1. Human Resource Management
Chapter Fourteen
Motivating and Satisfying Employees and Teams

2. What Is Motivation?
The individual internal process that energizes, directs, and sustains behavior; the personal “force” that causes us to behave in a particular way
Morale
An employee’s feelings about his or her job and superiors and about the firm itself
High morale results from the satisfaction of needs or as a result of the job and leads to dedication and loyalty
Low morale leads to shoddy work, absenteeism, and high turnover rates

3. Maslow’s Hierarchy of Needs
A sequence of human needs (personal requirements) in the order of their importance
Physiological needs—survival
Safety needs—physical and emotional safety
Social needs—love and affection and a sense of belonging
Esteem needs—respect, recognition, and a sense of our own accomplishment and worth
Self-actualization needs—to grow and develop and become all that we are capable of being

4. Maslow’s Hierarchy of Needs

5. Herzberg’s Motivation-Hygiene Theory
Satisfaction and dissatisfaction are separate and distinct dimensions
Motivation factors
Job factors that increase motivation but whose absence does not necessarily result in dissatisfaction
Hygiene factors
Job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in higher levels of motivation.

6. Herzberg’s Motivation-Hygiene Theory

7. Douglas McGregor
Sets of assumptions about managerial attitudes and beliefs about worker behavior
Theory X
Generally consistent with Taylor’s scientific management
Employees dislike work and will function only in a controlled work environment
Theory Y
Generally consistent with the human relations movement
Employees accept responsibility and work toward organizational goals if they will also achieve personal rewards

8. Theory X and Theory Y

9. Theory Z
Some middle ground between Ouchi’s Type A (American) and Type J (Japanese) practices is best for American business
Emphasis is on participative decision making with a view of the organization as a family

10. The Features of Theory Z

11. Reinforcement Theory
Behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur
Reinforcement: an action that follows directly from a particular behavior
Types of reinforcement
Positive reinforcement: strengthens desired behavior by providing a reward
Negative reinforcement: strengthens desired behavior by eliminating an undesirable task or situation
Punishment: an undesirable consequence of undesirable behavior
Extinction: no response undesirable behavior in order to discourage its occurrence

12. Equity Theory
People are motivated to obtain and preserve equitable treatment for themselves
Equity: the distribution of rewards in direct proportion to the contribution of each employee to the organization
Workers compare their own input-to-outcome (reward) ratios to their perception of others’
Workers who perceive an inequity may
Decrease their inputs
Try to increase outcome (ask for a raise)
Try to get the comparison other to increase inputs or receive decreased outcomes
Leave the work situation (quit)
Switch to a different comparison other

13. Expectancy Theory (Victor Vroom)
Motivation depends on how much we want something and on how likely we think we are to get it
Implications are that managers must recognize that
Employees work for a variety of reasons
The reasons, or expected outcomes, may change over time
It is necessary to show employees how they can attain the outcomes they desire

14. Expectancy Theory

15. Goal-Setting Theory
Employees are motivated to achieve goals they and their managers establish together
Goals should be very specific, moderately difficult, and ones that the employee will be committed to achieve
Rewards should be tied directly to goal achievement

16. Management by Objectives
Advantages
Motivates employees by involving them actively
Improves communication
Makes employees feel like an important part of the organization
Periodic review enhances control
Disadvantages
Doesn’t work if the process doesn’t begin at the top of the organization
Can result in excessive paperwork
Some managers assign goals instead of collaborating on creating them
Goals should be quantifiable

17. Key Motivation Techniques (cont’d)
Job enrichment
Provides employees with more variety and responsibility in their jobs
Job enlargement
The expansion of a worker’s assignments to include additional but similar tasks
Job redesign
A type of job enrichment in which work is restructured to cultivate the worker-job match

18. Key Motivation Techniques (cont’d)
Behavior modification
A systematic program of reinforcement to encourage desirable behavior
Steps in behavior modification
Identify the target behavior to be changed
Measure existing levels of the behavior
Reward employees who exhibit the desired behavior
Measure the target behavior to check for desired change
If no change, consider changing reward system
If change has occurred, maintain reinforcement

19. Key Motivation Techniques (cont’d)
Flextime
A system in which employees set their own work hours within employer-determined limits
Typically, there are two bands of time
Core time, when all employees are expected to be at work
Flexible time, when employees may choose whether to be at work
Benefits
Employees’ sense of independence and autonomy is motivating
Employees with enough time to deal with nonwork issues are more productive and satisfied
Drawbacks
Supervisors’ jobs are complicated by having employees who come and go at different times
Employees without flextime may resent coworkers who have it

20. Key Motivation Techniques (cont’d)
Part-time work
A permanent employment situation in which individuals work less than a standard workweek
Disadvantage: often does not provide the benefits that come with a full-time position
Job sharing
An arrangement whereby two people share one full-time position
Companies can save on expenses by reducing benefits and avoiding employee turnover
Employees gain flexibility but may lose benefits
Sharing can be difficult if work is not easily divisible or if two people cannot work well together

21. Key Motivation Techniques (cont’d)
Telecommuting
Working at home all the time or for a portion of the work week
Advantages
Increased employee productivity
Lower real estate and travel costs
Reduced absenteeism and turnover
Increased work/life balance and improved morale
Access to additional labor pools
Disadvantages
Feelings of isolation
Putting in longer hours
Distractions at home
Difficulty monitoring productivity

22. Key Motivation Techniques (cont’d)
Employee empowerment
Making employees more involved in their jobs by increasing their participation in decision making
Management must be involved to set expectations, communicate standards, institute periodic evaluations, guarantee follow-up
Benefits
Increased job satisfaction
Improved job performance
Higher self-esteem
Increased organizational commitment
Obstacles
Management resistance
Workers’ distrust of management
Insufficient training
Poor communication between management and employees

23. Teams and Teamwork Teams
Groups of employees functioning together as a unit to complete a common goal or purpose
Types of teams
Problem-Solving
Self-Managed
Cross-Functional
Virtual
Stages of team development
Forming
Storming
Norming
Performing
Adjourning

24. Advantages and Disadvantages of Self-Managed Teams

25. Teams and Teamwork (cont’d)
Roles within a team
Task-specialist role
Socioemotional role
Dual role
Nonparticipant role
Team cohesiveness
For a team to be successful, members must learn how to resolve and manage conflict
Team conflict and how to resolve it
Middle ground resolution satisfies each party to some extent
Benefits and limitations of teams

26. Stages of Team Development