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Chapter Ten Motivating the Workforce Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
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Chapter TenChapter TenMotivatingthe Workforce
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
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The Nature of Human Relations
What motivates employees to perform on the job is the focus of human relations
The study of the behavior of individuals and groups in organizational settings
MotivationThe inner drive that directs a person’s behavior toward goals
MoraleAn employee’s attitude toward his or her job, employer, and colleagues
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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The Motivation Process
Did You Know? Absenteeism costs a typical large company more than $3 million a year
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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Employee Attitudes Toward Incentives
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Historical Perspectiveson Employee Motivation
Classical Theory of MotivationMoney is the sole motivator for workers
The Hawthorne StudiesProductivity increased regardless of the physical conditions in the workplace—such as light and noise levels
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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Companies Giving Employees Incentives to Improve Productivity
Source: Optimize Magazine Productivity 2004 study, in Marianne Kolbasuk McGee, “Behind the Numbers: Employee Productivity Pays Off for Everyone,” Information Week, February 9, 2004, p. 76.
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Maslow’s Hierarchy of Needs
Source: adapted from Abraham H. Maslow, “A Theory of Human Motivation,” Psychology Review 50 (1943): 370-396.
Self-Actualization
Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs
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Herzberg’s Two-Factor Theory
Hygiene FactorsCompany policies
Supervision
Working conditions
Salary
Security
Motivational FactorsAchievement
Recognition
The work itself
Responsibility
Advancement
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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McGregor’s Theory X and Theory Y
Theory 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
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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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
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Variations on Theory Z
Quality circles
Participative management
Employee involvement
Self-directed work teams
Did You Know? Theory Z lets employees feel organizational ownership, which may produce positive attitudinal and behavioral effects for employees.
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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Other Motivational Theories
Equity theory
Expectancy theory
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Strategies for Motivating Employees
Behavior modification
Job design
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Behavior Modification
Changing behavior and encouraging appropriate actions by relating the consequences to the behavior itself
Reward
Punishment
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Job Design Strategies
Job RotationExposes employees to a variety of tasks as they move from one job to another
Job EnlargementTeaches employees new tasks in their present job
Job EnrichmentGives employees more control and authority in their present job, along with additional tasks
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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Flexible Scheduling Strategies
Flextime
Compressed work week
Job sharing
Telecommuting
Source: Jim Owen, “In Pursuit of Job Sharing,” from http://usatoday.com/careers/features/feat009.htm (accessed June 8, 2001).
Did You Know? 59% of companies with more than 5000 workers allow job-sharing.
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Flextime, Showing Core and Flexible Hours
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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
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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Employee’s Definitions of Success
Being trusted to get a job done
Having power to make decisions
Getting raises
Getting promotions
Gaining seniority
Having the power to make decisionsthat affect the company
91%91%
81%81%
74%74%
66%66%
58%58%
58%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.
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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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?
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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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?
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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Chapter 10 Quiz
1. Which of the following employee-motivation theories is most similar to Japanese management styles?
a. Theory Xb. 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 workweekb. telecommutingc. flextimed. job sharing
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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Chapter 10 Quiz
3. Which of Maslow’s hierarchy of needs is first to be satisfied?a. physiological needsb. security needsc. esteem needsd. self-actualization needs
4. The inner drive that directs behavior toward goals is known as
1. motivation.2. need.3. objective.4. morale.
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
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Multiple Choice Questions about the Video
1. In a Container Store employee’s first year, he or she will receive hours of formal training.a. 35
b. 350
c. 135
d. 235
2. Each Container Store is organized intoa. lifestyle sections.
b. motivational units.
c. types of containers.
d. functions.
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved
