Chapter 10 BUS 100

Which of the following is an intrinsic reward?

→ Pride in your performance

Intrinsic rewards - The personal satisfaction you feel when you perform well and complete goals (Examples: Pride your performance, sense of achievement)

Extrinsic rewards - Something given to you by someone else as recognition of good work (Examples: pay raises, praise, promotions, improved working environment/conditions, status, security) (Often temporary and driven by money, recognition, and results)

• They do not produce permanent changes

• Reduce intrinsic interest

• Can be controlling

• Reinforcement of extrinsic rewards can lead to expectations of permanence in the form of job rewards

Frederick Taylor: The “Father" of Scientific Management

Scientific management - Studying workers to find the most efficient ways of doing things and then teaching people those techniques

Three key elements to increase productivity: Time, methods of work, and rules of work.

Time-motion studies - Studies of which tasks must be performed to complete a job and the time needed to do each task

Led to the development of the Principle of Motion Economy - Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions.

(Slide 16 Taylor’s Four Key Principles)

Hawthorne Effect - The tendency for people to act differently when they know they are being studied.

Maslow’s Hierarchy of Needs - Theory of motivation based on unmet human needs from basic physiological needs to safety, social, and esteem needs to self-actualization needs.

Motivators - Job factors that cause employees to be productive and that give them satisfaction (these factors can be used to motivate workers) : Work itself, achievement, recognition, responsibility, growth and advancement.

Job environment factors maintained satisfaction but did not motivate employees.

Hygiene factors - Job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased (These factors can cause dissatisfaction, but changing them will have little motivational effect.): Company policy and administration, supervision, working conditions, interpersonal relations (co-workers), Salary, status, and job security.

Reignite Employees’ Drive

1. Don’t work alone all the time; partners or teams make work more efficient and fun.

2. Redecorate your space to get away from the same-old, same-old

3. Don’t complain; think of things to celebrate

4. Make friends with your coworkers

What are the similarities and differences between Taylor’s time-motion studies and Mayo’s Hawthorne studies?

• Frederick Taylor’s time motion studies measured output. Taylor inspired the Hawthorne studies. Originally, Elton Mayo wanted to determine the optimal level of lighting necessary to increase production on the factory floor, which is a type of scientific management. He later determined that people who were empowered worked harder. Ultimately, Mayo’s study brought about behavioral management.

How did Mayo’s findings influence scientific management?

• The findings at Hawthorne plant in Cicero, Illinois, completely changed how people thought about employees and motivation. One finding was that money was not a primary motivator. These new assumptions led to many theories about the human side of motivation.

Explain the distinction between what Herzberg called motivators and hygiene factors?

• As Herzberg studied the results of his research study, he concluded that motivators made employees productive and gave them satisfaction. These factors related to job content. Hygiene factors are related to the job environment and could, if left unattended, cause employee dissatisfaction but would not provide long-term motivation. Hygiene factors include such things as pay and working conditions

(Slide 28-30 McGregor’s Theory X and Y)

(Slide 32 Ouchi’s Theory Z)

Goal-setting theory - The idea that 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) - Involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees.

Expectancy Theory - The amount of effort employees exert on a specific task depends on their expectations of the outcome.

Equity Theory - The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions

Briefly describe the managerial attitudes behind Theories X, Y, and Z.

• Douglas McGregor developed Theories X and Y after observing that managers’ attitudes fall into one of two different assumptions. Theory X assumes the following: People dislike work and will avoid work; workers must be forced, controlled, directed, or threatened with punishments to make them work toward the organization’s goals; the average worker prefers to be diferect wishes to avoid responsibility, has little ambition, and wants security and the primary motivators are fear and money. Theory Y managers have completely different views on managing people. Theory Y managers believe: most people like to work; the depth of a person’s commitment to goals depends on the perceived rewards for achieving them; under certain circumstances, people will seek responsibility; employees tend to be imaginative, creative, and clever; and employees are motivated by a variety of rewards. Theory Z was developed by William Ouchi of UCLA and is a blending of American management style, Theory A, with Japenese management style, Theory J, into Theory Z.

Explain goal-setting theory

• The idea behind goal-setting theory is the process of setting attainable goals to motivate employees and improve performance. The key to goal setting theory is that goals must be accepted and accomplished by feedback to truly be effective.

Evaluate expectancy theory. When could expectancy theory apply to your efforts or lack of effort?

• Victor Vroom created the expectancy theory. His central premise was the amount of effort employees exert on a specific task depends on their expectations of the outcome. He contends that complyees will ask 3 specific questions before committing maximum effort: Can I accomplish the task? If I do accomplish it, what’s my reward? Is the reward worth the effort? Like goal-setting theory the key to expectancy theory is setting attainable goals. If goal is not attainable employees will simply give up, thus reducing motivation.

Explain the principles of equity theory

Equity theory looks at how employee’s perceptions of fairness affect their willingness to perform. Employees will try to balance or maintain equity between what they put into the job and what they get out of it, comparing those inputs and outputs to those of others in similar positions.

Job enrichment - a motivational strategy that emphasizes motivating the worker through the job itself.

Types of job enrichment:

• Job enlargement - a job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment

• Job rotation - a job enrichment strategy that involves moving employees from one job to another

High-context cultures require relationships and group trust before performance

Low-context cultures believe relationship building distracts from tasks

Baby Boomers (1946-1964)

• Experienced great economic prosperity, job security, and optimism about their future

Generation X (1965-1980)

• Raised in dual-career families, attended day care, and have a feeling of insecurity about jobs

Generation Y (Millennials) (1980-1995)

• Raised by indulgent parents and don’t remember a time without the Internet and mobile cell phones; main constant in life is inconsistency.

Generation Z (1995-2009)

• Grew up post 9/11, in the wake of the Great Recession and amid many reports of school violence; main constant in life is inconsistency

What are several steps firms can take to increase internal communications and thus motivation?

• To increase communication, managers can reward listening across the organization, train supervisors and managers to listen using effective questioning techniques, remove barriers to communication, avoid vague and ambiguous communication, make it easy to communicate, and ask employees what is important to them. Focusing on communication is important but managers can also focus on job enrichment, such as kill variety and task significance

What problems may emerge when firms try to implement participative management?

Participative management, if implemented properly, can be successful, but like everything in life, there are benefits and weaknesses to this type of management style. One problem with this approach is that it is difficult to implement and workers may spend more time formulating suggestions than actually solving the problems at hand

Why is it important to adjust motivational styles to individual employees? Are there any general principles of motivation that today’s managers should follow?

In today’s multicultural workplace managers cannot use one motivational formula for all employees. While they must adjust motivational styles, it is essential that managers give all employees the keys to do a good job: the tools, right information, and the right amount of cooperation. Motivating employees across cultures and genrations can be simple, if managers acknowledge a job well done.