Bài giảng Economics - Chapter 10 Motivating the Work Force

Chapter TenMotivatingthe Work ForceHuman RelationsThe study of the behaviour of individuals and groups in organizational settings.10-1The Motivation Process10-2More money forunexpected medical expensesNeedAsk for a raiseWork harder to gain a promotionLook for a higher-paying jobStealMore moneyGoal-directed behaviourNeed SatisfactionWorker SatisfactionMore Older Workers Are Satisfied with Their Current Employers Age % Satisfied under age 35 58% 35 - 54 70% 55 and older 93%10-3Source: CDB Research & Consulting fromUSA Today Snapshot, October 7, 1998.Historical Perspectiveson Employee MotivationClassical Theory of Motivation(Frederick W. Taylor)The Hawthorne Studies(Elton Mayo)10-4Maslow’s Hierarchy of Needs10-5Source: adapted from Abraham H. Maslow, “A Theoryof Human Motivation,” Psychology Review 50 (1943): 370-396.Self-ActualizationNeedsEsteem NeedsSocial NeedsSecurity NeedsPhysiological NeedsHerzberg’s Two-Factor TheoryHygiene FactorsCompany policiesSupervisionWorking conditionsSalarySecurityMotivational FactorsAchievementRecognitionThe work itselfResponsibilityAdvancement10-6Theory X and Theory YTheory XManagement view that assumes workers generally dislike work and must be forced to do their jobs.Theory YManagement view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.10-7Comparison of North American, Japanese, and Theory Z Management Styles10-8aSource: Adapted from William Ouchi, Theory Z How American Business Can Meet theJapanese Challenge, p. 58. © 1981 by Addison-Wesley Publishing Company, Inc.Reprinted by permission of Addison-Wesley Publishing Company, Inc.Comparison of North American, Japanese, and Theory Z Management Styles10-8bSource: Adapted from William Ouchi, Theory Z How American Business Can Meet theJapanese Challenge, p. 58. © 1981 by Addison-Wesley Publishing Company, Inc.Reprinted by permission of Addison-Wesley Publishing Company, Inc.Other Theories of Motivation10-9Can I get it?Do I want it?Equity TheoryExpectancy TheoryWhat Iput inWhat Iget backJob Design StrategiesJob 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.10-10aJob Design StrategiesFlexible Allow employees to work schedules scheduling other than the traditional 40-hour-per- strategies week 9-to-5 job to accommodate their personal needs. Management Involves employees in their own goal-by objectives setting process; they set their own objectives, are evaluated, and receive rewards based on their achievement of those objectives.10-10bFlextime, Showing Core and Flexible Hours10-11CoreTimePossibleEndTimesPossibleStartTimesSteps in Managementby Objectives10-12Individuals negotiateor are assigned a setof objectives to achievewithin a specifiedperiod of time.Individuals areevaluated periodicallyto see how they aredoing.Individuals arerewarded on the basisof how close theycome to achievingtheir stated goals.Favorite Techniques by CEOs for Staying MotivatedFinding a new challenge inside 63.9%the businessExercising 8.5%Finding a new challenge outsidethe business 6.0%Taking time off 3.9%Praying 3.2%Listening to a motivational audiotape 2.8%Attending a motivational speech 1.8%10-13Source: “How Entrepreneurs Stay Motivated,”Inc., March 1998, p. 94.Why Workers Don’tShow Up10-14Source: “Why Workers Don’t Show Up,”Business Week, November 16, 1998, p. 8.010203040PercentStressEntitlement MentalityFamily IssuesPersonal NeedsPersonal IllnessReasons ForAbsence19951998Road Warrior Stress10-15Source: USA Today, September 21, 1998, B-1.One in four business professionals say their stress is raised by business travel. Travelers who say these cause stress on the road:75%63%46%46%38%20%Time away from familyWork piling upKeeping up with email, faxes,voice mailArranging personal businessTravel logisticsPreparing expense reportSolve the Dilemmaa. Which motivational theories are in use at St. Lawrence?b. What is the value of getting employees to compete against a goal instead of against one another?c. Put yourself in the shoes of one of the four regional sales managers and argue against potential cutbacks to the motivational program.10-16Explore Your Career OptionsWhat 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 Victoria, British Columbia versus Winnipeg, Manitoba?10-17Ethics & DiversityIs DaSilva warranted in requiring only English being spoken?Is the B.C. crew defensible in their insistence on using their language on and off the job?What could happen if this matter is not resolved quickly?What basis does DaSilva have to demand the use of English?What are the goals of the company and how does this matter help or hinder the attainment of these goals?10-18Additional Discussion Questions and Exercises1. 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 North 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?10-19Chapter 10 Quiz10-20a1. 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 theory2. Which of the following is most likely to result in less than 40 hours of employment? a. compressed workweek b. management by objectives c. flextime d. job sharingChapter 10 Quiz10-20b3. Which of Maslow’s hierarchy of basic needs is first to be satisfied? a. physiological needs b. security needs c. esteem needs d. self-actualization needs4. The inner drive that directs behavior toward goals is known as a. motivation. b. need. c. objective. d. morale.