* * * Motivating Employees and Building Self-managed Teams Nickels * McHugh McGraw-Hill/Irwin Understanding Business, 8e * * CHAPTER ** 10 McHugh 1-1 10-1 © 2008 The McGraw-Hill Companies, Inc., All Rights * * * Intrinsic vs Extrinsic Rewards Extrinsic = Outside Recognition Promotion s Gifts Praise Intrinsic = Inside Feeling of Job Well Done Pride Sense of Achieveme nt Salary Increase Status 10-2 * * * Most Commonly Used Extrinsic Rewards Source: Incentive Federation 10-3 Evolution of Human Relations Management Concepts * * * Scientific • • • Taylor Gantt Gilbreths Behavioral • • • • • • Mayo Maslow Herzberg McGregor Ouchi Vroom 10-4 * * * Hawthorne studies • Conducted by Elton Mayo (1927-1933) • First Experiment: Determine if lighting was a factor in productivity • Next Experiments: Determine if other factors affected productivity • These studies encouraged the study of human motivation 10-5 * * * Maslow’s Hierarchy of Needs Unsatisfied SelfActualizati on Esteem Needs Social Needs Safety Needs Physiological Needs Satisfie d 10-6 * * * Herzberg’s Theory Figure 10.5 Comparison of Maslow and Herzberg 10-7 * * * How to Develop the Truly Loyal Employee Source: CIO, October 1, 2003 Care for workers Fairness of pay and evaluations Accomplishment feeling Satisfaction with daily activities Appreciation of ideas 10-8 * * * Job-Oriented Motivational Techniques • Job Enrichment/Redesign • • • Job Simplification • Skill Variety • Task Identity/Significance • Autonomy • Feedback Job Enlargement Job Rotation 10-9 * * * McGregor’s Theories Theory X- Autocratic • Dislike Work Theory Y- Democratic • Like Work Responsibility Little Ambition Toward Goals Seeks Responsibility Imaginative, Creative, Clever Motivated by Empowerment • Avoid • Naturally Works • • Force/Control/ • • Direct/Threaten Motivated by Fear & Money • • 10-10 * * * Ouchi’s Theory Z Long-Term Employment Collective Decision-making Individual Responsibility Slow Evaluation/ Promotion Implicit Informal Control with Explicit, Formalized Control Specialized Career Path Holistic Concern for Employees 10-11 * * * Goal-Setting Theory (MBO) • Goal-Setting Theory • Management By Objectives (1960s) 10-12 * * * Impact of Mentors Source: USA Today 10-13 * * * Employee-Oriented Motivational Techniques • Expectancy Theory • Reinforcement Theory • Equity Theory 10-14 * * * Expectancy Theory: Employee Questions • Can I accomplish the task? • If I accomplish it, what is my reward? • Is the reward worth the effort? 10-15 * * * Steps to Improve Performance Determine Rewards Valued Determine Standards Ensure Standards are Attainable Tie Rewards to Performance Are Rewards Considered Adequate? 10-16 * * * Teamwork & Open Communication • Create culture that • Actively undertake rewards listening • Train supervisors efforts to facilitate communication and managers to listen • Remove barriers to open communication 10-17 * * * Building Quality into Teams • Getting Started • Initial Phases • Team Building • Mutual Coaching • Statistics • Projects • Building Quality • Role Change Source: www.see.ed.ac.uk 10-18 * * * High Performance Teams Participative Leadership Responsive Aligned on Purpose Communicative Task Focused Problem Solving Shared Responsibility Innovative Source: International Cyber Business Services, Inc 10-19 * * * Tips for Motivating Employees Thank employees for good job Listen to employees Give feedback Give rewards Keep them informed Allow for input Training opportunities Remember important dates Have and abide by policies 10.Celebrate goal accomplishment Source: Allfoodbusiness.com 10-20 * * * Warning Signs of Employee Stress • • • • • • • • Source: uteaxas.edu Drops in productivity Chronic lateness Absenteeism Careless with details Unable to work with others Negative attitudes about work Withdrawal from co-workers Easily upset/angered 10-21 * * * How Stressed Are You? Rate 1-5 1) 2) 3) 4) Conditions at work are unpleasant or sometimes even unsafe I feel that my job is making me physically or emotionally sick I have too much work or too many unreasonable deadlines I can’t express my opinions or feelings about my job to my boss 5) 6) 7) 8) My work interferes with my family or personal life I have no control over my life at work My good performance goes unrecognized and unrewarded My talents are underutilized 10-22 * * * Putting it Together at Nucor Steel • Pay for Performance • Listen to the Frontline • Push-Down Authority • Protect Your Culture • Try Unproven Technologies Source: Business Week, May 1, 2006 10-23 ... Imaginative, Creative, Clever Motivated by Empowerment • Avoid • Naturally Works • • Force/Control/ • • Direct/Threaten Motivated by Fear & Money • • 10- 10 * * * Ouchi’s Theory Z Long-Term Employment... Holistic Concern for Employees 10- 11 * * * Goal-Setting Theory (MBO) • Goal-Setting Theory • Management By Objectives (1960s) 10- 12 * * * Impact of Mentors Source: USA Today 10- 13 * * * Employee-Oriented... Training opportunities Remember important dates Have and abide by policies 10. Celebrate goal accomplishment Source: Allfoodbusiness.com 10- 20 * * * Warning Signs of Employee Stress • • • • • • •