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Motivating Employees and Building Self-Managed Teams - Coggle Diagram
Motivating Employees and Building Self-Managed Teams
The Importance of Motivation
Taylor's theory of scientific management
Time-motions studies: which tasks must be performed to complete a job and the time needed to do each task.
Principle of motion economy: every job can be broken
down into a series of elementary motions.
Scientific Management: find the most efficient ways then teaching
people those techniques.
Elton and Hawthorne studies
Hawthorne effect: The tendency for people
to behave differently when they know they are being
studied.
Motivation and 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
Theory of motivation based on unmet human needs from basic physiological needs to safety, social, and esteem needs to self-actualization needs.
Social needs: The need to feel loved, accepted, and part of the group.
Esteem needs: The need for recognition and acknowledgment from others, self-respect and a sense of status or importance.
Self-actualization needs: The need to develop to one’s fullest potential
Herzberg's motivating factors
Motivators (nhân tố tạo động lực): made employees productive and gave them satisfaction. (Ex: Achievement, responsibility, recognition, growth and advancement)
Hygiene factors (nhân tố duy trì): can cause
dissatisfaction if missing but that do not necessarily
motivate employees if increased.
(Ex: work condition, salary, status, job security, interpersonal relation - coworker, company policy)
McGregor's Theory X and Theory Y
Theory X
Must be forced, controlled, threaten with punishment
Little ambition, wants security, not responsibility
Dislike work, avoiding
Primary motivators are fear and money
Theory Y
Like work
Naturally work toward goals
High degree of responsibility, imagination, creativity and cleverness to solve problems
People are motivated by a variety of unique rewards (time off, money, recognition)
Ouchi's Theory - Theory Z
Employee control is implied and informal.
Employee involvement is the key to increased productivity
A blend of American and Japanese management approaches
Employees prefer to share responsibility and decision making.
Employees perform better in environments that foster trust and cooperation.
Employees need guaranteed employment and will accept slow evaluations and promotions.
Goal-Setting Theory and Management by Objectives
Goal-Setting theory: setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by
organizational conditions.
Management by Objectives (MBO): A system of goal setting and implementation; it involves a cycle of discussion, review, among top and middle-level managers, supervisors, and employees
Expectancy, reinforcement, and equity theories.
Reinforcement theory says positive and negative reinforcers motivate a person to behave
Negative reinforcement includes reprimands, reduced pay, and
layoffs or firing
Positive reinforcements are rewards such as praise, recognition, and a pay raise.
Expectancy theory, employee expectations can affect an individual’s motivation.
(1) Can I accomplish the task?
(2) If I do accomplish it, what’s my reward?
3 questions employees often ask about performance on the job:
(3) Is the reward worth the effort?
Equity theory: the idea that employees try to maintain equity
between inputs and outputs compared to others in similar positions.
Open Communication
(4) Avoid vague and ambiguous communication
(5) Make it easy to communicate.
(3) Remove barriers to open communication.
(6) Ask employees what is important to them
(2) Use effective questioning techniques
The job characteristics that influence motivation are skill
variety, task identity, task significance, autonomy, and feedback.
(1) Train supervisors and managers to listen
How can managers encourage open communication: