Ferrell Hirt Ferrell
M: Business
nd
2 Edition
FHF
Motivating the Workforce
FHF
McGraw-Hill/Irwin
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
Human Relations
The study of the behavior of individuals and groups in
organizational settings
Motivation
• An inner drive that directs a person’s behavior
towards goals
FHF
10-3
Motivating the Workforce
• What motivates employees to perform?
• How can managers boost morale?
• How do you maximize worker performance?
• How can you encourage creativity and
innovation?
FHF
10-4
The Basic Model of Motivation
When a need exists, an
individual engages in
goal-directed behavior
designed to satisfy that
need
FHF
10-5
Morale
[
An employee’s attitude
toward his or her job,
employer and colleagues
Morale is a prominent aspect of human relations
]
FHF
10-6
High morale
• Higher productivity, returns to shareholders and worker
productivity
Low Morale
• Contributes to absenteeism, high employee turnover,
and lack of commitment
Morale (continued)
FHF
10-7
Morale Boosters
• Respect
• Involvement
• Appreciation
• Compensation
• Promotion
• Pleasant work environment
• Positive organizational culture
Morale (continued)
FHF
10-8
Daily Motivation
Motivation is so important, iPhone even
offers an app for it
• Daily Motivation offers inspiring quotes
every day
FHF
10-9
Most employees are motivated by more than pay...
Source: “Work-Life Balance Tops Pay,” USA Today, March 13, 2008, A1.
FHF
Work/Life Balance
10-10
Classic Theory of Motivation
Early 20th century
Taylor & Gilbreth
• Scientific focus on work tasks & productivity
Money
• Thought to be the sole motivator for workers
Satisfactory pay & job security
• Motivate employees to work hard
FHF
10-11
Hawthorne Studies
1924-1932 at the Hawthorne Works Plant
Elton Mayo
• Postulated that physical conditions in workplace
stimulate productivity
Findings show social and psychological factors influence
productivity/morale
• Not work conditions
Marks beginning of concern for human relations in the
workplace
FHF
10-12
Maslow’s Hierarchy of Needs
FHF
10-13
Maslow’s Hierarchy of Needs
Physiological needs
• Basic needs for food, water, shelter
Security needs
• Protection from physical & economic harm
Social needs
• Need for love, companionship
Esteem needs
• Self-respect and respect from others
Self-actualization
• Maximizing one’s full potential
FHF
10-14
Herzberg’s Two-Factor Theory
Hygiene factors
• Focus on the work setting not the content of the work
• Wages, working conditions, company policies, job security
Motivational factors
• Focus on content of the work itself
• Achievement, recognition, involvement, responsibility,
advancement
FHF
10-15
McGregor’s Theory X and Theory Y
Theory X
• Traditional view
• Assumes that workers generally dislike work and must be forced to
do their jobs
Theory Y
• Humanistic view
• Assumes workers like to work and seek out responsibility to satisfy
social, esteem, and self-actualization needs
FHF
10-16
Z Theory
A management philosophy that stresses employee participation
in all aspects of company decision making
Variations on Theory Z
• Participative Management
• Employee Involvement
• Self-Directed Work Teams (SDWT)
FHF
10-17
Quality circles
• 5-8 people who meet to discuss ways to improve work
Participative management/ self-directed work teams
• High level of employee control
• Make employees responsible for outcomes of their decisions
Variations on Theory Z
FHF
10-18
Equity Theory
The assumption that how much people are willing to contribute to
an organization depends on their assessment of the fairness (equity)
of the rewards they will receive in exchange
• Perception that everyone is treated equally
• Equal pay for equal work
FHF
10-19
Expectancy Theory
Assumes that motivation depends not only on how much a
person wants something but also on how likely he or she is to
get it
• Someone who wants something and has a reasonable
expectation to achieve it will be highly motivated
FHF
10-20
Motivating Employees
Behavior Modification
• Changing behavior and encouraging appropriate actions
by relating the consequences of behavior to the behavior
itself
• Reward
• Punishment
FHF
10-21
Strategies for Motivating Employees
Job rotation
• Movement of employees from one job to another to relieve the
boredom often associated with job specialization
• Drawback is that is does not totally eliminate risk of boredom
Toyota practices job rotation
• Workers change tasks every 2 hours
• Reduces repetitive stress injuries and mental fatigue
FHF
10-22
Strategies for Motivating Employees
Job enlargement
• Addition of more tasks to a job instead of treating each task as
separate
• Seeks to counteract the boredom of division of labor
Many small firms use job enlargement
• Requires training employees in new tasks
FHF
10-23
Job enrichment
• Incorporating motivational factors (achievement,
recognition, responsibility) into the job
• Idea developed by Herzberg in the 50s
• Gives employees feedback on their performance
Rewards good performance
Strategies for Motivating Employees
(continued)
FHF
10-24
Flexible scheduling strategies
• Flextime
• Allows employees to choose their start and end times
• Compressed workweek
• 40 hours in a 4-day workweek
• Job sharing
• Occurs when two people share the same job
Strategies for Motivating Employees
(continued)
FHF
10-25
Motivation
• Fosters employee loyalty
• Boosts productivity
• Influences on pay, promotion, job design
• Nature of relationships
• Nature of the job itself
• Characteristics of the organization
• BMW keeps employee morale high
•
Open communication is important
•
Keep a sense of humor, even when times are tough
FHF
10-26
FHF
10-27
