Chapter 10
McGraw-Hill/Irwin
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter Ten
1. Explain Taylor ’ s theory of scientific management.
2. Describe the Hawthorne studies and their significance to management.
3. Identify the levels of Maslow ’ s hierarchy of needs and apply them to employee motivation.
4. Distinguish between the motivators and hygiene factors identified by Herzberg.
5. Differentiate among Theory X, Theory Y, and
Theory Z.
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Chapter Ten
6. Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories.
7. Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition.
8. Show how managers personalize motivation strategies to appeal to employees across the globe and across generations.
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The Value of
Motivation
• Intrinsic Rewards:
Pride in your performance
Sense of achievement
Extrinsic Rewards --
Personal satisfaction you feel when you perform well and complete goals.
Bonuses
Compensation
Fringe Benefits
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Frederick Taylor:
The Father of
Scientific
Management
LG1
’
• Scientific Management -Studying workers to find the most efficient ways of doing things and then teaching people those techniques.
• Three Key Elements to Increase Productivity
1. Time
2. Methods of Work
3. Rules of Work
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Frederick Taylor:
The Father of
Scientific
Management
LG1
’
1. Study how a job is performed.
• Gather time & motion information.
• Check different methods.
2. Codify the best method into rules.
3. Choose workers whose skill matches the rules.
4. Establish a fair level of performance and pay.
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Frederick Taylor:
The Father of
Scientific
Management
LG1
• Time-Motion Studies -Studies of which tasks must be performed to complete a job and the time needed to do each task.
• Led to the development of the Principle of
Motion Economy -Every job can be broken down into a series of elementary motions; developed by
Frank and Lillian Gilbreth.
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Elton Mayo and the Hawthorne
Studies
LG2
• Researchers studied worker efficiency under different levels of light.
• Productivity increased regardless of light condition.
• Researchers decided it was a human or psychological factor at play.
• Hawthorne Effect -People act differently when they know they are being studied.
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Motivation and
Maslow ’ s
Hierarchy of
Needs
LG3
’
• 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.
• Needs that have already been met do not motivate.
• If a need is filled, another higher-level need emerges.
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Herzberg ’ s
Motivating
Factors
LG4
’
• Herzberg ’ s research centered on two questions:
What factors controlled by managers are most effective in increasing worker motivation?
How do workers rank job-related factors in order of importance related to motivation?
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Herzberg ’ s
Motivating
Factors
LG4
• Herzberg found job content factors were most important to workers – workers like to feel they contribute to the company.
• Motivators -Job factors that cause employees to be productive and that give them satisfaction .
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Herzberg ’ s
Motivating
Factors
LG4
• Job environment factors maintained satisfaction, but did not motivate employees.
• Hygiene Factors -Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased .
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Herzberg ’ s
Motivating
Factors
LG4
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Herzberg ’ s
Motivating
Factors
LG4
’
Simple Ways to Reinvigorate Work Life
1. Don ’ t work alone all the time; partners or teams make work more efficient and fun.
2. Redecorate your space to get away from the sameold, same-old.
3. Don ’ t complain ; think of things to celebrate.
Photo Courtesy of: Nels Highberg
Source: Fast Company, March 2010.
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McGregor ’ s
Theory X and
Theory Y
LG5
• Douglas McGregor proposed managers had two different sets of assumptions concerning workers.
• Their attitudes about motivating workers were tied to these assumptions.
• McGregor called them Theory X and Theory Y.
Manager’s assume:
• Theory X - Workers dislike work and seek to avoid it.
• Theory Y - People like work, it ’ s a part of life.
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Ouchi ’ s
Theory Z
LG5
• William Ouchi researched cultural differences between the U.S. (Type A) and Japan (Type J).
• Type J committed to the organization and group.
• Type A focused on the individual.
• Theory Z is the hybrid approach of Types A and J.
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Goal-Setting
Theory and
Management by
Objectives
LG6
• Goal-Setting Theory --
Setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions.
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Goal-Setting
Theory and
Management by
Objectives
LG6
• Management by Objectives (MBO) -Involves a cycle of discussion, review and evaluation of objectives among top and middle-level managers, supervisors and employees.
• Managers formulate goals in cooperation with everyone in the organization.
• Need to monitor results and reward achievement.
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Meeting Employee
Expectations:
Expectancy
Theory
LG6
• Expectancy Theory -The amount of effort employees exert on a specific task depends on their expectations of the outcome.
• Employees ask:
Can I accomplish the task?
What ’ s my reward?
Is the reward worth the effort?
• Expectations can vary from person to person.
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Meeting Employee
Expectations:
Expectancy
Theory
LG6
’
• Researchers Nadler and Lawler modified expectancy theory and suggested five steps for managers:
1. Determine what rewards employees value.
2. Determine worker s’ performance standard.
3. Make sure performance standards are attainable.
4. Tie rewards to performance.
5. Be sure employees feel rewards are adequate.
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Reinforcing
Employee
Performance:
Reinforcement
Theory
LG6
• Reinforcement Theory -Positive and negative reinforcers motivate a person to behave in certain ways.
• Positive reinforcement includes praise, pay increases and recognition.
• Negative reinforcement includes reprimands, reduced pay, and layoff or firing.
• Extinction is a way of trying to stop behavior by not responding to it.
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Treating
Employees
Fairly: Equity
Theory
LG6
• Equity Theory -Employees try to maintain equity between inputs and outputs compared to others in similar positions.
• Workers often base perception of their outcomes on a specific person or group.
• Perceived inequities can lead to reduced quality and productivity, absenteeism, even resignation.
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Motivation
Through Job
Enrichment
LG7
• Job Enrichment -A motivational strategy that emphasizes motivating the worker through the job itself.
• Based on Herzberg ’ s motivators, such as responsibility, achievement and recognition.
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Motivation
Through Job
Enrichment
LG7
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Feedback
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Motivation
Through Job
Enrichment
LG7
• 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.
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Motivating
Through Open
Communication
LG7
• Create a culture that rewards listening.
• Train managers to listen.
• Use effective questioning techniques.
• Remove barriers to open communication.
• Ask employees what ’ s important to them.
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(Social Media in Business)
• Businesses can no longer limit themselves to traditional intranets.
• They must communicate with employees, not to them.
• Employees expect 24/7 access to what they need with what they have
(smartphone, iPad, notebook).
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Recognizing a
Job Well Done
LG7
• Raises are not the only ways to recognize an employee ’ s performance. Recognition can also include:
Paid time off
Flexible scheduling
Work from home opportunities
Paid child or elder care
Stock options or profit sharing
Company awards
Company events or teams
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Recognizing a
Job Well Done
LG7
Keys for Productive Teamwork
• Have a common understanding of your task.
• Clarify roles and responsibilities.
• Set rules.
• Get to know each other.
• Communicate openly and often.
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Motivating
Employees
Across the Globe
LG8
• Cultural differences make worker motivation a challenging task for global managers.
• High-Context cultures require relationships and group trust before performance.
• Low-Context cultures believe relationship building distracts from tasks.
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Motivating
Employees
Across
Generations
LG8
• Baby Boomers (1946 – 1964)
Experienced great economic prosperity, job security, optimism about their future
• Generation X (1965 – 1980)
Raised in dual-career families, attended day care, feeling of insecurity about jobs
• Generation Y or Millennials (1980 – 2000)
Raised by indulgent parents, used to many comforts like computers and cell phones
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Motivating
Employees
Across
Generations
LG8
• Baby Boomers (1946 – 1964)
Prefer meetings and conference calls.
• Generation X (1965 – 1980)
Prefer email and will choose meetings only if there are no other options.
• Generation Y or Millennials (1980 – 2000)
Prefer to use technology to communicate, particularly through social media.
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