Chap 9 understanding employee motivating

Understanding Employee Motivating, Satisfying &

Leadership http://www.slideshare.net/Subjectmaterial

Chapter 9

Sr.Chapter Chapter HeadingNo.No.

1. 3 Understanding the Global context of business (031012)2. 4 Conducting Business Ethically and Responsibly (250212)3. 6 Organizing the Business Enterprise (030312)4. 7 Understanding Entrepreneurship and Small Business

(100312)5. 8 Managing Human Resources (240312)6. 9 Understanding Employee Motivating, Satisfying &

Leadership (310312)

7. 11 Understanding Marketing Processes and Consumer Behavior

8. 16 Managing Quality and Productivity9. 17 Managing Information Systems and Communication

Technology10. 19 Understanding Money and Banking11. 20 Intermediate Term and Lease Financing

Course Outline

3

FINAL PROJECT

GENERATE REVENUE REQUIRED

SUBMIT GROUP NAMES SUBMIT IDEA DATE OF EXECUTION

4

Marks Distribution

50 Terminal Examination20 Mid Term Examination15 Quizzes15 Final Assignment

1. PSYCHOLOGICAL CONTRACTS IN ORGANIZATIONS

2. THE IMPORTANCE OF SATISFACTION AND MORALE

3. MOTIVATION IN THE WORKPLACE Classical theory Behavior theory Contemporary motivational theories

Theory X & Y Maslow’s hierarchy of needs theory Two factor theory Expectancy theory Equity theory

4. STRATEGIES FOR ENHANCING JOB SATISFACTION AND MORALE

Reinforcement / Behavior modification theory MBO Job enrichment and job redesign Modified Work Schedules

5. MANAGERIAL STYLES AND LEADERSHIP Managerial Styles The contingency Approach to leadership Motivation and leadership in the 21st century

TOC

PSYCHOLOGICAL CONTRACT

A Set of Employment Expectations for inducements in return of the employee’s contributions

Contributions: What does each employee contribute to the organization?

Inducements: What will the organization provide to each employee in return?

Satisfied Employees Are More Productive and More Committed

Job Satisfaction:

Degree of enjoyment employees derive from doing their jobs

High Morale:

An overall positive employee attitude toward the workplace

Low Turnover:

A low percentage of employees leave each year

MORALE

TURNOVER

TURNOVER

MORALE

3. MOTIVATION IN THE WORKPLACE

Motivation is getting others to do something because they want to do it.

The process which encourages and guides behavior.

The act or process of stimulating to action, providing an incentive or motive, especially for an act.

Motivation is the internal drive to accomplish a particular goal. In a work setting, motivation is what makes people want to work.

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THEORIES

Classical Theory of Motivation: workers are motivated solely by money

Hawthorne effect: productivity tends to increase when workers believe they are receiving special attention from management

McGregor’s TheoriesTheory X and Theory Y

Theory X1. People are lazy.2. People lack

ambition and dislike responsibility.

3. People are self-centered.

4. People resist change.

5. People are gullible and not very bright.

Theory Y1. People are

energetic.2. People are

ambitious and seek responsibility.

3. People can be selfless.

4. People want to contribute to business growth and change.

5. People are intelligent.

Maslow’s Hierarchy of Needs

Self-Actualization

Needs

Esteem Needs

Social Needs

Security Needs

Physiological Needs

General Example

s

Organizational Examples

Self-Fulfillment Challenging Job

Self-Actualization

NeedsStatus Job TitleEsteem NeedsFriendship Friends at WorkSocial Needs Stability Pension PlanSecurity NeedsShelter SalaryPhysiological Needs

Hygiene Factors• Supervisors• Working Conditions• Interpersonal

Relations• Pay & Security• Company Policies &

Administration

Motivation Factors• Achievement• Recognition• The Work Itself• Responsibility• Advancement &

Growth

Two Factor Theory

Dissatisfaction Satisfaction

Expectancy Theory

Effort-Performance

Issue

Performance-RewardIssue

Rewards-Personal

Goals Issue

Individual Effort

Individual Performance

Organizational Rewards

Personal Goals

Equity Theory

Employees evaluate their treatment relative to the treatment of others

Inputs: Employee contributions to their jobs

Outputs: What employees receive in return

The perceived ratio of contribution to return determines perceived equity

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STRATEGIES FOR ENHANCING JOB SATISFACTION AND MORALE

Reinforcement / Behavior modification theory MBO Participative management and empowerment Job enrichment and job redesign Modified Work Schedules

Reinforcement /Behavior Modification Theory

Positive ReinforcementPositive Reinforcement

PunishmentPunishment

When rewards are tied directly to performance

When negative consequences are attached directly to undesirable behavior

Identifying Resources

Counseling

SettingVerifiable Goals& Clear Plans

Meeting

Management by ObjectivesCollaborative Goal-setting

Collaborative Goal Setting &

Planning

Communicating Organizational Goals & Plans

Periodic Review Evaluation

Job Enrichment and Job Redesign

Job Enrichment: Adding one or more motivating factors to job activities

Job Redesign: Designing a better fit between workers and their jobs

Combining tasks Forming natural work groups Establishing client relationships

Work share programs

Flextime programs and alternative workplace strategies

Telecommuting and virtual offices

Modified Work Schedules

Sample Flextime Scheduling

Joe

Sue

Pat

6:00A.M.

7:00A.M.

8:00A.M.

9:00A.M.

10:00A.M.

11:00A.M.

12:00NOON

1:00P.M.

2:00P.M.

3:00P.M.

4:00P.M.

5:00P.M.

6:00P.M.

FlexibleTime

CoreTime

FlexibleTime

CoreTime

FlexibleTime

Evaluating Modified Schedules and Alternative Workplaces

Advantages

More satisfied, committed employees

Less congestion

Disadvantages

Challenging to coordinate and manage

Poor fit for some workers

Leadership:The process of motivating others to work to meet specific objectives

MANAGERIAL STYLES AND LEADERSHIP

Challenge the process

Inspire a shared vision

Enable others to act Model the way Encourage the heart

Five Fundamental Leadership Practices

Source: www.theleadershipchallenge.com

Managerial Styles

Contingency ApproachThe appropriate style in any situation is

contingent on the unique elements of that situation

Contingency ApproachThe appropriate style in any situation is

contingent on the unique elements of that situation

Autocratic Style

Democratic Style

Free-rein Style

Motivation and Leadership in theTwenty-first Century

Motivation

Security and pay are no longer enough

Leadership “Coach”

mentality Diversity Flexibility