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8/8/2019 Copy of Ebert Griffin PP08
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Fourth EditionFourth Edition
Copyright 2003 Prentice Hall, Inc.Copyright 2003 Prentice Hall, Inc.
PART 3 . . . . . . . . . . . . . . . . . . . . . . . .PART 3 . . . . . . . . . . . . . . . . . . . . . . . .
Understanding People inUnderstanding People in
OrganizationsOrganizations
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Chapter 8Chapter 8
Motivating, Satisfying,
and Leading Employees
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A leader is best when people barely know
he exists, when his work is done they will
say: We did it ourselves.
~ Lao-Tzu, c. 600 B.C.
Leadership is the art of getting someone
else to do something you want done
because he wants to do it.
~ Dwight D. Eisenhower, 1890 - 1969
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Key Topics
Psychological contracts in the workplace
Job satisfaction and employee morale
Theories of employee motivation
Job satisfaction and employee motivation
Managerial styles of leadership
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Psychological ContractA Set of Employment Expectations
Contributions:Contributions:
What does each employee expect toWhat does each employee expect to
contribute to the organization?contribute to the organization?
Inducements:Inducements:
What will the organization provide to eachWhat will the organization provide to each
employee in return?employee in return?
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Raising Morale Is a High Priority When
Unemployment Is Low
0% 10% 20% 30% 40% 50% 60%
Alternative Work Arrangements
Long-term Care Insurance
Group Financial Planning
Group Auto Insurance
Group Home Owners Insurance
1994 1997 2000
NANA
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Fortune Magazines100 Best Companies to Work For
Edward Jones #1Cisco Systems #15
Microsoft #28
Patagonia #41Starbucks #58
Wal-Mart #94
It's not easy being good these days
at least if you're an employer.
Source: Fortune Magazine, February 4Source: Fortune Magazine, February 4 thth , 2002, 2002
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Highly Motivated Employees Are
Critical to Business Success
Classical
Behavior: The Hawthorne Studies
Contemporary
Motivation:Motivation:
The set of forces that cause people to behave inThe set of forces that cause people to behave in
certain wayscertain ways
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The Human Resources ModelTheory X and Theory Y
Theory X
People are lazy.
People lack ambition and
dislike responsibility.
People are self-centered.
People resist change.
People are gullible and
not very bright.
Theory Y
People are energetic.
People are ambitious andseek responsibility.
People can be selfless.
People want to contributeto business growth andchange.
People are intelligent.
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Maslows Hierarchy of Needs
Self-
ActualizationNeeds
Esteem Needs
Social Needs
Security Needs
Physiological Needs
General
Examples
Organizational
Examples
Self-Fulfillment Challenging Job
Self-Self-
ActualizationActualizationNeedsNeeds
Status Job TitleEsteem NeedsEsteem Needs
Friendship Friends at WorkSocial NeedsSocial Needs
Stability Pension PlanSecurity NeedsSecurity Needs
Shelter SalaryPhysiological NeedsPhysiological Needs
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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
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Expectancy Theory
Effort-
Performance Issue
Performan
ce-RewardIssue
Rewards-
PersonalGoalsIssue
IndividuIndividual Effortal Effort
IndividualIndividualPerformaPerforma
ncence
OrganizatiOrganizationalonal
RewardsRewards
PersonalPersonalGoalsGoals
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Equity Theory
Employees evaluate their treatment relative to the treatmentEmployees evaluate their treatment relative to the treatmentof othersof others
Inputs:Inputs: Employee contributions to their jobsEmployee contributions to their jobs
Outputs:Outputs:
What employees receive in returnWhat employees receive in return
TheTheperceived ratioperceived ratio of contribution to return determinesof contribution to return determinesperceived equityperceived equity
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Strategies for Enhancing Job
Satisfaction and Morale
Reinforcement/behaviormodification
Management by objectives
Participative managementand empowerment
Job enrichment and jobredesign
Modified work schedules
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Reinforcement /
Behavior Modification Theory
Positive ReinforcementPositive ReinforcementPositive ReinforcementPositive Reinforcement
PunishmentPunishmentPunishmentPunishment
When rewards are tied directly toWhen rewards are tied directly to
performanceperformance
When negative consequences are attachedWhen negative consequences are attacheddirectly to undesirable behaviordirectly to undesirable behavior
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IdentifyingResources
Counseling
SettingVerifiable
Goals& Clear Plans
Meeting
Management by ObjectivesCollaborative Goal-setting
CollaboratiCollaborati
ve Goalve Goal
Setting &Setting &
PlanningPlanning
CommunicaCommunica
tingting
OrganizatioOrganizatio
nal Goals &nal Goals &
PlansPlans
PeriodicPeriodic
ReviewReviewEvaluatioEvaluatio
nn
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Participative Management
and Empowerment
Increasing job satisfaction by
encouraging participation
Team management representsa growing trend
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Job Enrichment and Job Redesign
Job Enrichment:Job Enrichment: Adding one or more motivatingAdding one or more motivating
factors to job activitiesfactors to job activities
Job Redesign:Job Redesign: Designing a better fit betweenDesigning a better fit between
workers and their jobsworkers and their jobs
Combining tasksCombining tasks
Forming natural work groupsForming natural work groups
Establishing client relationshipsEstablishing client relationships
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Work share programs
Flextime programs and
alternative workplace
strategies
Telecommuting and
virtual offices
Modified Work Schedules
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Sample Flextime Scheduling
JoeJoe
SueSue
PatPat
6:006:00A.M.A.M.
7:007:00A.M.A.M.
8:008:00A.M.A.M.
9:009:00A.M.A.M.
10:0010:00A.M.A.M.
11:0011:00A.M.A.M.
12:0012:00NOONNOON
1:001:00P.M.P.M.
2:002:00P.M.P.M.
3:003:00P.M.P.M.
4:004:00P.M.P.M.
5:005:00P.M.P.M.
6:006:00P.M.P.M.
FlexibleFlexibleTimeTime
CoreCoreTimeTime
FlexibleFlexibleTimeTime
CoreCoreTimeTime
FlexibleFlexibleTimeTime
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Evaluating Modified Schedules and
Alternative Workplaces
Advantages
More satisfied,
committedemployees
Less congestion
Disadvantages
Challenging to
coordinate andmanage
Poor fit for some
workers
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The process ofThe process of
motivating othersmotivating others
to work to meetto work to meet
specific objectivesspecific objectives
Managerial Leadership
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Challenge the process
Inspire a shared vision
Enable others to act
Model the way
Encourage the heart
Five Fundamental LeadershipPractices
Source: www.theleadershipchallenge.comSource: www.theleadershipchallenge.com
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Leadership at General ElectricFour Es of GE Leadership
A highA high energyenergy levellevel
The ability toThe ability to energize othersenergize others around commonaround common
goalsgoals
TheThe edgeedge to make tough decisionsto make tough decisions
The ability to consistentlyThe ability to consistently executeexecute and deliverand deliveron promiseson promises
Source:Source:
Jack Welch Tells It Straight from the GutJack Welch Tells It Straight from the Gut
, Anderson Assets, Winter 2002, Anderson Assets, Winter 2002
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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 StyleAutocratic Style
Democratic StyleDemocratic Style
Free-rein StyleFree-rein Style
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Motivation and Leadership in the
Twenty-first Century
MotivationMotivation
Security and pay are noSecurity and pay are no
longer enoughlonger enough
LeadershipLeadership
Coach mentalityCoach mentality
DiversityDiversity
FlexibilityFlexibility
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Chapter Review
Describe psychological contracts
Discuss the importance of job satisfaction
and employee moraleSummarize the most important theories ofemployee motivation
Describe strategies to improve jobsatisfaction and employee motivation
Discuss different managerial styles