Nickels Cover Nickels McHugh
Motivating Employees and Building Self-Managed Teams Chapter Motivating Employees and Building Self-Managed Teams 10 10-2
Intrinsic vs. Extrinsic Rewards Extrinsic = Outside Recognition Praise Intrinsic = Inside Feeling of Job Well Done Promotions Pride Salary Increase Sense of Achievement Status Gifts
Most Commonly Used Extrinsic Rewards Source: Incentive Federation
Evolution of Human Relations Management Concepts Scientific Taylor Gantt Gilbreths Behavioral Mayo Maslow Herzberg McGregor Ouchi Vroom
Maslow’s Hierarchy of Needs Unsatisfied Self- Actualization Esteem Needs Social Needs Satisfied Safety Needs Physiological Needs
Why Good Workers Leave Source: USA Today-Snapshot, 10/16/00
Herzberg’s Theory Figure 10.5 Comparison of Maslow and Herzberg
Job-Oriented Motivational Techniques Job Enrichment/Redesign Skill Variety Task Identity/Significance Autonomy Feedback Job Simplification Job Enlargement Job Rotation
McGregor’s Theories Theory X- Autocratic Dislike Work Avoid Responsibility Little Ambition Force/Control/ Direct/Threaten Motivated by Fear & Money Theory Y- Democratic Like Work Naturally Works Toward Goals Seeks Responsibility Imaginative, Creative, Clever Motivated by Empowerment
Personal Qualities Related to Job Motivation Ability Personal Needs Frustration Tolerance Self-Esteem Outside Supports
Ouchi’s Theory Z Long-Term Employment Collective Decision-making Individual Responsibility Slow Evaluation/ Promotion Specialized Career Path Holistic Concern for Employees
Goal-Setting Theory (MBO) Management By Objectives (1960s) Employees Motivate Themselves Help Coach
Steps to Improve Performance Determine Rewards Valued Determine Standards Ensure Standards are Attainable Tie Rewards to Performance Are Rewards Considered Adequate?
Employee-Oriented Motivational Techniques Expectancy Theory Equity Theory
Expectancy Theory: Employee Questions Can I accomplish the task? If I do accomplish the task, what is my reward? Is the reward worth the effort?
How to Use Expectancy Theory Determine rewards valued by employees. Evaluate performance level you seek. Make performance level attainable. Make reward valuable to employee.
Teamwork & Open Communication Self-Managed Teams = Open Communication Identify Procedures Apply Procedures Change Not Easy Employee Empowerment
Keys to Building Employee Trust Start from a position of trust Be consistent Listen with an open mind & respect others’ opinions Admit your mistakes Give credit where credit is due Source: Communication Solutions
Keys to Keeping Morale High Keep Your Ear To The Ground Talk Things Out Know What Your People Value Laugh And Your Staff Laughs With You Get Everyone Involved
Warning Signs of Employee Stress Drops in productivity Chronic lateness Absenteeism Careless with details Unable to work with others Negative attitudes about work Withdrawal from co-workers Easily upset/angered
How Stressed Are You? Rate 1-5 Conditions at work are unpleasant or sometimes even unsafe. I feel that my job is making me physically or emotionally sick. I have too much work or too many unreasonable deadlines. I can’t express my opinions or feelings about my job to my boss. My work interferes with my family or personal life. I have no control over my life at work. My good performance goes unrecognized and unrewarded. My talents are underutilized.
Work Trends for the 21st Century Tinkering With Time Role Blur Two Places at Once A Super-Class Involved Working Dads Grieving at Work Source: Wall Street Journal, 12/29/99