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Chapter 10 Motivating and Satisfying Employees and Teams - Coggle Diagram
Chapter 10 Motivating and Satisfying Employees and Teams
What is Motivation
Motive – something that causes a person to act
Motivation
– the individual internal process that
energizes, directs, and sustains behavior
; the personal “force” that causes you or me to behave in a particular way
Morale
– an employee’s feelings about the job, about superiors, and about the firm itself
High morale results mainly from the satisfaction of needs on the job or as a result of doing the job.
Scientific management
– the application of scientific principles to management of work and workers
piece-rate system
– a compensation system under which employees are paid a certain amount for each unit of output they produce
Need
– a personal requirement
Maslow’s hierarchy of needs
– a sequence of human needs in the order of their importance
MARSLOWS HIERARCHY OF NEEDS
Physiological needs – the things we require for survival
Usually are satisfied through adequate wages
Safety needs – the things we require for physical and emotional security
May be satisfied through job stability, health insurance, pension plans, and safe working conditions
Social needs – the human requirements for love and affection and a sense of belonging
Are fulfilled through the work environment and the informal organization and outside of the workplace by family and friends
Esteem needs – our need for respect, recognition, and a sense of our own accomplishment and worth
May be satisfied through personal accomplishment and promotions
Self-actualization needs – the need to grow and develop and to become all that we are capable of being
HERBERGS MOTIVATION- Hygiene theory
Motivation–hygiene theory
– the idea that satisfaction and dissatisfaction are separate and distinct dimensions
Motivation factors
– job factors that increase motivation, although their absence does not necessarily result in dissatisfaction
When motivation factors are present, they act as satisfiers.
Hygiene factors
– job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in high levels of motivation
When hygiene factors are present, they act as dissatisfiers.
Theory X
– a concept of employee motivation generally consistent with Taylor’s scientific management; assumes that employees dislike work and will function only in a highly controlled work environment
Theory Y
– a concept of employee motivation generally consistent with the ideas of the human relations movement; assumes responsibility and work toward organizational goals, and by doing personal rewards are also achieved
Theory Z
– the belief that some middle ground between type A and type J practices is best for American business
By: William Ouchi
Reinforcement theory
– a theory of motivation based on the premise that rewarded behavior is likely to be repeated, whereas punished behavior is less likely to recur
Reinforcement
– an action that follows directly from a particular behavior
i.e. a reprimand for coming late to work
Types of reinforcement
Positive reinforcement
i.e. top 5 sales get to choose smth (basically its not a reward its just providing a better option)
Negative reinforcement
i.e. demote if sales target not met
Punishment
i.e. cash reward for full year attendance
Extinction
i.e. stop approving OT pay after busy season
Equity theory
– a theory of motivation based on the premise that people are motivated to obtain and preserve equitable treatment for themselves
Equity
– the distribution of rewards in direct proportion to each employee’s contribution to the organization
Expectancy theory
– a model of motivation based on the assumption that motivation depends on how much we want something and on how likely we think we are to get it
i.e. Victor Vroom
MGT by objectives
Management by objectives (MBO)
– a motivation technique in which managers and employees collaborate in setting goals
5 steps of MBO programs
The acceptance of top management must be secured.
Top management and other parties must establish preliminary goals that reflect a firm’s mission and strategy.
The third step consists of the following three smaller steps:
The manager explains to each employee that he or she has accepted certain organizational goals and asks the individual to think about how he or she can help to achieve these goals.
The manager later meets with each employee individually and, together, they establish individual goals for the employee.
The manager and the employee decides what resources the employee will need to accomplish his or her goals.
The manager and employees meet periodically to review each employee’s progress.
At the end of the designated time period, the manager and each employee meet again to determine which of the individual’s goals were met and which were not, and why.
The primary purpose of MBO is to clarify the roles employees are expected to play in reaching the organization’s goals.
MBO increases employee motivation by empowering them with an active role in goal-setting and performance evaluation.
JOB ENRICHMENT
Job enrichment
– a motivation technique that provides employees with more variety and responsibility in their jobs (added authority and responsibility)
Job enlargement
– expanding a worker’s assignments to include additional but similar tasks (same skill level and responsibility)
Job redesign –
a type of job enrichment in which work is restructured to cultivate the worker–job match
TYPES OF TEAMS
Problem-solving team
– a team of knowledgeable employees brought together to tackle a specific problem
Self-managed teams
– groups of employees with the authority and skills to manage themselves
Cross-functional team
– a team of individuals with varying specialties, expertise, and skills that are brought together to achieve a common task
Virtual team
– a team consisting of members who are geographically dispersed but communicate electronically