1 / 23

Nickels McHugh McHugh

Nickels Cover. Nickels McHugh McHugh. Chapter. Motivating Employees and Building Self-Managed Teams. 10. 10- 2. Intrinsic vs. Extrinsic Rewards. Extrinsic = Outside. Recognition. Praise. Intrinsic = Inside. Feeling of Job Well Done. Promotions. Pride. Salary Increase.

xaria
Download Presentation

Nickels McHugh McHugh

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Nickels Cover Nickels McHugh McHugh

  2. Chapter Motivating Employees and Building Self-Managed Teams 10 10-2

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

  4. Most Commonly UsedExtrinsic Rewards Source: Incentive Federation

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

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

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

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

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

  10. 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

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

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

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

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

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

  16. 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?

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

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

  19. 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

  20. 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

  21. 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

  22. Conditions at work are unpleasant or sometimes even unsafe. I feel that my job is making me physically or emotionally sick. I have too much work or too many unreasonable deadlines. I can’t express my opinions or feelings about my job to my boss. My work interferes with my family or personal life. I have no control over my life at work. My good performance goes unrecognized and unrewarded. My talents are underutilized. How Stressed Are You? Rate 1-5

  23. 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

More Related