1. Motivating Employees
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

2. Learning Goals
Relate the significance of Taylor’s scientific management and the Hawthorne studies to management.
Identify the levels of Maslow’s hierarchy of needs, and relate their importance to employee motivation.
Distinguish between the motivators and hygiene factors identified by Herzberg.
Explain how job enrichment affects employee motivation and performance.
Describe the key principles of goal-setting, expectancy, reinforcement, and equity theories.
Explain how open communication builds teamwork, and describe how managers are likely to motivate teams in the future.
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

3. Why Motivate Employees?
The key to leadership success is: MOTIVATING OTHERS TO DO THEIR BEST.
Losing an employee is costly.
Motivating the right people to join and remain in the company is a major function of management.
Intrinsic reward: personal satisfaction of a job well done.
Extrinsic: outside recognition of a job well done.
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

4. Intrinsic vs. Extrinsic Rewards
Extrinsic = Outside
Recognition
Praise
Intrinsic = Inside
Feeling of Job Well Done
Promotions
Pride
Salary
Increase
Sense of Achievement
Status
Gifts
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

5. Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

6. Frederick Taylor
Increase productivity by studying the most efficient ways of doing things and then teaching workers these methods. i.e., scientific management
Three elements of his approach were: time, methods, and rules of work.
Time-motion studies break down the tasks needed to do a job and measure the time needed to do each task.
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

7. Scientific Management
SCIENTIFIC MANAGEMENT viewed people as MACHINES that needed to be properly programmed.
There was little concern for the psychological or human aspects of work.
Much emphasis in some companies is still placed on conformity to work rules rather than on creativity, flexibility, and responsiveness
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

8. Hawthorne Effect Elton Mayo
The Hawthorne studies' results encouraged researchers to study human motivation and the managerial styles that lead to more productivity.
The Hawthorne Effect refers to the tendency for people to behave differently when they know they're being studied.
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

9. Hawthorne Effect
Mayo hypothesized that human or psychological factors caused the productivity increases in the Hawthorne experiments:
The workers in the test room thought of themselves as a social group.
The workers were involved in the planning of the experiments.
The workers enjoyed the special atmosphere and additional pay for the increased productivity.
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

10. Maslow’s Hierarchy of Needs
Unsatisfied
Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self-
Actualization
Satisfied
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

11. Hierarchy of Needs- Maslow
Physiological: Basic survival needs including the need to drink, eat, and be sheltered from heat and cold.
Safety: The need to feel secure at work and at home.
Social: The need to feel loved, accepted, and part of the group.
Esteem: The need for recognition and acknowledgment from others, as well as self- respect and a sense of status.
Self-Actualization: The need to develop to your fullest potential.
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

12. Herzberg’s Motivating Factors
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13. Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

14. Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

15. Job Enrichment Skill variety Task Identity Task significance Autonomy
Feedback
Job enlargement
Job rotation
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

16. Employee-Oriented Motivational Techniques
Goal-setting theory
Expectancy theory
Reinforcement theory
Equity theory
Expectancy Theory
Can I accomplish the task?
If I do accomplish it, what's my reward?
Is the reward worth the effort?
Equity Theory
When workers do perceive inequity, they will try to reestablish equitable exchanges.
They can reduce or increase their efforts or rationalize the situation.
In the workplace, inequity leads to lower productivity leads to lower productivity, reduced quality, increased absenteeism, and voluntary resignation.
Equity judgments are based on perceptions, and are therefore subject to errors in perception.
Organizations can try to deal with this by keeping salaries secret.
However, the best remedy, in general, is clear and frequent communication.
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson

17. Building Teamwork
Create an organizational culture that rewards listening.
Train managers and supervisors to listen.
Remove barriers to open communication.
Actively undertake to facilitate communication.
Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson