chapter 9 - motivation as definition - the internal and external factors that stimulate people to...
TRANSCRIPT
Chapter 9 - Motivation
• AS Definition - The internal and external
factors that stimulate people to take actions that lead to achieving a goal
Taylor - review
• A summation please, ______________
Taylor
• Employees are primarily motivated by money
• He concludes that higher profitability can be achieved by setting targets related to pay
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
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?
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
Maslow
• A summation, please ________________
Maslow
• Focused on the psyschological needs of workers, and had his heirarchy of needs
Maslow Self actualization
Esteem needs
Social needs
Security needs
Physiological needs
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
McGregor
• A summation, please ________________
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
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
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
Herzberg
• A summation, please _____________
Herzberg – 1950s
• There are two factors affecting motivation: hygiene factors, also called maintenance factors are physical aspects
• Motivators are psychological aspects
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
Examples of Hygiene factors
• Company policies and rules• Salary • Security• Status• Supervision and coordination• Working conditions
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
Examples of Motivators
• Achievement• Advancement• Interesting tasks• Opportunities for promotion• Personal growth• Recognition• Responsibility
Herzberg advocated a key non-financial Incentive
• Job Enrichment – giving workers more complex and challenging tasks
Mayo
• A summation, please _______________
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
•
Mayo
• Management needs to take an interest in the welfare of their workers (and give them a sense of belonging)
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
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)
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
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
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
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)
Only one Process Theory
• (Vroom)
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
Vroom
• His motivation forces are composed of three parts:
• Expectancy – people have different expectations about their capability to accomplish a task
Vroom
• Instrumentability – People expect that if they accomplish a goal, they will be rewarded .
….So managers need to insure that promises are upheld
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
Non-financial Incentives
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
Job Enrichment, continued
• Give employees feedback on how they are doing
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
Non-financial Incentives
• Job empowerment - delegating decision-making power to workers to boost their morale
Non-financial Incentives
• Job rotation – increasing the flexibility of the workforce and the variety of work for them by having them rotate jobs
Non-financial Incentives
• Job Enlargement – giving workers more variety to make the job more interesting
Non-financial Incentives
• Job Redesign - Restructuring of a job with the employees´ involvement and agreement
• To make work more interesting, satisfying and challening
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
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