Chapter Ten Motivating and Satisfying Employees and Teams 10 | 1

Chapter Ten

Motivating and Satisfying Employees and Teams

10 | 1

Learning Objectives1. Explain what motivation is.2. Understand some major historical perspectives on

motivation.3. Describe three contemporary views of motivation: equity

theory, expectancy theory, and goal-setting theory.4. Explain several techniques for increasing employee

motivation.5. Understand the types, development, and uses of teams.

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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

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Historical Perspectives on Motivation

Scientific Management– The application of scientific principles to the management of work

and workers

– Frederick W. Taylor• Observed “soldiering” by workers who feared losing their jobs if

there were no work

• Job should be broken into separate tasks

• Management determines the best way and the expected output

• Management chooses and trains the best-suited person

• Management cooperates with workers

• Piece-rate system (pay per unit of output) is based on the belief that people work only for money

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Taylor’s Piece-Rate SystemWorkers who exceeded their quota were

rewarded by being paid at a higher rate per piece for all the pieces they produced

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Debate Issue: Are Most Workers Motivated by Money?

YES

Money is an objective way of measuring an employee’s value to a firm.

Some employees are motivated by money because they have a use or need for the money.

Many research studies indicate that the use of the piece-rate system can improve an employee’s productivity while increasing take-home pay.

NO

In addition to money, there are other ways to reward employees.

By the time they take out deductions, a pay raise is always less than the employee expected.

Recent research indicates that the factors of the work to be performed, and recognition and achievement, are the real motivators for most workers.

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Historical Perspectives on Motivation The Hawthorne Studies

– Objective: to determine the effects of the work environment on employee productivity

– 1st experiment: productivity increased for both the experimental and control groups after lighting was varied in the workplace

– 2nd experiment: workers under a piece-rate system produced at constant rates

– Conclusions: human factors were responsible• Workers had a sense of involvement by participating in the experiment• Groups influenced output through workers’ desire for acceptance

– Human relations movement• Employees who are happy and satisfied are motivated to perform

better

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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

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Maslow’s Hierarchy of Needs

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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.

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Herzberg’s Motivation-Hygiene Theory

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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

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Theory X and Theory Y

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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

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The Features of Theory Z

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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

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Schedules of Reinforcement

Source: Organizational Behavior, Ninth Edition by Ricky W. Griffin and Gregory Moorhead. Copyright © 2010 by South-Western / Cengage Learning. Used with permission.

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Contemporary Views on Motivation

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

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Equity Theory

Outcomes (self)Outcomes (self)Inputs (self)Inputs (self)

Outcomes (self)Outcomes (self)Inputs (self)Inputs (self)

Outcomes (other)Outcomes (other)Inputs (other)Inputs (other)

Outcomes (other)Outcomes (other)Inputs (other)Inputs (other)

compared withcompared with

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Responses to Perceptions of Equity and Inequity

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Source: Organizational Behavior, Ninth Edition by Ricky W. Griffin and Gregory Moorhead. Copyright © 2010 by South-Western / Cengage Learning. Used with permission.


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

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Expectancy Theory

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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

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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

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Key Motivation TechniquesJob 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

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Key Motivation TechniquesBehavior 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 reinforcement10 | 26

Key Motivation Techniques 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

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Two Examples of Flexible and Core Time

Sources: Management, Ninth Edition by Robert Kreitner. Copyright © by Houghton Mifflin Company and Organizational Behavior, by Ricky W. Griffin and Gregory Moorhead. Copyright © by Houghton Mifflin Company. Used with permission.

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Key Motivation Techniques 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

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Key Motivation Techniques 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

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Key Motivation Techniques 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

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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

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Advantages and Disadvantages of Self-Managed Teams

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Teams and Teamwork 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

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Stages of Team Development

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Factors That Enhance Team Cohesiveness

Prestige and statusCooperative relationshipHigh degree of interactionRelatively small sizeSimilarity of membersSuperior public image of the groupA common threat in the environment

Source: Kreitner, Foundations of Management, Student Achievement Series, © 2008 by Houghton Mifflin Company.

Emotional Intelligence (EQ)and Employee Motivation

Understand yourself, your goals, intentions, responses, behavior, and all

Understand others and their feelings

Two Aspects

Source: “Emotional Intelligence (EQ),” http://www.businessballs.com/eq.htm

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http://www.businessballs.com/eq.htm

Source: “Emotional Intelligence (EQ),” http://www.businessballs.com/eq.htm

Emotional Intelligence (EQ):The Five Domains

1. Knowing your emotions

2. Managing your emotions

3. Motivating yourself

4. Recognizing and understanding other people’s emotions

5. Managing relationships; i.e., managing the emotions of others

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http://www.businessballs.com/eq.htm

Chapter Quiz1. The main idea conveyed in Frederick Taylor’s findings was that

a) most people are motivated only by money. b) people are motivated for a variety of reasons other than pay. c) people do not expect to get paid much for their work. d) employees’ biggest fear is that of losing their jobs. e) people expect to get paid much more than they are currently

getting. 2. Physiological needs concern an employee’s desire for

a) security. b) survival. c) a sense of belonging. d) self-worth. e) self-direction.

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Chapter Quiz3. Goal-setting theory suggests that employees are more motivated

a) to achieve goals that they and their manager have established together.

b) to achieve goals that they establish on their own.c) when management empowers them to make their own decisions.d) when their expected outcomes or goals do not change over time.e) to achieve goals that management establishes and clearly

communicates to employees.4. Job redesign is a type of

a) flextime.b) telecommuting.c) job enlargement.d) job enrichment.e) job enhancement.

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Chapter Quiz

5. The stage of team development in which the team begins to stabilize is called

a) forming.b) storming.c) performing.d) norming.e) adjourning.

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Answers to Chapter Quiz1. The main idea conveyed in Frederick Taylor’s findings was that

a) most people are motivated only by money. (Correct)b) people are motivated for a variety of reasons other than pay. c) people do not expect to get paid much for their work. d) employees’ biggest fear is that of losing their jobs. e) people expect to get paid much more than they are currently

getting. 2. Physiological needs concern an employee’s desire for

a) security. b) survival. (Correct)c) a sense of belonging. d) self-worth. e) self-direction.

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Answers to Chapter Quiz

3. Goal-setting theory suggests that employees are more motivateda) to achieve goals that they and their manager have established

together. (Correct)b) to achieve goals that they establish on their own.c) when management empowers them to make their own decisions.d) when their expected outcomes or goals do not change over time.e) to achieve goals that management establishes and clearly

communicates to employees.4. Job redesign is a type of

a) flextime.b) telecommuting.c) job enlargement.d) job enrichment. (Correct)e) job enhancement.

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5. The stage of team development in which the team begins to stabilize is called

a) forming.b) storming.c) performing.d) norming. (Correct)e) adjourning.

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5. Title VII of the Civil Rights Act of 1964 applies directly toa) discrimination based on age.b) wages.c) equal pay for equal work.d) selection and promotion. (Correct)e) employee health and safety.

Documents

Chapter Ten Motivating and Satisfying Employees and Teams 10 | 1