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1 Chapter 14: Creating a Positive Work Environment Employee Expectations and Needs Motivation Theories of Motivation Applying Theory to Reality: Limiting.

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Presentation on theme: "1 Chapter 14: Creating a Positive Work Environment Employee Expectations and Needs Motivation Theories of Motivation Applying Theory to Reality: Limiting."— Presentation transcript:

1 1 Chapter 14: Creating a Positive Work Environment Employee Expectations and Needs Motivation Theories of Motivation Applying Theory to Reality: Limiting Factors Building a Positive Work Climate Focus: The Individual Focus: The Job Focus: The Supervisor

2 2 Employee Expectations and Needs: Technical competence. Act like a boss (make decisions, take stands, stay in charge). Be fair, treat them equally. Feedback on performance (and for you to listen). New supervisor to observe them- resist change to work customs. Treat the like human beings, know who they are, what they do, how well they do it.

3 3 Motivation: Motivation is what makes people tick: the needs, desires, fear, and aspirations within that makes you do what you do. It is the why in human behavior. Motivation comes from within, You cannot motivate people to do good work, but by getting to know your employees you can activate their own motivations.

4 4 Theories of Motivation Motivation Though Fear: uses coercion, threats, and punishment. Carrot-and-Stick: combines fear with incentives. Economic Man (person): Frederic Taylor- money is the only thing that people work for. Human Relations Theory: If workers are treated as people they will get the job done.

5 5 Self - Fulfillment Ego needs Social Needs Safety Needs Physiological Needs Maslow’s Hierarchy of Needs Self-actualization: the desire to fulfill one’s own potential

6 6 Theory Y (McGregor): If you get people to work that will fill a basic need: Their own motivation will take care of performance. Behavior Modification: All behavior is a function of its consequences. To improves performance give positive reinforcement (attention, praise). Theories of Motivation Continued:

7 7 Herzberg’s Motivation- Hygiene Theory: Inadequacies in the job environment create dissatisfaction (called dissatisfiers), hygiene or maintenance factors. Certain factors in the job itself provide motivation and satisfaction (motivators). Hygiene factors are compensation, supervision, working conditions, and company policy. Motivators are recognition, responsibility, achievement, advancement, and work itself.

8 8 Applying Theory to Reality: Limiting Factors Nature of many jobs: dull, unchallenging, and boring. Company policy, administration, and management philosophy. You must be in harmony with the companies goals, and meet with rules and regulations. Extent of your responsibility, authority, and resources. Kinds of people that work for you ( I am only working here until…). Development of employees. Time. Constant pressures.

9 9 Building a Positive Work Climate Morale: a group spirit with respect to getting the job done. Morale is made up of individual attitudes toward the work that pass quickly from one person to another until everyone in the group shares the mood. High morale is the best thing that can happen in a enterprise. To build a positive work climate focus on: the individual, the job and the supervisor.

10 10 Focus: The Individual Get to know your people. Deal with security needs: inform, train, structure the work, support, give positive reinforcement, evaluate, praise, build confidence. Deal with social needs: satisfy the need for acceptance- make people feel comfortable, coach them, encourage them, get them on your side.

11 11 Reward You Employees Give recognition in a positive manner. Don’t pit employees against each other in a contest. Recognize all employees- not just top performers. Use an objective criterion to give rewards. Recognize employees in a timely manner. Occasionally reward when it is least expected. Tie award to true accomplishments. Make rewards of appropriate value. Rewards should be something desired by employees.

12 12 Focus: The Individual Continued Develop you workers through training, feedback, encouragement, support, positive reinforcement, and involving them. Empower your employees- give them additional responsibility, and authority. Continue to develop yourself.

13 13 Focus: The Job Provide an attractive, safe, and secure job environment. Put the right person in the right job. Make the job interesting and challenging. Delegate. Rearrange work to add responsibility, challenges, etc. Arrange team responsibility for an entire unit of work.

14 14 Job Loading vs. Job Enrichment Job Enrichment: shifting the way things are done to provide more responsibility for one’s work and more opportunity for achievement and recognition. Job Loading: Building in job motivators to enrich jobs. This does not mean additional, but similar tasks.

15 15 Focus: The Supervisor The supervisor holds the key to a good work climate. Employees can be motivated though the supervisors enthusiasm and expectations. Establish a climate of honesty.

16 16 Set a Good Example Role Model- you set a example that your workers will copy. Management By Example- If you want a fair days work from employees give a fair days work to them.


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