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Chapter

Chapter. Motivating Employees and Building Self-Managed Teams. 10. 10- 1. Intrinsic vs. Extrinsic Rewards. Extrinsic = Outside. Recognition. Praise. Intrinsic = Inside. Feeling of Job Well Done. Promotions. Pride. Salary Increase. Sense of Achievement. Status. Gifts.

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  1. Chapter Motivating Employees and Building Self-Managed Teams 10 10-1

  2. Intrinsic vs. Extrinsic Rewards Extrinsic = Outside Recognition Praise Intrinsic = Inside Feeling of Job WellDone Promotions Pride Salary Increase Sense of Achievement Status Gifts

  3. Most Commonly UsedExtrinsic Rewards Source: Incentive Federation

  4. Scientific Taylor Gantt Gilbreths Behavioral Mayo Maslow Herzberg McGregor Ouchi Vroom Evolution of Human Relations Management Concepts

  5. Maslow’s Hierarchy of Needs Unsatisfied Self- Actualization Esteem Needs Social Needs Satisfied Safety Needs Physiological Needs

  6. Why Good Workers Leave Source: USA Today-Snapshot, 10/16/00

  7. Herzberg’s Theory Figure 10.5 Comparison of Maslow and Herzberg

  8. Job-Oriented Motivational Techniques • Job Enrichment/Redesign • Skill Variety • Task Identity/Significance • Autonomy • Feedback • Job Simplification • Job Enlargement • Job Rotation

  9. Theory X- Autocratic Dislike Work Avoid Responsibility Little Ambition Force/Control/ Direct/Threaten Motivated by Fear & Money Theory Y- Democratic Like Work Naturally Works Toward Goals Seeks Responsibility Imaginative, Creative, Clever Motivated by Empowerment McGregor’s Theories

  10. Personal Qualities Related to Job Motivation • Ability • Personal Needs • Frustration Tolerance • Self-Esteem • Outside Supports

  11. Ouchi’s Theory Z • Long-Term Employment • Collective Decision-making • Individual Responsibility • Slow Evaluation/ Promotion • Specialized Career Path • Holistic Concern for Employees

  12. Goal-Setting Theory (MBO) • Goal-Setting Theory • Management By Objectives (1960s) • Employees Motivate Themselves • Help • Coach

  13. Steps to Improve Performance • Determine Rewards Valued • Determine Standards • Ensure Standards are Attainable • Tie Rewards to Performance • Are Rewards Considered Adequate?

  14. Employee-Oriented Motivational Techniques • Expectancy Theory • Equity Theory

  15. Expectancy Theory: Employee Questions • What is the probability that I can perform at the required level if I try? • What is the likelihood my performance will lead to the desired outcomes? • What value do I place on the outcome?

  16. How to UseExpectancy Theory • Determine rewards valued by employees. • Evaluate performance level you seek. • Make performance level attainable. • Make reward valuable to employee.

  17. Self-Managed Teams = Open Communication Identify Procedures Apply Procedures Change Not Easy Employee Empowerment Teamwork & Open Communication

  18. Keys to Building Employee Trust • Start from a position of trust • Be consistent • Listen with an open mind & respect others’ opinions • Admit your mistakes • Give credit where credit is due Source: Communication Solutions

  19. Keys to Keeping Morale High • Keep Your Ear To The Ground • Talk Things Out • Know What Your People Value • Laugh And Your Staff Laughs With You • Get Everyone Involved

  20. Warning Signs ofEmployee Stress • Drops in productivity • Chronic lateness • Absenteeism • Careless with details • Unable to work with others • Negative attitudes about work • Withdrawal from co-workers • Easily upset/angered

  21. Work Trends for the 21st Century • Tinkering With Time • Role Blur • Two Places at Once • A Super-Class • Involved Working Dads • Grieving at Work Source: Wall Street Journal, 12/29/99

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