Describe the contributions of scientific management to improving worker productivity. What are some of the limitations of this approach? Why did the results of the studies conducted at the Hawthorne plant surprise Elton Mayo and his fellow researchers? How did these results change the direction of management research? Describe and compare the basic contributions of Maslow and Herzberg to the understanding of worker motivation. Compare the assumptions Theory X makes about employees with those of Theory Y. How do these different assumptions influence management styles? What is the key idea behind goalsetting theory? How does management by objectives help implement this idea?
Chapter 10 - Motivating Employees TEST PLANNING TABLE FOR CHAPTER 10 Learning Objective LL:1 Knows Basic Terms and Facts LL:2 Understands Concepts and Principles LL:3 Applies Principles Explain Taylor’s theory of scientific management 1,2,3,4,5,6,7,8,9,10,11,12, 13,14, 189,190,191,192,193,194, 195,196 15,16, 197,198,199 17,18,19,20, 200,201,202,203, 366 Describe the Hawthorne studies and their significance to management 21,22,23,24,25,26,27, 204,205,206,207,208,209 28,29,30, 210,211 31,32,33,34, 212,213,214, 367 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation 35,36,37,38,39,40,41,42, 43, 215,216,217,218,219,220, 221,222,223,224 44,45, 225,226,227,228,229 46,47,48,49,50,51, 230,231,232,233,234, 235,236,237,238,239, 368 Distinguish between the motivators and hygiene factors identified by Herzberg 52,53,54,55,56,57,58,59, 60,61, 240,241,242,243,244,245 62,63,64, 246,247,248,249,250, 251,252 253,254,255 Differentiate among Theory X, Theory Y, and Theory Z 65,66,67,68,69,70,71,72, 73,74,75,76,77,78,79, 256,257,258,259,260,261, 262,263,264 80,81,82,83, 264,265,267,268,269, 270 84,85,86,87,88,89, 271,272,273,274,275, 276,277,278,279,280, 369, 373* Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories 90,91,92,93,94,95,96,97, 98,99,100,101,102,103, 104,105,106,107,108,109, 110, 281,282,283,284,285,286, 287,288,289,290,291,292, 293,294,295,296,297,298, 299 126,127,128,129,130,131, 132,133,134,135,136,137, 138,139,140,141,142,143, 144,145,146,147,148,149, 150, 321,322,323,324,325,326, 327,328,329,330,331 166,167,168,169,170,171, 172,173,174,175,176,177, 178,179,180, 347,348,349,350,351,352, 353,354,355,356 111,112,113,114,115, 300,301,302,303,304, 305,306,307,308,309, 389 116,117,118,119,120, 121,122,123,124,125, 310,311,312,313,314, 315,316,317,318,319, 320, 370,271, 375* 151,152,153,154,155, 156,157~,158~, 332,333,334,335,336, 337 159,160,161,162,163, 164,165, 338,339,340,341,342, 343,344,345,346, 374* 181,182,183,184,185~, 357,358,359,360,361, 362 186,187,188, 363,364,365, 372, 376* Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition Show how managers personalize motivation strategies to appeal to employees across the globe and across generations 10-1 Chapter 10 - Motivating Employees Total number of test items: 376 True/false questions are in plain text Multiple choice questions are in bold text Questions on boxed material are in bold text with a tilde~ Essay questions are in bold underlined text Minicase questions are in bold with an asterisk* 10-2 Chapter 10 - Motivating Employees Chapter 10 Motivating Employees Answer Key True / False Questions The sense of satisfaction you get when you achieve an important goal is an intrinsic reward Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivating Employees Extrinsic rewards are those that are given to a person by someone else Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivating Employees Since motivation comes from within an individual, there is little that managers can to help motivate employees Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivating Employees When unhappy employees leave a company, the firm normally ends up benefiting financially Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivating Employees 10-3 Chapter 10 - Motivating Employees Frederick Taylor's goal was to find ways to improve worker motivation by making work more interesting and challenging Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories A key element of Frederick Taylor's approach was the time-motion study, which examined the tasks performed to complete a job and the time needed to complete each task Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories Frederick Taylor based his approach on the belief that each worker was an individual who should be treated as a unique asset to the firm Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories Scientific management became the dominant strategy for improving productivity during the early 1900s Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories Elton Mayo conducted studies know as the Hawthorne Studies and became known as the father of scientific management Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories 10-4 Chapter 10 - Motivating Employees 10 Frederick Taylor believed that employees would be more productive if they were allowed to decide for themselves which methods at work to use Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories 11 Three elements were basic to Taylor's approach: time, methods, and rules of work Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories 12 Frank and Lillian Gilbreth developed the principle of motion economy, which said that every job could be broken down into a series of elementary motions Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories 13 Frederick Taylor's ideas about improving worker productivity attracted a lot of attention at the time, but had little lasting significance Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories 14 The concept engagement is used to describe the level of passion and motivation that a person has about their work Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories 10-5 Chapter 10 - Motivating Employees 15 Frederick Taylor encouraged managers to make use of psychological techniques to improve worker motivation Feedback: Taylor was the founder of scientific management, a school of thought that paid little attention to the human side of work Scientific management viewed employees almost as if they were machines that could be programmed to work in the most efficient way Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Medium Topic: Motivation Theories 16 Frederick Taylor believed that workers existed to make management's job easier and more efficient He believed that workers were interested in one thing: good pay If a business provided good pay, workers would provide the grueling labor necessary to get the job done Feedback: Due to the fact that Taylor believed that good pay was the only thing that motivated employees, many firms today still operate with Taylor's rigid rules and expectations of conformity Answer: True AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Medium Topic: Motivation Theories 17 Janis works for a local bakery At one time, she loved the idea of becoming a head pastry chef, but now she is not sure that this is how she would like to spend her working career Her current supervisor does not believe in breaks And, lately, he stands next to her and instructs her as to how to roll out the bread dough and ice the cupcakes, as though she never learned these basic skills in culinary school Just this morning, he commented loudly from the other side of the room, "You should be able to ice five cupcakes in a minute! Time yourself!" Frederick Taylor would have approved of Janis's supervisor Feedback: Frederick Taylor's research involved time-motion studies; he believed that if you studied the motions of workers performing tasks, you could improve their performance at each task and increase productivity Answer: True AACSB: Analytical Thinking Bloom's: Analyze Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Hard Topic: Motivation Theories 10-6 Chapter 10 - Motivating Employees 18 Mark successfully completed a very challenging assignment given to him by his supervisor at work The feeling of accomplishment and satisfaction Mark experienced is an example of an extrinsic reward Feedback: This is an intrinsic reward An intrinsic reward is the personal satisfaction you feel when you perform well and complete goals Answer: False AACSB: Knowledge Application Bloom's: Apply Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Hard Topic: Motivating Employees 19 The Green Velvet Lawn Care Company teaches all of its employees specific methods for fertilizing and seeding lawns The methods are designed to ensure adequate lawn coverage with a minimum of time and effort All employees are expected to follow these methods precisely Green Velvet's approach to lawn care is consistent with the ideas of scientific management Feedback: Scientific management focused on finding the most efficient way to perform tasks and teaching these methods to employees Answer: True AACSB: Knowledge Application Bloom's: Apply Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Hard Topic: Motivation Theories 20 Andy is a supervisor at a web design company Andy has observed that most employees he supervises are more productive if he lets them have some freedom and flexibility in how they go about their work Andy's experience is consistent with the teachings of scientific management Feedback: Scientific management emphasized that all employees should use the most efficient methods for performing tasks, as determined by time-motion studies In this sense, scientific management viewed employees as if they were machines that could be programmed to complete a job as efficiently as possible Answer: False AACSB: Knowledge Application Bloom's: Apply Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Hard Topic: Motivation Theories 10-7 Chapter 10 - Motivating Employees 21 One of the original objectives of the Hawthorne studies was to determine the degree of lighting needed in the workplace to enable employees to achieve optimum productivity Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Easy Topic: Motivation Theories 22 The original results of the Hawthorne studies proved that employees were much more productive when they worked in well-lit areas than when they worked in poorly lit areas Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Easy Topic: Motivation Theories 23 A major conclusion of the Hawthorne studies was that the best way to motivate employees is with monetary incentives such as pay raises and bonuses Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Easy Topic: Motivation Theories 24 The tendency of employees to behave differently when they know they are being studied is known as the Taylor effect Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Easy Topic: Motivation Theories 25 The results of the Hawthorne studies encouraged researchers to begin studying human motivation and managerial styles that lead to higher productivity Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Easy Topic: Motivation Theories 10-8 Chapter 10 - Motivating Employees 26 Elton Mayo's researchers concluded that worker motivation improved when managers listened to worker's ideas and suggestions Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Easy Topic: Motivation Theories 27 The Hawthorne studies proved that the methods of scientific management were the best way to achieve maximum productivity among employees Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Easy Topic: Motivation Theories 28 The Hawthorne studies concluded that intrinsic rewards are always better than extrinsic rewards Feedback: The Hawthorne studies did not conclude that one type of reward was more important than another It did conclude that human and/or psychological factors may play into a worker's productivity level and that pay is not the only motivator Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Medium Topic: Motivation Theories 29 The Hawthorne studies concluded that productivity at work seldom changed, but an employee's attitude could show significant improvement if he/she were given the opportunity to think critically at work Feedback: The Hawthorne studies indicated that there were special motivators besides higher wages that motivated employees to be more productive Mayo concluded that workers who perceived that they were a special, elite group who were specifically chosen for an experiment and permitted to provide input into the experiment became motivated to perform better Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Medium Topic: Motivation Theories 10-9 Chapter 10 - Motivating Employees 30 Although Elton Mayo originally intended to collect data for a traditional scientific management study, his breakthrough research led to further research on the kinds of things that drive employees to successfully meet and exceed productivity goals at work Feedback: Mayo concluded that workers who perceived that they were a special, elite group who were specifically chosen for an experiment and permitted to provide input into the experiment became motivated to perform better Answer: True AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Medium Topic: Motivation Theories 31 Harrison is a manager at the local post office He wants to find ways to improve worker motivation, and has read about the Hawthorne studies conducted by Elton Mayo and his colleagues He believes these studies offer important insights into what motivates employees Harrison is not likely to support the methods and ideas associated with scientific management Feedback: Scientific management had little concern for how "human factors" could motivate employees In the Hawthorne studies, however, Mayo and his colleagues showed that human factors could have a major influence on worker productivity They concluded that the reason productivity increased no matter how physical working conditions were changed was that the employees who participated in the experiment felt special, and developed a sense of camaraderie that made their work more enjoyable This improved their job satisfaction, leading to higher productivity Answer: True AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Hard Topic: Motivation Theories 10-10 Chapter 10 - Motivating Employees 353 As a group, Millennials tend to be: A older and more mature than Gen Xers B less interested in technology than Baby Boomers C inefficient, easily bored, and uncommitted D adaptable, tolerant, and tech savvy Answer: D AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Easy Topic: Motivation Strategies 354 Even across generations, motivation is likely to: A remain a mystery because researchers cannot quite pinpoint where it comes from B come from the job itself C develop within employees over time D diminish among employees who achieve at high levels Answer: B AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Easy Topic: Motivation Strategies 355 Baby Boomers as managers need to understand that: A Gen X and Gen Y employees will be motivated by flexibility in the workplace B Gen X and Gen Y employees will be motivated by a good deal of structure in the workplace C Millennials are motivated from within, while Gen Xers need rewards D Gen Xers are motivated by knowing that they can keep their jobs for a lifetime Answer: A AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Easy Topic: Motivation Strategies 10-119 Chapter 10 - Motivating Employees 356 When reflecting upon the newer generation, each older generation says the same thing: A their generation had it better B the newer generation "breaks the rules." C their generation had a more difficult time of it D newer generations are smarter Answer: B AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Easy Topic: Motivation Strategies 357 In order to understand how to motivate the various generations, we need to understand each generation’s preferred mode of communication Look at the following chart and fill in the blank cell Generation Traditionalists Baby Boomers Gen Xers Millennials Preferred Communication Style at Work Face to face Email Technology such as social media A By cell phone B By text C Meetings and teleconferences D Online and social media Feedback: Baby boomers prefer meetings and teleconferencing Answer: C AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Medium Topic: Motivation Strategies 10-120 Chapter 10 - Motivating Employees 358 Which of the following statements about cultural differences in the workplace is most accurate? A The best way to deal with cultural differences in the workplace is to treat everyone the same way B Cultural differences were once a major problem, but television, telecommunications, email, and the Internet have brought people closer together and greatly reduced cultural differences C Managers must be very aware of cultural differences and recognize that different employees may respond best to different management and motivational styles D Only firms that hire a lot of foreign-born employees are likely to have problems dealing with cultural differences Employees born in the United States tend to have a common set of values and attitudes, regardless of age or social background Feedback: In the future, effective managers will find that they must get to know each worker personally and tailor the motivational effort to the individual This is particularly true because of cultural differences that arise due to the globalization of business and due to differences among employees from different generations Answer: C AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Medium Topic: Motivation Strategies 359 When it comes to motivating Millennials and Gen Xers, it is important for managers to know that they have a few things in common One important likeness is: A they don’t like large families B they expect change C neither group was raised by baby boomers D neither group has advanced to management positions Feedback: Due to unprecedented changes in the past twenty years, in almost every external environment (economic, political, social, etc.), these generations were raised to expect change Answer: B AACSB: Reflective Thinking Bloom's: Understand Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Medium Topic: Motivation Strategies 10-121 Chapter 10 - Motivating Employees 360 If "fun and stimulation" are rated as important job criteria by Millennials, which of the following might be a way to motivate this generation? A Simplify jobs so that they have time for fun between tasks B Simplify jobs so that they not have to work longer than six-hour days C Provide opportunity for innovation and job rotation D Separate the work spaces of Millennials from Gen X and Baby Boomers Feedback: Most employees who have the opportunity to innovate at work will find their jobs more fun and stimulating Job rotation may also help to create a stimulating environment Answer: C AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Medium Topic: Motivation Strategies 361 Which of the following statements about high-context cultures reflects how managers in this type of culture might operate? A Your personal life would not be of concern to a manager that operates in a high-context culture B If you are selling your company's product to another business that has a high-context culture, it is almost guaranteed that the product or service will sell itself C As a manager in a high-context culture, you will always stress that employees compartmentalize their work life and home life, so that each does not interfere with the other D As a sales professional trying to sell your product to a business that operates within a high-context culture, you may have to visit the decision makers several times and get to know them on a personal level Feedback: High-context cultures spend more time developing relationships and prefer to develop group trust prior to making business decisions Low-context cultures believe it is a waste of time to build relationships on the job Answer: D AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Medium Topic: Motivation Strategies 10-122 Chapter 10 - Motivating Employees 362 Which of the following descriptions more appropriately reflects the way that Gen Xers prefer to communicate at work? A Face to face B Through meetings C Through e-mail D Through social media Feedback: Gen Xers are known to prefer e-mail and will succumb to meetings only after they have exhausted their attempt to make decisions through e-mail Answer: C AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Medium Topic: Motivation Strategies 363 A college graduate with a degree in psychology, Diana is in no hurry to find a job In fact, she has elected to continue her education until she decides on the type of career she would like to pursue Although she really likes some aspects of marketing, social work and social causes also appeal to her Having worked part-time in a small business during college, she also thinks that working in her own business, independent of the control of others, may also be the way to go Diana is typical of: A Baby boomers B Gen X C Gen Y D Gen z Feedback: Gen Y, also known as Millennials, aren't rushing to find careers right after college graduation They are "job surfing" and place a lot of value on having a good work-life balance Answer: C AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Hard Topic: Motivation Strategies 10-123 Chapter 10 - Motivating Employees 364 Alex, an employee at Green Spaces Irrigation Systems, is pleased that his old supervisor Wally retired "Wishy" Wally, as the crew used to call him, seemed like a pretty nice guy, but seldom let Alex know if installations were adequate until something went wrong The new supervisor starts each day with reviewing yesterday's successes and challenges, and gives everyone opportunity to voice their concerns One of the best assets of managers is their ability to provide timely feedback and to understand that employees want regular performance reviews A Baby boomers B Gen X C Gen Y D Gen Z Feedback: Gen X managers usually are more apt to provide timely feedback, and positive feedback, if the situation calls for it Answer: B AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Hard Topic: Motivation Strategies 365 On the long flight back from South Korea, Aaron had plenty of time to reflect upon the challenges of his business trip that took him to four Asian countries His goal to sell his company's state-of-the-art bicycle pump to several foreign firms certainly could have gone better Although the 10 companies he visited didn't turn him down, only one agreed to place an order Representatives from one Indonesian firm and two Chinese firms asked him when he planned to come again! As Aaron reviewed his memories and notes, he pondered, "Didn't they realize the expense of these international trips?" Aaron is experiencing: A the fact that he is from a West Context Culture and the prospective buyers were from an East Context Culture B the fact that he is from a highly developed culture and the prospective buyers are from third-world countries C the differences between high-context and low-context cultures D brain drain Feedback: High-context cultures spend more time developing relationships and prefer to develop group trust prior to making business decisions Low-context cultures believe it is a waste of time to build relationships on the job Answer: C AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Hard Topic: Motivation Strategies 10-124 Chapter 10 - Motivating Employees Essay Questions 366 Describe the contributions of scientific management to improving worker productivity What are some of the limitations of this approach? Answer: The keys to the scientific management approach were time, methods, and rules of work Time-motion studies were used to identify the most efficient way of doing each task Employees were then taught these methods and expected to use them There was little room for individuality or creativity In fact, scientific management viewed employees almost as if they were robots that could be programmed to perform their tasks Very little attention was paid to the human side of management According to Frederick Taylor, the father of the scientific management approach, the best way to motivate employees was to offer them a satisfactory level of pay Scientific management did result in impressive improvements in productivity and became the dominant approach to management during the early 1900s In fact, some successful companies still make use of this approach However, modern managers recognize this approach ignores the complexity of human motivation Employees are not robots They tend to be more productive and more highly motivated when they are treated as human beings rather than machines They are capable of being creative, loyal, and hard-working when conditions within an organization encourage and support their efforts Thus, modern managers have moved beyond the scientific management approach to incorporate the findings of a host of researchers and theorists in the field of human motivation AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: Hard Topic: Motivation Theories 10-125 Chapter 10 - Motivating Employees 367 Why did the results of the studies conducted at the Hawthorne plant surprise Elton Mayo and his fellow researchers? How did these results change the direction of management research? Answer: The Hawthorne studies began as typical scientific management studies concerned with how physical working conditions, such as lighting, temperature, and humidity, affected productivity The goal was to find the working conditions that would result in optimum productivity The results surprised Mayo and his colleagues because, regardless of how the researchers varied lighting and other factors, the employees in the experimental group were always more productive than other employees The unexpected results led Mayo to suspect that some human or psychological factor was influencing the productivity of the employees in the experimental group After interviewing these employees, researchers concluded that they were highly motivated because they felt special, enjoyed the social interaction with each other and with managers and the researchers, and felt that management respected their ideas and opinions These findings encouraged researchers to shift their emphasis away from Taylor's scientific management approach toward a study of the human and psychological factors that affected motivation AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: Hard Topic: Motivation Theories 10-126 Chapter 10 - Motivating Employees 368 Describe and compare the basic contributions of Maslow and Herzberg to the understanding of worker motivation Answer: Abraham Maslow's main contribution to the understanding of worker motivation was his idea that people were motivated by the desire to satisfy unmet needs He believed that these needs could be arranged in a hierarchy from the most basic to the highest level The hierarchy included the following categories of needs: ● Physiological needs: basic survival needs for things like food and shelter (This is the most basic type of need.) ● Safety needs: the need to feel secure at work and at home ● Social needs: the desire to be loved and accepted as part of a group ● Esteem needs: the need for recognition and respect from others as well as self-respect ● Self-actualization needs: the desire to reach one's fullest potential (This is the highest-order need in Maslow's hierarchy.) According to Maslow, people first attempted to satisfy the lowest-order needs that had not been met For example, someone who was very hungry (and thus had unmet physiological needs) would not be motivated by higher-order needs until the hunger was satisfied However, once a lower-order need had been met, higher-order needs would become a source of motivation For business organizations, Maslow's theory suggests that employees would be motivated to perform well at work if they could satisfy their unmet needs by achieving the organization's goals Since most American employees have a standard of living and enough security to meet their basic physiological need and security needs, Maslow's theory suggests that they would be motivated primarily by the opportunity to meet higher-order needs for social acceptance, esteem, and selfactualization Herzberg investigated how aspects of the job itself could affect worker motivation He asked employees what conditions made them want to work to their full potential He found that most of the factors that created a high level of motivation were concerned with job content These included a feeling of personal achievement, the chance for recognition, interesting work, and the opportunity for growth and personal advancement Herzberg called these types of factors motivators Interestingly, employees ranked factors such as pay, job security, and general working conditions much lower as motivators However, Herzberg found that, even though improvements in these factors did not necessarily increase motivation very much, employees could become dissatisfied if they were missing or inadequate He called these conditions hygiene factors Herzberg's findings suggested that firms must maintain adequate levels of hygiene factors to prevent worker dissatisfaction, but that the key to improving motivation would be to provide jobs that were interesting, challenging and offered chances for recognition, advancement, and growth There is a link between Herzberg's findings and the ideas developed by Maslow All of Herzberg's motivators are factors that would help employees achieve the higher-order needs in Maslow's hierarchy Similarly, Herzberg's hygiene factors generally help satisfy the lower-order needs in Maslow's hierarchy This link is illustrated in Figure10.3 of the text AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: Hard Topic: Motivation Theories 10-127 Chapter 10 - Motivating Employees 369 Compare the assumptions Theory X makes about employees with those of Theory Y How these different assumptions influence management styles? Answer: Theory X assumes that most employees are lazy, have little ambition, wish to avoid responsibility, prefer to be directed, and are primarily motivated by fear and punishment Theory Y assumes that the average person likes work and will naturally work toward goals to which he or she is committed Theory Y also assumes that most employees are capable of using a relatively high degree of imagination and creativity to solve problems, and that the average worker's potential is only partially realized Theory X managers are likely to take an autocratic approach to management They tend to supervise employees closely to make sure they don't loaf, and tell subordinates exactly what to and how to it, giving them little authority, responsibility or flexibility Theory X managers often use threats and punishment to motivate employees Theory Y managers use a more open and participative management style They allow employees to participate in setting objectives and give them the freedom to be creative and flexible in how they their jobs Theory Y managers have confidence in their subordinates, and are comfortable with the idea of empowerment They usually rely on rewards rather than threats and punishment as the primary means of motivating employees, and recognize that different employees are motivated by different types of rewards AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: Hard Topic: Motivation Theories 370 What is the key idea behind goal-setting theory? How does management by objectives help implement this idea? Answer: Goal-setting theory is based on the idea that setting ambitious but attainable goals is a key to achieving a high level of motivation and performance The theory also points out that to be effective, the goals must be accepted by everyone in the organization, must be accompanied by feedback, and must be facilitated by organizational conditions Management by objectives (MBO) is a strategy for involving all members of an organization in goal setting and implementation It involves a cycle of discussion, review, and evaluation MBO helps achieve the acceptance of goals by getting everyone involved in the process The cycle of discussion, review, and evaluation provides plenty of opportunities for feedback and reinforces the organizational conditions that are required by goal-setting theory AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: Hard Topic: Motivation Theories 10-128 Chapter 10 - Motivating Employees 371 Explain how managers could motivate employees by using expectancy theory? Create a story/example of expectancy theory at work, incorporating the three questions that according to expectancy theory employees will ask Answer: Expectancy theory states that employees' expectations about how something will turn out can affect their motivation If they expect that their effort will not lead to success, they are less likely to be motivated to perform a task or achieve a goal that is requested by management Victor Vroom says that employees will ask three questions before committing effort toward goal completion: (1) Can I accomplish the task? (2) If I accomplish it, what's my reward? (3) Is the reward worth the effort? Story examples will vary, but should incorporate each of the three questions that Victor Vroom developed AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: Hard Topic: Motivation Theories 10-129 Chapter 10 - Motivating Employees 372 List the three generations in the workplace today, and provide at least two characteristics of each generation that affect their motivation Answer: Baby Boomers: - are the idealistic generation that were raised during a time of prosperity - are very focused on work - not embrace work-life balance as much as more recent generations Generation X: - were raised by parents who placed a lot of focus on work - may have spent a lot of time in daycare situations; their parents' layoffs added to their insecurity - are better than former generations at providing employee feedback - believe in work-life balance - are advocates of career security more than job security, as a result of their experiences - are good at collaboration and consensus building - are more free-reign or democratic managers Generation Y, or Millennials: - were raised by indulgent parents - are very tech savvy - are not rushing to find a job; are more focused on choosing a career - want employers who can adapt to them - place importance on work-life balance and want managers who understand this - are blunt, expressive, and image-driven - seem to multitask better than previous generations AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Hard Topic: Motivation Strategies 10-130 Chapter 10 - Motivating Employees Multiple Choice Questions Mini-Case The first meeting between the new CEO of Idle Time Gaming, Inc., John Noble, and Howie Spradlin, the production manager, did not go smoothly The purpose of the meeting was to discuss the problem of declining productivity and to develop a strategy to turn the situation around Howie started the conversation by handing Mr Noble the most recent production report "I've always thought that most of our employees were lazy, and now I've got proof," Howie stated "We pay these guys the highest wages in the industry, provide them with a safe place to work, and make the job as simple as possible We aren't asking these guys to brain surgery, but productivity still lags and our production costs increase I've told all the supervisors to watch these lazy bums every second to make sure they put in a full day's work If those guys think I'm going to let them get away with goofing off, they're in for a rude awakening." CEO Noble responded in a way that surprised Howie "Maybe these employees aren't lazy, Howie, maybe they are just bored and resent the way we've treated them," he said "The employees are experienced and well trained They might work harder and smarter if the work were more interesting and rewarding Their attitudes might even improve if we treated them with more respect Maybe one of the best ways for you and me to understand where they're coming from is to spend some time alongside them." For the next hour, the two discussed ways to improve worker motivation and performance Howie left the meeting with an unsettled feeling Many of Mr Noble's suggestions seemed naïve to Howie "Mr Noble is the boss, but I think he is too optimistic regarding human nature," Howie mused Reluctantly, Howie had to admit that his own approach had not succeeded in improving the plant's performance He decided to take a hard look at some of Mr Noble's ideas 10-131 Chapter 10 - Motivating Employees 373 According to McGregor, Howie's views of his employees suggest he is a manager A Theory A B Theory J C Theory X D Theory Y Feedback: Theory X assumes that most employees dislike work and will avoid it if possible, so they must be forced, controlled and threatened with punishment to make them put forth an honest effort Answer: C AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: Hard Topic: Motivation Theories 374 Currently, jobs at Idle Time Gaming are broken into small individual steps, and each employee is assigned to perform a different step in an effort to achieve task efficiency This technique is known as job: A segmentation B refinement C specialization D simplification Feedback: Job simplification attempts to achieve task efficiency by breaking down jobs into simple steps and assigning an employee to each of those steps Answer: D AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-07 Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition Level of Difficulty: Hard Topic: Motivation Theories 10-132 Chapter 10 - Motivating Employees 375 John Noble speculated that Howie really didn't know much about his employees, including the types of rewards that they found meaningful and whether they personally felt that if they worked hard, they could achieve a reward Noble's thoughts referred to: A Reinforcement Theory B Equity Theory C Expectancy Theory D Theory J Feedback: Expectancy theory has three aspects The employee asks himself: (1) If I work hard, will I be able to achieve the goal? (2) If I achieve the goal, will I get a reward? (3) Is the reward something that I want? Answer: C AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: Hard Topic: Motivation Theories 376 Before ending the meeting, John Noble informed Howie that he would be sending out an e-mail to all employees asking for suggestions as to how the jobs could be restructured to improve productivity As Howie walked back to the production site, he shook his head, "Is Noble from a different planet? Does he really think our workers have a clue?" Unlike Noble, Howie does not realize that: A employees can be motivated by open communication B employees seek equity C employee perceptions of equity are usually underestimations D employees will offer ways to simplify job tasks Feedback: Employees are motivated to contribute ideas when they are given the opportunity to provide open-ended feedback Answer: A AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-08 Show how managers personalize motivation strategies to appeal to employees across the globe and across generations Level of Difficulty: Hard Topic: Motivating through Open Communication 10-133 ... underlined text Minicase questions are in bold with an asterisk* 1 0-2 Chapter 10 - Motivating Employees Chapter 10 Motivating Employees Answer Key True / False Questions The sense of satisfaction... Objective: 1 0-0 1 Explain Taylor’s theory of scientific management Level of Difficulty: Easy Topic: Motivation Theories 1 0-4 Chapter 10 - Motivating Employees 10 Frederick Taylor believed that employees. .. 1 0-0 6 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: Easy Topic: Motivation Theories 1 0-2 8 Chapter 10 - Motivating Employees 103