Chapter 10 Motivating Employees McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Ten LEARNING GOALS 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. 10-2 Chapter Ten LEARNING GOALS 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. 10-3 Profile ANDREW CHERNG Panda Express • Cherng considers the wellness of his staff as an important key to the company’s success. • Managers are urged to eat a healthy diet, exercise regularly, and attend company motivational seminars that often include hugs! • He hopes to have 2,300 American stores in operation by 2015. 10-4 Chapter Ten NAME that COMPANY The employees of this company are told exactly how to do their jobs – and we do mean exactly. For instance they are instructed to carry their keys on their ring finger with the teeth up. If they are considered too slow, a supervisor will shadow them with a stopwatch and clipboard and prod them along. Name that company! 10-5 The Value of Motivation INTRINSIC REWARDS • Intrinsic Rewards – – Personal satisfaction you feel when you perform well and complete goals: - Pride in your performance - Sense of achievement – Something given as a recognition of good work. - Pay Raises - Promotions - Awards 10-6 The Value of Motivation FRINGE BENEFITS Best Perks Offered to Employees Type of Benefit Company Pay Scale Ranked Free food, a bowling alley, and bocce courts. Google 2 12 paid holidays and a winter recess between Christmas and New Year's Day. Boeing 16 Johnson & Johnson Co. 18 Cisco Systems 29 Campbell’s 52 General Mills 76 Hershey’s 89 J.J. Smucker Co. 103 Have access to concierge service, who does personal chores for them. Primary healthcare, physical therapy and acupuncture. 100% healthcare coverage, free flu shots, healthy cooking lessons and subsidized costs on healthy meal options. Also, onsite kindergarten and after-school programs, and lactation room for nursing mothers. 3 weeks paid vacation upon hire and increases yearly, and can work from any location within the office, known as the FUSE program. Immediate eligibility for 401(k) contribution, and company will match, and has own fitness centers for employees, spouses, and dependents. New hires receive gift basket sent to their homes, and they holds bowling nights and softball games. http://money.cnn.com/magazines/fortune/bestcompanies/best_benefits/unusual.html February 11, 2013 10-7 Frederick Taylor: The Father of Scientific Management LG1 TAYLOR’S SCIENTIFIC MANAGEMENT • 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 10-8 Frederick Taylor: The Father of Scientific Management LG1 TAYLOR’S FOUR KEY PRINCIPLES 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(s) match the rule. 4. Establish a fair level of performance and pay. 10-9 Frederick Taylor: The Father of Scientific Management TIME-MOTION STUDIES 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. • Led to the development of Lean Six Sigma – Toyota -- Reduction of waste and defects of 3.4 per million. 10-10 Frederick Taylor: The Father of Scientific Management LG1 ARE YOU STRESSED? Warnings of Employee Stress • Negative attitudes about work • Drops in productivity • Chronic lateness • Absenteeism • Careless with details • Unable to work with others • Withdrawal from co-workers • Easily upset or angered 10-11 Frederick Taylor: The Father of Scientific Management TAYLOR and UPS LG1 • UPS drivers work under strict rules and work requirements. • How to get out of their trucks: - Right foot first • How fast to walk: - 3 ft per second • How to hold their keys: - Teeth up, third finger 10-12 Elton Mayo and the Hawthorne Studies LG2 HAWTHORNE STUDIES: PURPOSE AND RESULTS • 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. 10-13 Motivation and Maslow’s Hierarchy of Needs LG3 MASLOW’S THEORY of MOTIVATION • 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. 10-14 Motivation and Maslow’s Hierarchy of Needs LG3 MASLOW’S HIERARCHY of NEEDS 10-15 Herzberg’s Motivating Factors LG4 HERZBERG’S MOTIVATING FACTORS • 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? 10-16 Herzberg’s Motivating Factors JOB CONTENT 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. 10-17 Herzberg’s Motivating Factors JOB ENVIRONMENT LG4 Job environment factors maintained satisfaction, but did not motivate employees. • Hygiene Factors -- Job factors that can cause dissatisfaction if missing but do not necessarily motivate employees if increased. 10-18 Herzberg’s Motivating Factors LG4 HERZBERG’S MOTIVATORS and HYGIENE FACTORS Motivators Work Itself Hygiene Factors Company Policy and Administration Achievement Recognition Supervision Working Conditions Responsibility Growth and Advancement Interpersonal Relations Salary, Status and Job Security 10-19 Herzberg’s Motivating Factors LG4 COMPARISON of the THEORIES of MASLOW and HERZBERG 10-20 Herzberg’s Motivating Factors LG4 REIGNITE EMPLOYEES’ DRIVE 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. 10-21 Progress Assessment PROGRESS ASSESSMENT • What are the similarities and differences between Taylor’s time-motion studies and Mayo’s Hawthorne studies? • How did Mayo’s findings influence scientific management? • Draw a diagram of Maslow’s hierarchy of needs. Label and describe the parts. • Explain the distinction between what Herzberg called motivators and hygiene factors. 10-22 McGregor’s Theory X and Theory Y 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. 10-23 McGregor’s Theory X and Theory Y LG5 ASSUMPTIONS of THEORY X MANAGERS • Workers dislike work and seek to avoid it. • Workers must be forced or threatened with punishment to get them to perform. • Workers prefer to be directed and avoid responsibility. • Primary motivators are fear and money. 10-24 McGregor’s Theory X and Theory Y LG5 ASSUMPTIONS of THEORY Y MANAGERS • People like work, it is a part of life. • Workers seek goals to which they are committed. • Commitment to goals depends on perceived rewards. • People can use creativity to solve problems. • Intellectual capacity is only partially realized. • People are motivated by a variety of rewards. 10-25 Ouchi’s Theory Z 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. 10-26 Ouchi’s Theory Z THEORY Z LG5 10-27 Goal-Setting Theory and Management by Objectives GOAL-SETTING THEORY LG6 Goal-Setting Theory – • Setting ambitions that are attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions. 10-28 Goal-Setting Theory and Management by Objectives LG6 APPLYING GOAL-SETTING THEORY • 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. 10-29 Goal-Setting Theory and Management by Objectives ORGANIZATIONS USING MBO LG6 • Toyota Motor Company • Emerson Electric Company • U.S. Department of Defense 10-30 Meeting Employee Expectations: Expectancy Theory LG6 EXPECTANCY THEORY in MOTIVATION Expectancy Theory -- 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. 10-31 Meeting Employee Expectations: Expectancy Theory LG6 NADLER & LAWLER’S MODIFICATION • Researchers, Nadler and Lawler, modified the Expectancy Theory and suggested five steps for managers: 1. Determine what rewards employees value. 2. Determine workers’ performance standard. 3. Make sure performance standards are attainable. 4. Tie rewards to performance. 5. Be sure employees feel rewards are adequate. 10-32 Reinforcing Employee Performance: Reinforcement Theory REINFORCEMENT THEORY LG6 • Reinforcement Theory – Using positive and negative reinforcers to 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. 10-33 Treating Employees Fairly: Equity Theory 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. 10-34 Progress Assessment PROGRESS ASSESSMENT • Briefly explain the managerial attitudes behind Theories X, Y and Z. • Explain goal-setting theory. • Evaluate expectancy theory. When could expectancy theory apply to your efforts or lack of effort? • Explain the principles of equity theory. 10-35 Motivation Through Job Enrichment ENRICHING JOBS LG7 Job Enrichment -- A motivational strategy that emphasizes motivating the worker through the job itself. • Based on Herzberg’s motivators, this would involve: responsibility, achievement and recognition. 10-36 Motivation Through Job Enrichment LG7 MOTIVATION on a BUDGET Tactics of Today’s HR Managers Source: Wall Street Journal, March 1, 2010. 10-37 Motivation Through Job Enrichment LG7 KEY CHARACTERISTICS of WORK 1. Skill Variety 2. Task Identity 3. Task Significance 4. Autonomy 5. Feedback 10-38 Motivation Through Job Enrichment TYPES of JOB ENRICHMENT LG7 • Job Enlargement -- Combining a series of tasks into one challenging and interesting assignment. • Job Rotation -- Moving employees from one job to another. 10-39 Motivation Through Job Enrichment LG7 ENRICHMENT by WAY of FLEXIBILITY • 60% of employees think they can be productive and efficient outside of the office. • 66% of employees would take a lower-paying job if it came with more flexibility. • 59% of employees say their company doesn’t have a formal out-of-office work policy. Source: Entrepreneur, May 2011. 10-40 Motivating Through Open Communication USING 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. 10-41 KEEPING the LINES OPEN (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). 10-42 WHEN TOO MUCH is TOO MUCH 24/7 Access Isn’t Always a Good Thing • Schedule correspondence: - Don’t check email whenever it arrives, schedule times to check. • Pick one task: - Having too much open at once takes attention away from singular tasks. • Don’t answer the phone: - Don’t be afraid of voicemail. • Maintain human contact: - Don’t look at your computer or phone while someone is at your desk. Keep attention (and respect!) on them. Source: Entrepreneur, December 2010. 10-43 Recognizing a Job Well Done RECOGNIZING GOOD WORK LG7 Raises are not the only ways to recognize an employee’s performance. Recognition also includes: - 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 10-44 Recognizing a Job Well Done WORK WELL with OTHERS 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. 10-45 Recognizing a Job Well Done LG7 WHAT’S GOOD for YOU Most Positive Remedies for Employee Moral 10-46 Recognizing a Job Well Done LG7 WHAT’S BAD for YOU Most Negative Actions for Employee Morale 10-47 SMALL INCENTIVES CAN be BIG MOTIVATORS (Spotlight on Small Business) • Things like weekly trips to the movies and Rock Band in the break room help keep employees motivated. • Communication, mentoring and group bonding are key elements to success. • Open communication and increased responsibility for employees make them feel a real part of the firm. 10-48 Motivating Employees Across the Globe LG8 MOTIVATING EMPLOYEES ACROSS the GLOBE 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. 10-49 IMPORTANCE of CULTURAL COMPENTENCY (Reaching Beyond Our Borders) Diversity -- A better understanding of cultures helps managers increase customer satisfaction and loyalty. • It’s not just knowing other languages, it’s knowing what’s proper. • UPS operates in over 200 countries successfully by emphasizing diversity. 10-50 Motivating Employees Across Generations LG8 MOTIVATING ACROSS the GENERATIONS • 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 – 2004) - Raised by indulgent parents, used to many comforts like computers and cell phones • Generation Z or Digital Generation (2005 to present) - Raised by parents very connected with networks and social networks, computers and all kinds of smartphones, known as digital natives 10-51 Motivating Employees Across Generations LG8 GENERATION X in the WORKPLACE • Desire economic security but focus more on career security than job security. • Good motivators as managers due to emphasis on results rather than work hours. • Tend to be flexible and good at collaboration and consensus building. • Very effective at giving employee feedback and praise. 10-52 Motivating Employees Across Generations LG8 GENERATION Y - MILLENNIALS and the WORKPLACE • Tend to be impatient, skeptical, blunt and expressive. • Are tech-savvy and able to grasp new concepts. • Able to multi-task and are efficient. • Highlight a strong sense of commitment. • Place a high value on work-life balance. • Fun and stimulation are key job requirements. 10-53 Motivating Employees Across Generations LG8 MILLENNIALS and the RECESSION • The recession hurt younger workers more deeply than other workers. • In July 2010, the unemployment rate was at a high of 15.3 percent for those aged 20 to 24, while the overall unemployment rate was 9.5 percent. 10-54 Motivating Employees Across Generations LG8 GENERATION Z and the Workplace • They operate totally with the digital world and social networking. • Their interpretation skills are lacking and may not have basic manners ingrained in generations at younger ages. • They have tremendous energy and enthusiasm. • There's a big gap in the old-fashioned basics like personal responsibility and work habits. • Managers will have to tap their intelligence and provide the support to young workers. 10-55 Motivating Employees Across Generations LG8 COMMUNICATION ACROSS the GENERATIONS • 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 – 2004) - Prefer to use technology to communicate, particularly through social media. • Generation Z or Digital (2005 – Present) - Prefer to use digital technology and social networking. 10-56 Motivating Employees Across Generations The BEST COMPANIES for WORKERS LG8 Company Location Bliss Score 2011 2012 Difference Google Search Engine/Info Mountain View, CA 3.15 4.31 36.7% + SuperMedia Marketing - Dallas, TX 3.41 4.11 20.66%+ UNISYS Intern’l Information Company Blue Bell, PENN 3.30 3.97 20.0%+ GE Capital Bank Financial Services Fairfield, CT 3.80 4.54 19.45%+ Rockwell Collins Aerospace and Defense Cedar Rapids, ID 3.44 4.05 17.60%+ Ernst & Young Accounting/Financial New York, NY 3.70 4.29 15.91% Source: Forbes: July 2014 10-57 Progress Assessment PROGRESS ASSESSMENT • What are several steps firms can take to increase internal communications and thus motivation? • What problems may emerge when firms try to implement participative management? • Why is it important to adjust motivational styles to individual employees? Are there any general principles of motivation that today’s managers should follow? 10-58