Chapter Ten
Motivating
the Workforce
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Human Relations
The study of the behavior of individuals
and groups in organizational settings.
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The Nature of HR
• Motivation
– The inner drive that directs a person’s
behavior toward goals.
• Morale
– An employee’s attitude toward his or her
job, employer, and colleagues.
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The Motivation Process
Need
More money for
unexpected medical expenses
Goal-directed behavior
Ask for a raise
Work harder to gain a promotion
Look for a higher-paying job
Steal
Need Satisfaction
More money
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Worker Satisfaction
• Nine out of 10 employees of all generations say
that true success is about being trusted.
• Generation Xers see an employee review:
–The employer is “The Terminator”
–They see themselves as “Employees with a Future”
–Their greatest psychological need is Security
Source: Roper Starch Worldwide and Sally Ring Research
from USA TODAY Snapshot, October 3, 2001.
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Historical Perspectives
on Employee Motivation
• Classical Theory of Motivation
(Frederick W. Taylor)
• The Hawthorne Studies
(Elton Mayo)
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Maslow’s Hierarchy of Needs
SelfActualization
Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs
Source: adapted from Abraham H. Maslow, “A Theory
of Human Motivation,” Psychology Review 50 (1943): 370-396.
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Herzberg’s Two-Factor Theory
Motivational Factors
• Achievement
• Recognition
• The work itself
• Responsibility
• Advancement
Hygiene Factors
• Company policies
• Supervision
• Working conditions
• Salary
• Security
FAST FACT:
Absenteeism costs a typical large company
more than $3 million a year
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McGregor’s Theory X and
Theory Y
Theory X
Management view that assumes workers
generally dislike work and must be forced to
do their jobs.
Theory Y
Management view that assumes workers like
to work and under proper conditions,
employees will seek responsibility to satisfy
social, esteem, and self-actualization needs.
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Theory Z
• A management philosophy that
stresses employee participation in all
aspects of company decision making.
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Comparison of American, Japanese, and
Theory Z Management Styles
American
Japanese
Theory Z
Duration of
employment
Relatively short
term; workers
subject to layoffs
when business
slows
Lifelong; no
layoffs
Long term; layoffs
rare
Rate of
promotion
Rapid
Slow
Slow
Amount of
specialization
Considerable;
worker develops
expertise in one
area only
Minimal; worker
Moderate; worker
develops expertise learns all aspects
in all aspects of the of the organization
organization
Source: Adapted from William Ouchi, Theory Z How American Business Can Meet the
Japanese Challenge, p. 58. © 1981 by Addison-Wesley Publishing Company, Inc.
Reprinted by permission of Addison-Wesley Publishing Company, Inc.
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Comparison of American, Japanese, and
Theory Z Management Styles
Decision
making
American
Japanese
Individual
Consensual; input Consensual; emphasis
from all concerned on quality
parties is
considered
Responsibility Assigned to the
Theory Z
individual
Shared by the
group
Assigned to the
individual
Control
Explicit and
formal
Less explicit and
less formal
Informal but with
explicit performance
measures
Concern for
workers
Focus is on work
only
Focus extends to
Focus includes worker's
worker's whole life life and family
Source: Adapted from William Ouchi, Theory Z How American Business Can Meet the
Japanese Challenge, p. 58. © 1981 by Addison-Wesley Publishing Company, Inc.
Reprinted by permission of Addison-Wesley Publishing Company, Inc.
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How US Companies
Use Theory Z
•
•
•
•
Quality Circles
Participative Management
Employee Involvement
Self-directed Work Teams
FAST FACT:
Theory Z lets employees feel organizational
ownership, which may produce positive attitudinal
and behavioral effects for employees.
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Other Motivational Theories
What I
put in
What I
get back
Equity Theory
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Can I get it?
Do I want it?
Expectancy Theory
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Strategies for
Motivating Employees
• Behavior Modification
• Job Design
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Job Design Strategies
Job Rotation
Exposes employees to a
variety of tasks as they
move from one job to
another.
Job Enlargement Teaches employees new
tasks in their present job.
Job Enrichment Gives employees more
control and authority in
their present job, along
with additional tasks.
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Flexible Scheduling Strategies
Flextime
Compressed Work Week
Job Sharing
Telecommuting
FAST FACT:
59% of companies with more than 5000
workers allow job-sharing.
Source: Jim Owen, “In Pursuit of Job Sharing,” from
http://usatoday.com/careers/features/feat009.htm
(accessed June 8, 2001).
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Flextime, Showing Core and
Flexible Hours
Core
Time
Start
Time
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Core
Time
End
Time
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The Importance of
Motivational Strategies
Fosters employee loyalty
Boosts productivity
Affects all relationships within the
organization
Influences promotion, pay, job design,
training, and reporting relationships
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Employee’s Definitions
of Success
91%
Being trusted to get a job done
81%
Having power to make decisions
74%
Getting raises
Getting promotions
66%
Gaining seniority
58%
Having the power to make decisions
that affect the company
58%
Source: Survey of 2,000 adults by Randstad North America, Atlanta as reported ;in Kemba J. Dunham,
“The Jungle/Focus on Recruitment, Pay and Getting Ahead,” Wall Street Journal, May 23, 2001, p. B12.
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Solve the Dilemma
1. Which motivational theories are in use
at Eagle?
2. What is the value of getting
employees to compete against a goal
instead of against one another?
3. Put yourself in the shoes of one of the
four regional sales managers and
argue against potential cutbacks to the
motivational program.
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Explore Your Career Options
What are some of the considerations
that you will evaluate in deciding where
to take your first job? How would you
go about assessing offers in Jackson,
Mississippi versus Chicago, Illinois?
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Additional Discussion Questions
and Exercises
1. What is meant by the equity theory? How can the
equity theory guide managers in dealing with
subordinates?
2. In what areas are the typical American management
style and the typical Japanese style different?
3. What is the main purpose of offering flexible
scheduling strategies for employees?
4. What was the importance of Frederick W. Taylor’s and
Elton Mayo’s studies to human relations?
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Chapter 10 Quiz
1. Which of the following employee-motivation theories is most
similar to Japanese management styles?
a. Theory X
b. Theory Y
c. Theory Z
d. Frederick Taylor’s theory
2. Which of the following is most likely to result in less than 40
hours of employment?
a. compressed workweek
b. telecommuting
c. flextime
d. job sharing
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Chapter 10 Quiz
3. Which of Maslow’s hierarchy of needs is first to be
satisfied?
a. physiological needs
b. security needs
c. esteem needs
d. self-actualization needs
4. The inner drive that directs behavior toward goals is known as
a. motivation.
b. need.
c. objective.
d. morale.
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Multiple Choice Questions
about the Video
1. Empowering Southwest employees to respond to customers as
they see fit relates to which type of factor in Herzberg’s
Theory of Motivation?
a. hygiene
b. physiological
c. security
d. motivational
2. Southwest’s family attitude, spirit of cooperation, and sense of
fun contributes to its
a. low turnover rate.
b. high turnover rate.
c. average turnover rate.
d. zero turnover rate.
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