Motivating Employees and Motivating Employees and Creating Self-Managed TeamsCreating Self-Managed Teams

Motivating Employees and Motivating Employees and Creating Self-Managed TeamsCreating Self-Managed Teams

Chapter 10

Chapter 10 Learning GoalsChapter 10 Learning Goals

• What are the basic principles of Frederick Taylor’s concept of scientific management?

• What did Elton Mayo’s Hawthorne studies reveal about worker motivation?

• What is Maslow’s hierarchy of needs, and how do these needs relate to motivation?

• How are McGregor’s Theories X and Y used to explain worker motivation?

• What are the basic components of Herzberg’s motivator-hygiene theory?

Chapter 10 Learning Goals Chapter 10 Learning Goals (cont’d.)(cont’d.)

• What three contemporary theories on employee motivation offer insights into improving employee performance?

• How can managers redesign existing jobs to increase employee motivation and performance?

• What different types of teams are being used in organizations today?

• What initiatives are organizations using today to motivate and retain employees?

Learning Goal 1Learning Goal 1

• What are the basic principles of Frederick Taylor’s concept of scientific management?– Develop a scientific approach for each element of a

person’s job– Scientifically select, train, teach, and develop workers– Encourage cooperation between workers and managers so

that each job can be accomplished in a standard, scientifically determined way

– Divide work and responsibility between management and workers according to who is better suited to each task

Evolution of Motivation TheoryEvolution of Motivation Theory

1.1. Scientific Management

2. 2. Hawthorne Studies

3. 3. Hierarchy of Needs

4. 4. Theories X and Y

5. 5. Motivator-Hygiene Theory

Principles of Scientific ManagementPrinciples of Scientific Management

1.1. Develop a science of every job element

2. 2. Scientifically select, train, & instruct workers

3. 3. Cooperation between workers & managers

4.4. Match individuals to well-suited tasks and responsibilities

Learning Goal 2Learning Goal 2

• What did Elton Mayo’s Hawthorne studies reveal about worker motivation?– Increases in performance are tied to a complex set

of employee attitudes• Employees singled out for special attention develop

pride that motivates workers to increase productivity

• Employees will perform better if they feel that management is concerned about their welfare

Hawthorne StudiesHawthorne Studies

Hawthorne Effect:Hawthorne Effect:

The phenomenon that employees perform better when they feel singled out for attention or feel that management is concerned about their welfare

Learning Goal 3Learning Goal 3

• What is Maslow’s hierarchy of needs, and how do these needs relate to motivation?– Maslow’s hierarchy of needs consisted of

• Physiological needs• Safety needs• Social needs• Esteem needs• Self-actualization needs

– Managers can increase employee motivation by modifying organizational and managerial practices to help employees meet all levels of needs

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Physiological needs

Safety needs

Social needs

Esteemneeds

Self-actualization

needs

Learning Goal 4Learning Goal 4• How are McGregor’s Theories X and Y used to explain

worker motivation?– Theory XTheory X states

• People don’t like to work and will avoid it if they can• People must be controlled, directed or threatened to get them to make an effort• Workers want to avoid responsibility but want job security

– Theory YTheory Y states• Work is as natural as play or rest• People want to be self-directed and will try to accomplish goals in which they

believe• Positive incentives will motivate workers• People seek responsibility and are willing to help solve problems

– McGregor believed Theory Y assumptions describe most employees

McGregor’s TheoriesMcGregor’s Theoriesof Human Motivationof Human Motivation

Theory XTheory Xpeople dislike work

people need to be controlled, & threatened

people avoid responsibility &value security

TheoryTheory YYwork is as natural as play

people respond to positive incentives

people enjoy responsibility & like to solve problems

Learning Goal 5Learning Goal 5• What are the basic components of Herzberg’s motivator-hygiene

theory?– Certain job factors are consistently related to employee job satisfaction

(satisfiers)• Achievement and recognition• The nature of work itself• Responsibility and advancement• Growth

– Certain job factors can create job dissatisfaction (dissatisfiers) if not well-managed

• Company policy• Relationships with supervisors, peers, and subordinates• Working conditions, salary, and benefits• Job security

Herzberg’s Motivator-Hygiene TheoryHerzberg’s Motivator-Hygiene Theory

Motivating factors:Motivating factors:intrinsic job elements that lead to worker satisfaction

Hygiene factors:Hygiene factors:extrinsic elements of the work environment that, if not managed well, lead to worker dissatisfaction

Learning Goal 6Learning Goal 6• What three contemporary theories on employee motivation

offer insights into improving employee performance?– Expectancy theoryExpectancy theory - motivation depends on link between:

• Effort and performance• Performance and outcome• Outcomes and personal needs

– Equity theoryEquity theory - based on individuals’ perceptions about how fairly they are treated compared with coworkers

– Goal-setting theory Goal-setting theory - employees are highly motivated to perform when specific goals are established and feedback on progress is offered

Contemporary Motivation Contemporary Motivation TheoryTheory

1.1. Expectancy Theory

2. 2. Equity Theory

3. 3. Goal-Setting Theory

Expectancy theory:Expectancy theory:

The probability of a behavior depends on:

(1) strength of individual’s belief that the behavior will have a particular outcome, and

(2) whether the individual values the outcome

Equity theory:Equity theory:

Worker satisfaction is influenced by employees’ perceptions about how fairly they are treated compared with their coworkers

Equity TheoryEquity Theory

Upward social comparison: Upward social comparison: comparing oneself to another who is better offbetter off on a particular attribute

frequently results in decreaseddecreased satisfaction

Downward social comparison: Downward social comparison: comparing oneself to another who is worse offworse off on a particular attribute

frequently results in increasedincreased satisfaction

Learning Goal 7Learning Goal 7• How can managers redesign existing jobs to increase

employee motivation and performance?– Job enlargementJob enlargement – horizontal expansion of a job by increasing

number and variety of tasks performed– Job enrichmentJob enrichment – vertical expansion of a job to provide more

autonomy, responsibility, and decision-making authority for employee

– Job rotation Job rotation – shifting of workers from one job to another to broaden an employee’s skill base

– Popular motivational tools Popular motivational tools – Work-scheduling options, employee recognition programs, empowerment, variable-pay programs

Applying Motivation TheoryApplying Motivation Theory

1.1. Motivational job design– job enlargement– job enrichment– job rotation

2. 2. Work scheduling options– job sharing

3. 3. Recognition, empowerment, & economic incentives– variable pay

Job Characteristics ModelJob Characteristics Model

1.1. Skill variety2. 2. Task identity

– task has visible results

3. 3. Task significance4. 4. Autonomy

– employee freedom and independence

5. 5. Task feedback– working on task provides performance feedback

Source: Hackman & Oldham, 1976, Organizational Behavior and Human Performance, v. 16, pp. 250-279.

Learning Goal 8Learning Goal 8

• What different types of teams are being used in organizations today?– Problem-solving teamsProblem-solving teams

• Employees from same department, area of expertise, and level of hierarchy

• Meet to share information and discuss ways to improve processes and procedures in specific functional areas

– Self-managed work teamsSelf-managed work teams• Highly autonomous groups that manage themselves• Set goals, plan and schedule work activities, select team members,

evaluate team performance

Learning Goal 8 Learning Goal 8 (cont’d.)(cont’d.)

• What different types of teams are being used in organizations today?– Cross-functional teams Cross-functional teams

• Employees of same hierarchical level but different functional areas of the organization

• Allows people with various areas of expertise to pool resources, develop new ideas, solve problems, coordinate complex projects

– Virtual teamVirtual team• Employees from different geographic or organizational locations that use

a combination of telecommunications and information technologies to come together

• Work together to accomplish a common goal but rarely meet face-to-face

Group cohesiveness:Group cohesiveness:

the degree to which group members want to stay in the group and tend to resist outside influences

2 Types of Cohesiveness2 Types of Cohesiveness

1. Interpersonal cohesiveness: Interpersonal cohesiveness: strong bonds & liking between people

2. Task cohesiveness:Task cohesiveness: strong commitment to the group task among members

Cohesiveness can increase team performance, but interpersonally cohesive teams may lack task focus

Source: Kenrick et al., Social Psychology, p. 441.

Pros and Cons of TeamsPros and Cons of Teams

Cons:Cons:• take longer to reach

solution• members may suppress

disagreement• group may be dominated

by a few individuals• lack of accountability

Pros:Pros:• more information &

knowledge• can generate more

alternatives• often higher-quality

decisions• group participation

increases acceptance of solutions

Types of TeamsTypes of Teams

1.1. Problem-solvingwithin one area

within one management level

2.2. Cross-functionalwithin one management level

across different areas

3.3. Self-managedautonomous

Building Blocks of High Building Blocks of High Performance TeamsPerformance Teams

1. Skills

2. Accountability

3. Commitment

• Problem solving

• Technical/functional

• Interpersonal

• Small number of members

• Mutual accountability

• Individual accountability

• Specific goals

• Common approach

• Meaningful purpose

Learning Goal 9Learning Goal 9• What initiatives are organizations using today to

motivate and retain employees?– Investing more in employee education and training

• Makes workers more productive• Less resistant to job change

– Managers are offering employees a chance for ownership in the company

– Employers are providing work-life benefits to help employees achieve a better balance between work and personal responsibilities

• Telecommuting and job sharing• Subsidized child care• On-site fitness centers

Trends in MotivationTrends in Motivation

Improved Education & Training

Increased Employee Ownership

More Work-Life BenefitsDeloitte & Touche consulting firm offers Work/life Balance options:

reduced hours, reduced workload, continuing part-time, flextime, telecommuting, assistance programs (Source: Deloitte & Touche, www.dttus.com)