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Chapter 9 - Motivation

Chapter 9 - Motivation. AS Definition - The internal and external factors that stimulate people to take actions that lead to achieving a goal. Taylor - review. A summation please , ______________. Taylor. Employees are primarily motivated by money

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Chapter 9 - Motivation

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  1. Chapter 9 - Motivation • AS Definition - Theinternal and externalfactorsthatstimulatepeopletotakeactionsthat lead toachieving a goal

  2. Taylor - review • A summationplease, ______________

  3. Taylor • Employees are primarilymotivatedbymoney • He concludesthathigherprofitability can be achievedbysetting targets relatedtopay

  4. Taylor • Focusedontheproductionprocess • He advocatedrepetitivetasksbasedondivision of labor • Receiveyourstandardwages (CALLED PIECE RATE) plus extra (bonus) ifyouexceedgoals • FOR EXAMPLE, theassembly line (formassproduction) usedby Ford Motor companytomakethefirst cars in the 1920s

  5. Critics of Taylor • Histheories ignore the non-financialfactorsthatmotivateemployees • Duetohigherattainment of educationthesedays, workers do notwanttosimplybetoldwhatto do (want input) • And whataboutrepetitivetasksactuallyleadingtojobdissatisfaction, therebypossiblydemotivatingemployees?

  6. Taylor • Some of what he talkedaboutmaynotfullyfittoday´s more educatedworkforce, buttheprinciples are stillveryimportant, and usedthroughouttheworld

  7. Maslow • A summation, please ________________

  8. Maslow • Focusedonthepsyschologicalneeds of workers, and hadhisheirarchy of needs

  9. Maslow Selfactualization Esteemneeds Social needs Security needs Physiologicalneeds

  10. Critics of Maslow • Levels of needs are difficulttomeasure • He assumesthateveryoneismotivated in thetheprescribedorder of hismodel • Finally, thereis no explanation of whatmotivatespeople once theyhaveachievedself-actualization

  11. McGregor • A summation, please ________________

  12. Mcgregor • There are Theory X and Theory Y Managers • Mcgregorsaysthat a manager´sbeliefsabouthisemployeeswillshapehis/hermanagementstyle, so he focusedon managers` attitudes

  13. Mcgregor • THEORY X – NEGATIVE MANAGEMENT ATTITUDE - these managers assumetheirworkers are lazy and so theyneedtoadoptanauthoritarianstyle of management • THEORY Y – POSITIVE MANAGEMENT ATTITUDE – these manager assumeworkers are abletoachieveobjectivesontheirowninitiative

  14. Mcgregor • Theory Y continued – so workerssimplyneed a challenge in theirjob, and theywillwhatisnecessarytoachievethegoal • So Mcgregordoesadvocate managers adopt a Theory Y approach

  15. Herzberg • A summation, please _____________

  16. Herzberg – 1950s • There are twofactorsaffectingmotivation: hygienefactors, alsocalledmaintenancefactorsare physicalaspects • Motivatorsare psychologicalaspects

  17. Herzberg • Hygienefactorsare yourbasicneeds, similar toMaslow´shierarchy, likeneeding a basiclevel of salarytolive off of • Buthygienefactorsbecomeanexpectation (takenforgranted), SO THEY DO NOT MOTIVATE THE EMPLOYEE

  18. Examples of Hygienefactors • Companypolicies and rules • Salary • Security • Status • Supervision and coordination • Workingconditions

  19. Herzberg • Motivatorsare thefactorsthat can lead topsychologicalgrowth in worker • Leads tojobsatisfaction and high performance at work • Herzbergsaidthatthesemotivatorsshouldbetheaim, utilizingdemocraticmanagementstyles

  20. Examples of Motivators • Achievement • Advancement • Interestingtasks • Opportunitiesforpromotion • Personal growth • Recognition • Responsibility

  21. Herzberg advocated a key non-financial Incentive • Job Enrichment– givingworkers more complex and challengingtasks

  22. Mayo • A summation, please _______________

  23. Mayo • Conductedthe Hawthorne experiments (lasting FOUR YEARS) in the USA, came up withtheHawthorne Findings • Theexperimentsshowedthatanincrease in output wassimplyduetopeoplehave more sayabouttheirwork and managementcaring more aboutthem

  24. Mayo • Management needstotakeaninterest in thewelfare of theirworkers (and givethem a sense of belonging)

  25. Mayo´sfindings …. • changedworkforceplanning • Many managers thentriedtocreateteamspirit (loyalty and unity) and groupdynamics (exploitingtheexpertise of eachgroupmember) • Or, some managers justtriedto show theytrulycaredabouttheiremployees

  26. New material - McClelland • American psychologist, 1960s • There are threetypes of motivationalneedsthatmust be satisfied in ordertoboostmorale • Needforachievement, needforpower, and needforaffiliation)

  27. McClelland • NeedforAchievement– are lowrisktakers, wantactivitiesthatthey are certainthey can achieve, notleaveanythingtoluck • Concernedwiththe personal rewards of achievinginstead of extrinsicrewards

  28. McClelland • Needforpower– liketoinfluencethebehavior of otherpeople • Use theirauthorityto try tobringoutthebest in theirstaff • McClellandsaysthisisthemostsuccessfulgroup, and thatanygood leader is at least in partlikethis

  29. McClelland • Needforaffiliation- Thosewhoseektohave a good social workingrelationshipwiththeircolleagues. Thismakesthemhappy • Thriveon social interaction and teamwork

  30. Content theories vs. Processtheories • Theories in thisunit are mostlycontenttheories (all so far, and looks at theories of howtomotivateemployees) • Theothertypeis a processtheory (looks at WHY EMPLOYEES ARE MOTIVATED)

  31. OnlyoneProcessTheory • (Vroom)

  32. Vroom´sExpectancyTheory • Vroomsaidthatpeoplewillonly do a taskwhentheythinkthattheir input willhave a directresultontherequiredresult • Ifworkersfeelthattheylacktheskill, abilityorexpertisetoaccomplishthetask, theireffortwillbeless

  33. Vroom • Hismotivationforces are composed of threeparts: • Expectancy –peoplehavedifferentexpectationsabouttheircapabilitytoaccomplish a task

  34. Vroom • Instrumentability – Peopleexpectthatiftheyaccomplish a goal, theywillberewarded . ….So managers needtoinsurethatpromises are upheld

  35. Vroom • Valence - people place differentvaluesondifferentrewards Thisincludesintrinsic and extrinsicrewards, so managers needtofindoutwhattheiremployeesvalue, and rewardaccordingly

  36. Non-financial Incentives

  37. Job Enrichment, continued • Employees are a part of a team that make complete units of work • Example - instead of a worker just putting on the car door all day long, he can be a part of a team that puts together many parts of the car, that can be more satisfying

  38. Job Enrichment, continued • Give employees feedback on how they are doing

  39. Job Enrichment, continued • Give employees a range of tasks to do (similar to the first short definition I gave in slide 21, which said……giveworkers more complex and challengingtasks

  40. Non-financial Incentives • Job empowerment -delegatingdecision-makingpowertoworkerstoboosttheirmorale

  41. Non-financial Incentives • Job rotation– increasingtheflexibility of theworkforce and thevariety of workforthembyhavingthemrotatejobs

  42. Non-financial Incentives • Job Enlargement– givingworkers more varietytomakethejob more interesting

  43. Non-financial Incentives • Job Redesign - Restructuring of a jobwiththeemployees´ involvement and agreement • Tomakework more interesting, satisfying and challening

  44. Non-financial Incentives • QualityCircles - Voluntarygroups of workers (theonesmost familiar withthedaytodayissues) meetingtodiscusshowtosolvework-relatedissuesormakethecompany more successful • Originated in Japan, nowseenworldwide, are informal and sometimesemployees are paidtoparticipate, and themostsucessful ideas may be rewardedbymanagement

  45. Lastones…..WorkerParticipation • Workersactivelyinvolved in decisionmakingprocess • TeamWorking– groups of workersundertaketasks as a team – has positive effectsonworkermorale and motivation • Delegation and empowerment– again, givingworkers more responsibility

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