1. Chapter 9 - Motivation AS Definition - The internal and external factors that stimulate people to take actions that lead to achieving a goal

2. Taylor - review A summation please, ______________

3. Taylor Employees are primarily motivated by money He concludes that higher profitability can be achieved by setting targets related to pay

4. Taylor Focused on the production process He advocated repetitive tasks based on division of labor Receive your standard wages (CALLED PIECE RATE) plus extra (bonus) if you exceed goals FOR EXAMPLE, the assembly line (for mass production) used by Ford Motor company to make the first cars in the 1920s

5. Critics of Taylor His theories ignore the non-financial factors that motivate employees Due to higher attainment of education these days, workers do not want to simply be told what to do (want input) And what about repetitive tasks actually leading to job dissatisfaction, thereby possibly demotivating employees?

6. Taylor Some of what he talked about may not fully fit today´s more educated workforce, but the principles are still very important, and used throughout the world

7. Maslow A summation, please ________________

8. Maslow Focused on the psyschological needs of workers, and had his heirarchy of needs

9. Maslow Self actualization Esteem needs Social needs Security needs Physiological needs

10. Critics of Maslow Levels of needs are difficult to measure He assumes that everyone is motivated in the the prescribed order of his model Finally, there is no explanation of what motivates people once they have achieved self-actualization

11. McGregor A summation, please ________________

12. Mcgregor There are Theory X and Theory Y Managers Mcgregor says that a manager´s beliefs about his employees will shape his/her management style, so he focused on managers` attitudes

13. Mcgregor THEORY X – NEGATIVE MANAGEMENT ATTITUDE - these managers assume their workers are lazy and so they need to adopt an authoritarian style of management THEORY Y – POSITIVE MANAGEMENT ATTITUDE – these manager assume workers are able to achieve objectives on their own initiative

14. Mcgregor Theory Y continued – so workers simply need a challenge in their job, and they will what is necessary to achieve the goal So Mcgregor does advocate managers adopt a Theory Y approach

15. Herzberg A summation, please _____________

16. Herzberg – 1950s There are two factors affecting motivation: hygiene factors, also called maintenance factors are physical aspects Motivators are psychological aspects

17. Herzberg Hygiene factors are your basic needs, similar to Maslow´s hierarchy, like needing a basic level of salary to live off of But hygiene factors become an expectation (taken for granted), SO THEY DO NOT MOTIVATE THE EMPLOYEE

18. Examples of Hygiene factors Company policies and rules Salary Security Status Supervision and coordination Working conditions

19. Herzberg Motivators are the factors that can lead to psychological growth in worker Leads to job satisfaction and high performance at work Herzberg said that these motivators should be the aim, utilizing democratic management styles

20. Examples of Motivators Achievement Advancement Interesting tasks Opportunities for promotion Personal growth Recognition Responsibility

21. Herzberg advocated a key non- financial Incentive Job Enrichment – giving workers more complex and challenging tasks

22. Mayo A summation, please _______________

23. Mayo Conducted the Hawthorne experiments (lasting FOUR YEARS) in the USA, came up with the Hawthorne Findings The experiments showed that an increase in output was simply due to people have more say about their work and management caring more about them

24. Mayo Management needs to take an interest in the welfare of their workers (and give them a sense of belonging)

25. Mayo´s findings …. changed workforce planning Many managers then tried to create team spirit (loyalty and unity) and group dynamics (exploiting the expertise of each group member) Or, some managers just tried to show they truly cared about their employees

26. New material - McClelland American psychologist, 1960s There are three types of motivational needs that must be satisfied in order to boost morale Need for achievement, need for power, and need for affiliation)

27. McClelland Need for Achievement – are low risk takers, want activities that they are certain they can achieve, not leave anything to luck Concerned with the personal rewards of achieving instead of extrinsic rewards

28. McClelland Need for power – like to influence the behavior of other people Use their authority to try to bring out the best in their staff McClelland says this is the most successful group, and that any good leader is at least in part like this

29. McClelland Need for affiliation - Those who seek to have a good social working relationship with their colleagues. This makes them happy Thrive on social interaction and teamwork

30. Content theories vs. Process theories Theories in this unit are mostly content theories (all so far, and looks at theories of how to motivate employees) The other type is a process theory (looks at WHY EMPLOYEES ARE MOTIVATED)

31. Only one Process Theory (Vroom)

32. Vroom´s Expectancy Theory Vroom said that people will only do a task when they think that their input will have a direct result on the required result If workers feel that they lack the skill, ability or expertise to accomplish the task, their effort will be less

33. Vroom His motivation forces are composed of three parts: Expectancy – people have different expectations about their capability to accomplish a task

34. Vroom Instrumentability – People expect that if they accomplish a goal, they will be rewarded. ….So managers need to insure that promises are upheld

35. Vroom Valence - people place different values on different rewards This includes intrinsic and extrinsic rewards, so managers need to find out what their employees value, and reward accordingly

36. Non-financial Incentives

37. Job Enrichment, continued Employees are a part of a team that make complete units of work Example - instead of a worker just putting on the car door all day long, he can be a part of a team that puts together many parts of the car, that can be more satisfying

38. Job Enrichment, continued Give employees feedback on how they are doing

39. Job Enrichment, continued Give employees a range of tasks to do (similar to the first short definition I gave in slide 21, which said……give workers more complex and challenging tasks

40. Non-financial Incentives Job empowerment - delegating decision-making power to workers to boost their morale

41. Non-financial Incentives Job rotation – increasing the flexibility of the workforce and the variety of work for them by having them rotate jobs

42. Non-financial Incentives Job Enlargement – giving workers more variety to make the job more interesting

43. Non-financial Incentives Job Redesign - Restructuring of a job with the employees´ involvement and agreement To make work more interesting, satisfying and challening

44. Non-financial Incentives Quality Circles - Voluntary groups of workers (the ones most familiar with the day to day issues) meeting to discuss how to solve work-related issues or make the company more successful Originated in Japan, now seen worldwide, are informal and sometimes employees are paid to participate, and the most sucessful ideas may be rewarded by management

45. Last ones…..Worker Participation Workers actively involved in decision making process Team Working – groups of workers undertake tasks as a team – has positive effects on worker morale and motivation Delegation and empowerment – again, giving workers more responsibility