Supervision Motivating your employees

1. SupervisionMotivating your employees

2. Content Group presentation Questions and answers Motivating your employees Questions about the mid-term

3. Review What you learnt Problem solving and Decision making Decision making process Decision tools Decision making styles Common errors Group decision making Questions from last class

4. Motivating your employees Motivation Willingness to do something Conditioned upon the action’s ability to satisfy some need Need Physiological or psychological deficiency makes certain outcomes seem attractive

5. Individual differences Personality types Locus of control Source of control over individual’s behavior Internal – we control our own behaviors External – our lives are controlled by external forces Machiavellianism Manipulative behaviors Ends justify means Self-esteem How much you like or dislike yourself Low-SEs High-SEs

6. Individual differences Personality types (cont.)‏ Self-monitoring Adjust behavior to external situational factors High – adapt easily, capable of presenting striking contradictions between public and private selves Low – display true feelings and beliefs in almost every situation Risk propensity Willingness to take risk Rapid decision making with less information

7. Individual differences Understand why people act the way they do Understand how people are motivated Match personality types with compatible jobs

8. Early Theories of Motivation Hierarchy of needs (Maslow, 1954)‏ Hierarch of needs Physiologial Safety Social Esteem Self-actualization Each needs satisfy  Next level Substantially satisfied needs no longer motivates  Not supported by studies

9. Early Theories of Motivation Theory X – Theory Y (Douglas McGregor, 1960)‏ Theory X assumptions Employees dislike work  avoid it Must be coerced, controlled, or threatened Employees will avoid responsibilities and seek formal direction Workers place security above all other factors  little ambition Theory Y assumptions Employees view work as natural Exercise self-direction and self-control once committed to objectives The average person can learn to accept, even seek, responsibility Ability to make good decisions is widely dispersed throughout the population

10. Early Theories of Motivation Theory X – Theory Y (cont.)‏ McGregor: Theory Y more valid Participation in decision making Responsible and challenging jobs Good group relations No evidence to confirm validity Theory X or Theory Y assumptions maybe appropriate in different situations

11. Early Theories of Motivation Motivation – Hygiene theory (Herzberf, 1959)‏ Motivators differentiate satisfaction and no satisfaction Achievement Recognition Work itself Responsibility Growth Hygiene factors differentiate dissatisfaction and no dissatisfaction Working conditions Salary Policy

12. Contemporary Theories of Motivation Need for achievement (McClelland, 1961)‏ Drive to succeed Intrinsic motivation to do better High achiever Preference Personal responsibility Feedback Medium degree of risk Entrepreneurial

13. Contemporary Theories of Motivation Equity Theory (Adams, 1965)‏ Employees compare input-outcome ratios If equal  fair Unequal  attempt to correct Expectancy Theory Employees analyze relationships between effort-performance; performance-reward; and reward-personal goals Level of effort depends on expectations that these relationships can be achieved

14. Motivating your employees Recognize individual differences Match people to jobs Set challenging goals Encourage participation Individualize rewards Link rewards to performance Check for equity Don’t ignore the money

15. Design motivating jobs Job design Skill variety Task variety Task significance Autonomy Feedback Job enrichment Increase control over the planning, execution and evaluation of people’s work

16. Motivating challenges Motivating a diverse workforce Flexibility Cultural differences Should employees be paid for performance or time on the job? Pay for performance Competency based compensation

17. Motivating challenges Motivating minimum-wage employees Rewards Job design Motivating professional and technical employees Job challenge Recognition Alternative career paths

18. Motivating challenges Improve work-life balance Flextime Job sharing Employee Stock Ownership Plan (ESOP)‏

19. Next class Mid-term exam Questions