1. Motivating the Workforce
Chapter Ten
Motivating the Workforce
McGraw-Hill/Irwin
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.

3. The Nature of Human Relations
What motivates employees to perform on the job is the focus of human relations
The study of the behavior of individuals and groups in organizational settings
Motivation
The inner drive that directs a person’s behavior toward goals
Morale
An employee’s attitude toward his or her job, employer, and colleagues
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4. The Motivation Process
Did You Know?
Absenteeism costs a typical large company more than $3 million a year
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5. Employee Attitudes Toward Incentives

6. Historical Perspectives on Employee Motivation
Classical Theory of Motivation
Money is the sole motivator for workers
The Hawthorne Studies
Productivity increased regardless of the physical conditions in the workplace—such as light and noise levels
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7. Companies Giving Employees Incentives to Improve Productivity
Source: Optimize Magazine Productivity 2004 study, in Marianne Kolbasuk McGee, “Behind the Numbers: Employee Productivity Pays Off for Everyone,” Information Week, February 9, 2004, p. 76.

8. Maslow’s Hierarchy of Needs
Self- Actualization Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs
Source: adapted from Abraham H. Maslow, “A Theory of Human Motivation,” Psychology Review 50 (1943):

9. Herzberg’s Two-Factor Theory
Hygiene Factors
Company policies
Supervision
Working conditions
Salary
Security
Motivational Factors
Achievement
Recognition
The work itself
Responsibility
Advancement
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10. McGregor’s Theory X and Theory Y
Management view that assumes workers generally dislike work and must be forced to do their jobs
Theory Y
Management view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs
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11. Theory Z
A management philosophy that stresses employee participation in all aspects of company decision making
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12. Comparison of American, Japanese, and Theory Z Management Styles

13. Variations on Theory Z Quality circles Participative management
Employee involvement
Self-directed work teams
Did You Know?
Theory Z lets employees feel organizational
ownership, which may produce positive attitudinal
and behavioral effects for employees.
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14. Other Motivational Theories
Equity theory
Expectancy theory
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15. Strategies for Motivating Employees
Behavior modification
Job design
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16. Behavior Modification
Changing behavior and encouraging appropriate actions by relating the consequences to the behavior itself
Reward
Punishment
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17. Job Design Strategies Job Rotation Job Enlargement Job Enrichment
Exposes employees to a variety of tasks as they move from one job to another
Job Enlargement
Teaches employees new tasks in their present job
Job Enrichment
Gives employees more control and authority in their present job, along with additional tasks
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18. Flexible Scheduling Strategies
Flextime
Compressed work week
Job sharing
Telecommuting
Did You Know?
59% of companies with more than 5000 workers allow job-sharing.
Source: Jim Owen, “In Pursuit of Job Sharing,” from (accessed June 8, 2001).

19. Flextime, Showing Core and Flexible Hours
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20. The Importance of Motivational Strategies
Fosters employee loyalty
Boosts productivity
Affects all relationships within the organization
Influences promotion, pay, job design, training, and reporting relationships
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21. Employee’s Definitions of Success
Being trusted to get a job done
Having power to make decisions
Getting raises
Getting promotions
Gaining seniority
Having the power to make decisions
that affect the company
91%
81%
74%
66%
58%
Source: Survey of 2,000 adults by Randstad North America, Atlanta as reported ;in Kemba J. Dunham,
“The Jungle/Focus on Recruitment, Pay and Getting Ahead,” Wall Street Journal, May 23, 2001, p. B12.

22. Solve the Dilemma Which motivational theories are in use at Eagle?
What is the value of getting employees to compete against a goal instead of against one another?
Put yourself in the shoes of one of the four regional sales managers and argue against potential cutbacks to the motivational program.
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23. Explore Your Career Options
What are some of the considerations that you will evaluate in deciding where to take your first job?
How would you go about assessing offers in Jackson, Mississippi versus Chicago, Illinois?
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24. Additional Discussion Questions and Exercises
What is meant by the equity theory? How can the equity theory guide managers in dealing with subordinates?
In what areas are the typical American management style and the typical Japanese style different?
What is the main purpose of offering flexible scheduling strategies for employees?
What was the importance of Frederick W. Taylor’s and Elton Mayo’s studies to human relations?
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25. Chapter 10 Quiz
Which of the following employee-motivation theories is most similar to Japanese management styles? a. Theory X b. Theory Y c. Theory Z d. Frederick Taylor’s theory
Which of the following is most likely to result in less than 40 hours of employment? a. compressed workweek b. telecommuting c. flextime d. job sharing
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26. Chapter 10 Quiz
Which of Maslow’s hierarchy of needs is first to be satisfied?
physiological needs
security needs
esteem needs
self-actualization needs
The inner drive that directs behavior toward goals is known as
motivation.
need.
objective.
morale.
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27. Multiple Choice Questions about the Video
In a Container Store employee’s first year, he or she will receive hours of formal training. 35
350
135
235
Each Container Store is organized into
lifestyle sections.
motivational units.
types of containers.
functions.
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