Bài giảng Understanding Business - Chapter 10 Motivating Employees

Motivating EmployeesChapter 10McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.Explain Taylor’s theory of scientific management.Describe the Hawthorne studies and their significance to management.Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation.Distinguish between the motivators and hygiene factors identified by Herzberg.Differentiate among Theory X, Theory Y, and Theory Z. LEARNING GOALSChapter Ten10-2Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories.Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition.Show how managers personalize motivation strategies to appeal to employees across the globe and across generations.LEARNING GOALSChapter Ten10-3INTRINSIC / EXTRINSIC REWARDSIntrinsic Rewards:The Value of MotivationPride in your performanceSense of achievementExtrinsic Rewards -- Personal satisfaction you feel when you perform well and complete goals.BonusesCompensationFringe Benefits10-4TAYLOR’S SCIENTIFIC MANAGEMENTScientific Management -- Studying workers to find the most efficient ways of doing things and then teaching people those techniques. Three Key Elements to Increase Productivity TimeMethods of WorkRules of WorkFrederick Taylor: The Father of Scientific ManagementLG110-5TAYLOR’S FOUR KEY PRINCIPLESStudy how a job is performed.Gather time & motion information.Check different methods.Codify the best method into rules.Choose workers whose skill matches the rules.Establish a fair level of performance and pay.LG1Frederick Taylor: The Father of Scientific Management10-6TIME-MOTION STUDIESTime-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.LG1Frederick Taylor: The Father of Scientific Management10-7HAWTHORNE STUDIES: PURPOSE AND RESULTSResearchers studied worker efficiency under different levels of light.Productivity increased regardless of light condition.Elton Mayo and the Hawthorne StudiesResearchers decided it was a human or psychological factor at play.Hawthorne Effect -- People act differently when they know they are being studied.LG210-8MASLOW’S THEORY of MOTIVATIONHierarchy 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.Motivation and Maslow’s Hierarchy of NeedsLG310-9HERZBERG’S MOTIVATING FACTORSHerzberg’s research centered on two questions:Herzberg’s Motivating FactorsWhat 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?LG410-10JOB CONTENTHerzberg 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.LG4Herzberg’s Motivating Factors10-11JOB ENVIRONMENTJob environment factors maintained satisfaction, but did not motivate employees.LG4Herzberg’s Motivating FactorsHygiene Factors -- Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.10-12COMPARISON of the THEORIES of MASLOW and HERZBERGLG4Herzberg’s Motivating Factors10-13REIGNITE EMPLOYEES’ DRIVE Simple Ways to Reinvigorate Work LifeDon’t work alone all the time; partners or teams make work more efficient and fun.Redecorate your space to get away from the same-old, same-old.Don’t complain; think of things to celebrate.LG4Herzberg’s Motivating FactorsSource: Fast Company, March 2010. Photo Courtesy of: Nels Highberg10-14THEORY X and THEORY YDouglas 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.McGregor’s Theory X and Theory YLG510-15THEORY ZWilliam Ouchi researched cultural differences between the U.S. (Type A) and Japan (Type J).Type J committed to the organization and group.Ouchi’s Theory ZType A focused on the individual.Theory Z is the hybrid approach of Types A and J.LG510-16GOAL-SETTING THEORYGoal-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. Goal-Setting Theory and Management by ObjectivesLG610-17APPLYING GOAL-SETTING THEORYManagement 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.LG6Goal-Setting Theory and Management by Objectives10-18EXPECTANCY THEORY in MOTIVATIONExpectancy 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.Meeting Employee Expectations: Expectancy TheoryLG610-19NADLER & LAWLER’S MODIFICATIONResearchers Nadler and Lawler modified expectancy theory and suggested five steps for managers:Determine what rewards employees value.Determine workers’ performance standard.Make sure performance standards are attainable.Tie rewards to performance.Be sure employees feel rewards are adequate.LG6Meeting Employee Expectations: Expectancy Theory10-20USING REINFORCEMENT THEORYReinforcement 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. Reinforcing Employee Performance: Reinforcement TheoryLG610-21EQUITY THEORYEquity 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.Treating Employees Fairly: Equity TheoryLG610-22ENRICHING JOBSJob Enrichment -- A motivational strategy that emphasizes motivating the worker through the job itself.Motivation Through Job EnrichmentBased on Herzberg’s motivators, such as responsibility, achievement and recognition.LG710-23KEY CHARACTERISTICS of WORKSkill VarietyTask IdentityTask SignificanceAutonomy FeedbackLG7Motivation Through Job Enrichment10-24TYPES of JOB ENRICHMENTJob 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.LG7Motivation Through Job Enrichment10-25USING OPEN COMMUNICATIONCreate 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.Motivating Through Open CommunicationLG710-26KEEPING 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).10-27RECOGNIZING GOOD WORKRaises are not the only ways to recognize an employee’s performance. Recognition can also include:Paid time offFlexible schedulingWork from home opportunitiesPaid child or elder careStock options or profit sharingCompany awardsCompany events or teamsRecognizing a Job Well DoneLG710-28WORK WELL with OTHERSKeys for Productive TeamworkHave a common understanding of your task.Clarify roles and responsibilities.Set rules.Get to know each other.Communicate openly and often.LG7Recognizing a Job Well Done10-29MOTIVATING EMPLOYEES ACROSS the GLOBECultural differences make worker motivation a challenging task for global managers.High-Context cultures require relationships and group trust before performance.Motivating Employees Across the GlobeLow-Context cultures believe relationship building distracts from tasks. LG810-30MOTIVATING ACROSS the GENERATIONSBaby Boomers (1946 – 1964)Experienced great economic prosperity, job security, optimism about their futureGeneration X (1965 – 1980)Raised in dual-career families, attended day care, feeling of insecurity about jobsGeneration Y or Millennials (1980 – 2000)Raised by indulgent parents, used to many comforts like computers and cell phonesMotivating Employees Across GenerationsLG810-31COMMUNICATION ACROSS the GENERATIONSBaby 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. Motivating Employees Across GenerationsLG810-32