1. Lecture 17

2. Chapter 9
MOTIVATING AND LEADING EMPLOYEES

3. Chapter Outcome
Describe the nature and importance of psychological contracts in the workplace
Importance of job satisfaction and employee morale
Important theories of motivation
Strategies to improve job satisfaction and employee motivation
Managerial style of leadership

4. Psychological Contract
Set of expectation held by employees concerning what they will contribute and what the organization will provide
Employee’s Contributions
Organization’s Inducements
Result – satisfaction and motivation

5. Psychological Contract
Human Relations- Interaction Of Employees With Company And Each Other
Job Satisfaction
Degree of enjoyment derived from work
Morale
Overall attitude towards work
Turnover
Annual % of workforce that leaves and must be replaced
Organizational Success
Satisfied VS dissatisfied worker

6. Trends In Satisfaction & Morale
Massive Layoffs/Cutbacks
Improving Economy Could Mean Reduced Morale
Reinstate Benefits

7. High Priorities For Today’s Workforce
Family Orientation
Sense Of Community
Quality Of Life Issues
Volunteerism
Autonomy
Flexibility & Nonconformity

8. Workplace Motivation Motivation- Forces Affecting People’s Behavior
Classical Theory/Scientific Management
Behavior Theory
Contemporary Motivational Theories

9. Classical Theory Frederick Taylor (1911)
More Money = Greater Motivation
Efficient Company = Higher Profits & Pay
Time-And-Motion Study

10. Behavior Theory Hawthorne Studies (1925)
Physical Environment Changes Affect Worker Output
Increased Pay did not increase productivity
Hawthorne Effect – productivity rose in response to management action that workers interpreted as special attention

11. Theories X & Y (1960)
Belief about how best to use the human resource employed by the firm, Theory Y managers are more likely to have satisfied workforce

12. Hierarchy Of Needs (1954) Abrahim Maslow

13. Two-Factor Theory(1959) – Fredrick Herzberg
Job Satisfaction Depends On Two Factors

14. Expectancy Theory
Victor Vroom (1964)
People Work Towards Rewards

15. Equity Theory
People evaluate their treatment by employers relative to the treatment of others

16. Strategies for Enhancing Job Satisfaction and Motivation

17. Reinforcement/Behavior Modification Theory
B.F. Skinner (1957)
Behavior can be encouraged or discouraged by means of reward and punishment
Reinforcement
Piecework
Performance = Rewards
Punishment = Negative Reinforcement
Present people with unpleasant consequences

18. Management By Objectives
Peter Drucker (1954)
Collaborative Goal Setting

19. Recent Management Styles
Participative Management Or Employee Empowerment
Employees Receive Greater Responsibility
Employees Feel More Committed To Organization
Team Management- Employees Given Decision-Making Responsibility
Some Employees Frustrated By Increased Responsibility

20. Job Enrichment Adding one more motivating factor to the job

21. Job Enlargement & Job Rotation

22. Job Redesign Acknowledges that different people want different things
Restructures work to have a fit between worker and work
Job redesign is implemented in one or three ways
Combining task or job enlargement
Forming natural workgroups
Establishing client relationships
More control and feedback

23. Modified Work Schedules
Work-Share
Flextime
Telecommuting/Virtual Office
Advantages
Employee Freedom/Control Of Life
Improves Individual Productivity
Disadvantages
Complex Coordination
Difficult To Keep Accurate Records

24. Flextime Schedule

25. Questions For Telecommuters
Can I Manage Deadlines?
Can I Be Without The Social Context Of The Office?
Networking
Advancement
What Will Be The Impact On My Family?

26. Managerial Styles & Leadership
Managerial Styles- Patterns Of Management Behavior In Dealing With Employees
Leadership- Motivating Others To Work

27. Autocratic Style Issue Orders Expect Them To Be Followed
Rapid Decision-Making

28. Democratic Style Ask For Input From Subordinates
Retains Final Authority

29. Free-Rein Style Manager Is Advisor To Subordinates
Subordinates Make Decisions
Fosters Creativity

30. Contingency Style No Specific Style Used All The Time
Situation Dictates Manager’s Leadership Style
Different Cultures Have Varying Expectations Of Leaders

31. 21st Century Leadership/Management
Motivation
Money No Longer Prime
Different Desires At Work
Varying Lifestyles Reflect Varying Goals Of Employee
Leadership
Flatter Organizations = Less Autocratic
Diversity Of Workplace = Diversity Of Leaders
Network Mentalitys