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Chapter 10: Motivating Employees - Coggle Diagram
Chapter 10: Motivating Employees
Value of motivation
Increase in efficiency
Better Service
Willingness to work
Ways of motivation
Intrinsic reward
Personal satisfaction
Extrinsic reward
Given to you by someone else
Frederick Taylor
Created Scientific management
Time-motion studies
Principle of motion economy
Maslow’s hierarchy of needs
Physiological needs
Basic survival needs, such as the
need for food, water, and shelter
Safety needs
The need to feel secure at work and at home
Social needs
The need to feel loved, accepted, and part of the group
Esteem needs
The need for recognition and acknowledgment from others,
as well as self-respect and a sense of status or importance
Self-actualization needs
The need to develop to one’s fullest potential
Herzberg Motivation Factors
Sense of achievement.
Earned recognition.
Interest in the work itself.
Opportunity for growth.
Opportunity for advancement.
Importance of responsibility.
Peer and group relationships.
Pay.
Supervisor’s fairness.
Company policies and rules.
Status.
Job security.
Supervisor’s friendliness.
Working conditions.
Motivational Factors
Hygiene (Maintenance) Factors
Theory X
The average person dislikes work and will avoid it if possible
Because of this dislike, workers must be forced, controlled, directed
The average worker prefers to be directed, wishes to avoid responsibility
Primary motivators are fear and punishment
American
Theory Y
Most people like work; it is as natural as play or rest
Most people naturally work toward goals
The depth of a person’s commitment to goals depends on the perceived rewards for achieving them.
Under certain conditions, most people not only accept but also seek responsibility.
People are capable of using a relatively high degree of imagination, creativity, and cleverness to solve problems.
In industry, the average person’s intellectual potential is only partially realized.
People are motivated by a variety of rewards. Each worker is stimulated by a reward unique to him or her
Japanese
Ouchi's Theory Z
Holistic point of view
Organization as a family that fosters
cooperation and organizational values
Modified American
Expectancy theory
Employee expectations can affect motivation
Reinforcement theory
Positive reinforces, negative reinforces,
and punishes motivate a person to behave in certain ways
Equity theory
Employees’ perceptions of fairness affect their
willingness to perform
Applying Motivation
Open Lines on communication
Adapting to Teams
Recognizing Job well done
Personalizing Motivation
Motivating across the globe