Lecture Business: A changing world - Chapter 10: Motivating the work force

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Lecture Business: A changing world - Chapter 10: Motivating the work force

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After reading this chapter, you will be able to: Define human relations and determine why its study is important; summarize early studies that laid the groundwork for understanding employee motivation; compare and contrast the human-relations theories of Abraham Maslow and Frederick Herzberg;...

Chapter Ten Motivating the Work Force     © 2003 McGraw­Hill Ryerson Limited Human Relations 10-1   The study of the behaviour of  individuals and groups in organizational  settings   © 2003 McGraw­Hill Ryerson Limited The Motivation Process Need 10-2 More money for unexpected medical expenses Goal­directed behaviour Ask for a raise Work harder to gain a promotion Look for a higher­paying job Steal Need Satisfaction More money     © 2003 McGraw­Hill Ryerson Limited Worker Satisfaction 10-3   More Older Workers Are Satisfied with  Their Current Employers Age  % Satisfied  under age 35  58%  35 ­ 54  70% 55andolder 93% â2003McGrawưHillRyersonLimited Source:CDBResearch&Consultingfrom USATodaySnapshot,October7,1998 HistoricalPerspectives onEmployeeMotivation ClassicalTheoryofMotivation (FrederickW.Taylor) TheHawthorneStudies (EltonMayo) 10-4 â2003McGrawưHillRyersonLimited MaslowsHierarchyofNeeds Selfư Actualization Needs 10-5 Esteem Needs Social Needs Security Needs Physiological Needs     © 2003 McGraw­Hill Ryerson Limited Source: adapted from Abraham H. Maslow, “A Theory of Human Motivation,” Psychology Review 50 (1943): 370­396 Herzberg’s Two­Factor Theory 10-6   Hygiene Factors • Company policies • Supervision • Working conditions • Salary • Security   © 2003 McGraw­Hill Ryerson Limited Motivational Factors • Achievement • Recognition • The work itself • Responsibility • Advancement Theory X and Theory Y 10-7 Theory X 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  self­actualization needs     © 2003 McGraw­Hill Ryerson Limited Comparison of North American,  Japanese, and Theory Z Management  Styles   10-8a Duration of  employment  Rate of   promotion  North  American  Japanese  Relatively short  Lifelong; no  term; workers  layoffs  subject to layoffs  when business  slows   Long term; layoffs  rare  Rapid  Slow  Slow  Considerable;  Amount of   specialization  worker develops  expertise in one  area only    Theory Z  Minimal; worker  Moderate; worker  develops expertise  learns all aspects  in all aspects of the  of the organization  organization        © 2003 McGraw­Hill Ryerson Limited Source: Adapted from William Ouchi, Theory Z How American Business Can Meet the Japanese Challenge, p. 58. © 1981 by Addison­Wesley Publishing Company, Inc Reprinted by permission of Addison­Wesley Publishing Company, Inc Comparison of North American,  Japanese, and Theory Z Management  Styles North  American    10-8b Decision  making        Individual  Japanese  Theory Z  Consensual; input  Consensual; emphasis  from all concerned  on quality  parties is  considered  Responsibility  Assigned to the  individual  Shared by the  group  Assigned to the  individual  Control  Explicit and  formal  Less explicit and  less formal  Informal but with  explicit performance  measures  Concern for  workers  Focus is on work  Focus extends to  Focus includes worker's  only  worker's whole life  life and family    © 2003 McGraw­Hill Ryerson Limited Source: Adapted from William Ouchi, Theory Z How American Business Can Meet the Japanese Challenge, p. 58. © 1981 by Addison­Wesley Publishing Company, Inc Reprinted by permission of Addison­Wesley Publishing Company, Inc Other Theories of Motivation 10-9 What I get back What I put in Equity Theory     © 2003 McGraw­Hill Ryerson Limited Can I get it? Do I want it? Expectancy Theory Job Design Strategies 10-10a Job Rotation Job enlargement Job enrichment     © 2003 McGraw­Hill Ryerson Limited Exposes employees to a variety  of tasks as they move from one  job to another Teaches employees new tasks  in their present job Gives employees more control  and authority in their present  job, along with additional tasks Job Design Strategies 10-10b   Flexible scheduling  strategies  Allow employees to work schedules  other than the traditional 40­hour­per­  week 9­to­5 job to accommodate their personal needs.  Management by objectives Involves employees in their own goal­ setting process; they set their own  objectives, are evaluated, and receive  rewards based on their achievement of  those objectives   © 2003 McGraw­Hill Ryerson Limited Flextime, Showing Core  and Flexible Hours 10-11 Core Time Possible Start Times   Possible End Times   © 2003 McGraw­Hill Ryerson Limited Steps in Management by Objectives 10-12 Individuals negotiate or are assigned a set of objectives to achieve within a specified period of time   Individuals are evaluated periodically to see how they are doing   © 2003 McGraw­Hill Ryerson Limited Individuals are rewarded on the basis of how close they come to achieving their stated goals Favorite Techniques by CEOs  for Staying Motivated 10-13   Finding a new challenge inside the business Exercising Finding a new challenge outside the business Taking time off Praying Listening to a motivational audiotape Attending a motivational speech   © 2003 McGraw­Hill Ryerson Limited 63.9% 8.5% 6.0% 3.9% 3.2% 2.8% 1.8% Source: “How Entrepreneurs Stay Motivated,” Inc., March 1998, p. 94 Why Workers Don’t Show Up 10-14 Stress Reasons For Absence Entitlement Mentality 1995 Family Issues 1998 Personal Needs Personal Illness   10   © 2003 McGraw­Hill Ryerson Limited 20 Percent 30 40 Source: “Why Workers Don’t Show Up,” Business Week, November 16, 1998, p. 8 Road Warrior Stress 10-15 One in four business professionals say their stress is  raised by business travel. Travelers who say these  cause stress on the road: Time away from family 75% 63% Work piling up Keeping up with email, faxes, voice mail Arranging personal business 46% 46% 38% Travel logistics 20% Preparing expense report     © 2003 McGraw­Hill Ryerson Limited Source: USA Today, September 21, 1998, B­1 Solve the Dilemma 10-16   a Which motivational theories are in use at St.  Lawrence? b What is the value of getting employees to  compete against a goal instead of against one  another? c Put yourself in the shoes of one of the four  regional sales managers and argue against  potential cutbacks to the motivational program   © 2003 McGraw­Hill Ryerson Limited Explore Your Career Options 10-17   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 Victoria,  British Columbia versus Winnipeg,  Manitoba?   © 2003 McGraw­Hill Ryerson Limited Ethics & Diversity 10­18   Is DaSilva warranted in requiring only English  being spoken? Is the B.C. crew defensible in their insistence on  using their language on and off the job? What could happen if this matter is not resolved  quickly? What basis does DaSilva have to demand the use  of English? What are the goals of the company and how does  this matter help or hinder the attainment of these  goals?   © 2003 McGraw­Hill Ryerson Limited Additional Discussion  Questions and Exercises 10-19 What is meant by the equity theory? How can the equity  theory guide managers in dealing with subordinates? In what areas are the typical North 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?     © 2003 McGraw­Hill Ryerson Limited Chapter 10 Quiz 10-20a Which of the following employee­motivation 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 management by objectives c flextime d job sharing     © 2003 McGraw­Hill Ryerson Limited Chapter 10 Quiz 10-20b Which of Maslow’s hierarchy of basic needs is first to be satisfied? a physiological needs b security needs c esteem needs d self­actualization needs The inner drive that directs behavior toward goals is known as a motivation b need c objective d morale     © 2003 McGraw­Hill Ryerson Limited ... quickly? What basis does DaSilva have to demand the use  of English? What are the goals of the company and how does  this matter help or hinder the attainment of these  goals?   © 2003 McGraw­Hill Ryerson Limited... © 2003 McGraw­Hill Ryerson Limited Additional Discussion  Questions and Exercises 1 0-1 9 What is meant by the equity theory? How can the equity  theory guide managers in dealing with subordinates? In what areas are the typical North American management ... Which motivational theories are in use at St.  Lawrence? b What is the value of getting employees to  compete against a goal instead of against one  another? c Put yourself in the shoes of one of the four  regional sales managers and argue against 

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Mục lục

  • Chapter Ten

  • Human Relations

  • The Motivation Process

  • Worker Satisfaction

  • Historical Perspectives on Employee Motivation

  • Maslow’s Hierarchy of Needs

  • Herzberg’s Two-Factor Theory

  • Theory X and Theory Y

  • Comparison of North American, Japanese, and Theory Z Management Styles

  • Slide 10

  • Other Theories of Motivation

  • Job Design Strategies

  • Slide 13

  • Flextime, Showing Core and Flexible Hours

  • Steps in Management by Objectives

  • Favorite Techniques by CEOs for Staying Motivated

  • Why Workers Don’t Show Up

  • Road Warrior Stress

  • Solve the Dilemma

  • Explore Your Career Options

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