to achieve goals that they establish on their own. c) when management empowers them to make their own decisions. d) when their expected outcomes or goals do not change over time. e) to achieve goals that management establishes and clearly communicates to employees. 4. Job redesign is a type of a) flextime. b) telecommuting. c) job enlargement. d) job enrichment. (Correct) e) job enhancement Answers to Chapter Quiz (cont d) 5. The stage of team development in which the team begins to stabilize is called a) forming. b) storming. c) performing. d) norming. (Correct) e) adjourning