Human Resource Management

1. Human Resource Management Chapter Fourteen Motivating and Satisfying Employees and Teams

2. What Is Motivation? • The individual internal process that energizes, directs, and sustains behavior; the personal “force” that causes us to behave in a particular way • Morale • An employee’s feelings about his or her job and superiors and about the firm itself • High morale results from the satisfaction of needs or as a result of the job and leads to dedication and loyalty • Low morale leads to shoddy work, absenteeism, and high turnover rates

3. Maslow’s Hierarchy of Needs A sequence of human needs (personal requirements) in the order of their importance • Physiological needs—survival • Safety needs—physical and emotional safety • Social needs—love and affection and a sense of belonging • Esteem needs—respect, recognition, and a sense of our own accomplishment and worth • Self-actualization needs—to grow and develop and become all that we are capable of being

4. Maslow’s Hierarchy of Needs

5. Herzberg’s Motivation-Hygiene Theory Satisfaction and dissatisfaction are separate and distinct dimensions • Motivation factors • Job factors that increase motivation but whose absence does not necessarily result in dissatisfaction • Hygiene factors • Job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in higher levels of motivation.

6. Herzberg’s Motivation-Hygiene Theory

7. Douglas McGregor Sets of assumptions about managerial attitudes and beliefs about worker behavior • Theory X • Generally consistent with Taylor’s scientific management • Employees dislike work and will function only in a controlled work environment • Theory Y • Generally consistent with the human relations movement • Employees accept responsibility and work toward organizational goals if they will also achieve personal rewards

8. Theory X and Theory Y

9. Theory Z • Some middle ground between Ouchi’s Type A (American) and Type J (Japanese) practices is best for American business • Emphasis is on participative decision making with a view of the organization as a family

10. The Features of Theory Z

11. Reinforcement Theory • Behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur • Reinforcement: an action that follows directly from a particular behavior • Types of reinforcement • Positive reinforcement: strengthens desired behavior by providing a reward • Negative reinforcement: strengthens desired behavior by eliminating an undesirable task or situation • Punishment: an undesirable consequence of undesirable behavior • Extinction: no response undesirable behavior in order to discourage its occurrence

12. Equity Theory • People are motivated to obtain and preserve equitable treatment for themselves • Equity: the distribution of rewards in direct proportion to the contribution of each employee to the organization • Workers compare their own input-to-outcome (reward) ratios to their perception of others’ • Workers who perceive an inequity may • Decrease their inputs • Try to increase outcome (ask for a raise) • Try to get the comparison other to increase inputs or receive decreased outcomes • Leave the work situation (quit) • Switch to a different comparison other

13. Expectancy Theory (Victor Vroom) • Motivation depends on how much we want something and on how likely we think we are to get it • Implications are that managers must recognize that • Employees work for a variety of reasons • The reasons, or expected outcomes, may change over time • It is necessary to show employees how they can attain the outcomes they desire

14. Expectancy Theory

15. Goal-Setting Theory • Employees are motivated to achieve goals they and their managers establish together • Goals should be very specific, moderately difficult, and ones that the employee will be committed to achieve • Rewards should be tied directly to goal achievement

16. Advantages Motivates employees by involving them actively Improves communication Makes employees feel like an important part of the organization Periodic review enhances control Disadvantages Doesn’t work if the process doesn’t begin at the top of the organization Can result in excessive paperwork Some managers assign goals instead of collaborating on creating them Goals should be quantifiable Management by Objectives

17. Key Motivation Techniques (cont’d) • Job enrichment • Provides employees with more variety and responsibility in their jobs • Job enlargement • The expansion of a worker’s assignments to include additional but similar tasks • Job redesign • A type of job enrichment in which work is restructured to cultivate the worker-job match

18. Key Motivation Techniques (cont’d) • Behavior modification • A systematic program of reinforcement to encourage desirable behavior • Steps in behavior modification • Identify the target behavior to be changed • Measure existing levels of the behavior • Reward employees who exhibit the desired behavior • Measure the target behavior to check for desired change • If no change, consider changing reward system • If change has occurred, maintain reinforcement

19. Key Motivation Techniques (cont’d) • Flextime • A system in which employees set their own work hours within employer-determined limits • Typically, there are two bands of time • Core time, when all employees are expected to be at work • Flexible time, when employees may choose whether to be at work • Benefits • Employees’ sense of independence and autonomy is motivating • Employees with enough time to deal with nonwork issues are more productive and satisfied • Drawbacks • Supervisors’ jobs are complicated by having employees who come and go at different times • Employees without flextime may resent coworkers who have it

20. Key Motivation Techniques (cont’d) • Part-time work • A permanent employment situation in which individuals work less than a standard workweek • Disadvantage: often does not provide the benefits that come with a full-time position • Job sharing • An arrangement whereby two people share one full-time position • Companies can save on expenses by reducing benefits and avoiding employee turnover • Employees gain flexibility but may lose benefits • Sharing can be difficult if work is not easily divisible or if two people cannot work well together

21. Key Motivation Techniques (cont’d) • Telecommuting • Working at home all the time or for a portion of the work week • Advantages • Increased employee productivity • Lower real estate and travel costs • Reduced absenteeism and turnover • Increased work/life balance and improved morale • Access to additional labor pools • Disadvantages • Feelings of isolation • Putting in longer hours • Distractions at home • Difficulty monitoring productivity

22. Key Motivation Techniques (cont’d) • Employee empowerment • Making employees more involved in their jobs by increasing their participation in decision making • Management must be involved to set expectations, communicate standards, institute periodic evaluations, guarantee follow-up • Benefits • Increased job satisfaction • Improved job performance • Higher self-esteem • Increased organizational commitment • Obstacles • Management resistance • Workers’ distrust of management • Insufficient training • Poor communication between management and employees

23. Teams and Teamwork • Teams • Groups of employees functioning together as a unit to complete a common goal or purpose • Types of teams • Problem-Solving • Self-Managed • Cross-Functional • Virtual • Stages of team development • Forming • Storming • Norming • Performing • Adjourning

24. Advantages and Disadvantages of Self-Managed Teams

25. Teams and Teamwork (cont’d) • Roles within a team • Task-specialist role • Socioemotional role • Dual role • Nonparticipant role • Team cohesiveness • For a team to be successful, members must learn how to resolve and manage conflict • Team conflict and how to resolve it • Middle ground resolution satisfies each party to some extent • Benefits and limitations of teams

26. Stages of Team Development