Chapter Ten Motivating the Workforce

Chapter TenMotivatingthe WorkforceHuman RelationsThe study of the behavior of individuals and groups in organizational settings.The Nature of HRMotivationThe inner drive that directs a person’s behavior toward goals.MoraleAn employee’s attitude toward his or her job, employer, and colleagues.The Motivation ProcessMore money forunexpected medical expensesNeedAsk for a raiseWork harder to gain a promotionLook for a higher-paying jobStealMore moneyGoal-directed behaviorNeed SatisfactionWorker Satisfaction Nine out of 10 employees of all generations say that true success is about being trusted. Generation Xers see an employee review:The employer is “The Terminator” They see themselves as “Employees with a Future”Their greatest psychological need is Security Source: Roper Starch Worldwide and Sally Ring Research from USA TODAY Snapshot, October 3, 2001.Historical Perspectiveson Employee MotivationClassical Theory of Motivation(Frederick W. Taylor)The Hawthorne Studies(Elton Mayo)Maslow’s Hierarchy of NeedsSource: adapted from Abraham H. Maslow, “A Theoryof Human Motivation,” Psychology Review 50 (1943): 370-396.Self-ActualizationNeedsEsteem NeedsSocial NeedsSecurity NeedsPhysiological NeedsHerzberg’s Two-Factor TheoryHygiene FactorsCompany policiesSupervisionWorking conditionsSalarySecurityMotivational FactorsAchievementRecognitionThe work itselfResponsibilityAdvancementFAST FACT:Absenteeism costs a typical large company more than $3 million a yearMcGregor’s Theory X and Theory YTheory XManagement view that assumes workers generally dislike work and must be forced to do their jobs.Theory YManagement view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.Theory ZA management philosophy that stresses employee participation in all aspects of company decision making.Comparison of American, Japanese, and Theory Z Management StylesSource: Adapted from William Ouchi, Theory Z How American Business Can Meet theJapanese Challenge, p. 58. © 1981 by Addison-Wesley Publishing Company, Inc.Reprinted by permission of Addison-Wesley Publishing Company, Inc.Comparison of American, Japanese, and Theory Z Management StylesSource: Adapted from William Ouchi, Theory Z How American Business Can Meet theJapanese Challenge, p. 58. © 1981 by Addison-Wesley Publishing Company, Inc.Reprinted by permission of Addison-Wesley Publishing Company, Inc.How US Companies Use Theory ZQuality CirclesParticipative ManagementEmployee InvolvementSelf-directed Work TeamsFAST FACT:Theory Z lets employees feel organizational ownership, which may produce positive attitudinal and behavioral effects for employees.Other Motivational TheoriesCan I get it?Do I want it?Equity TheoryExpectancy TheoryWhat Iput inWhat Iget backStrategies for Motivating EmployeesBehavior ModificationJob DesignJob Design StrategiesJob Rotation Exposes employees to a variety of tasks as they move from one job to another.Job Enlargement Teaches employees new tasks in their present job.Job Enrichment Gives employees more control and authority in their present job, along with additional tasks.Flexible Scheduling StrategiesFlextimeCompressed Work WeekJob SharingTelecommutingFAST FACT:59% of companies with more than 5000 workers allow job-sharing.Source: Jim Owen, “In Pursuit of Job Sharing,” from (accessed June 8, 2001).Flextime, Showing Core and Flexible HoursCoreTimeEndTimeStartTimeCoreTimeThe Importance of Motivational StrategiesFosters employee loyaltyBoosts productivityAffects all relationships within the organizationInfluences promotion, pay, job design, training, and reporting relationships Employee’s Definitions of Success91%81%74%66%58%58%Being trusted to get a job doneHaving power to make decisionsGetting raisesGetting promotionsGaining seniorityHaving the power to make decisionsthat affect the companySource: Survey of 2,000 adults by Randstad North America, Atlanta as reported ;in Kemba J. Dunham, “The Jungle/Focus on Recruitment, Pay and Getting Ahead,” Wall Street Journal, May 23, 2001, p. B12.Solve the Dilemma1. Which motivational theories are in use at Eagle?2. What is the value of getting employees to compete against a goal instead of against one another?3. Put yourself in the shoes of one of the four regional sales managers and argue against potential cutbacks to the motivational program.Explore Your Career OptionsWhat 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 Jackson, Mississippi versus Chicago, Illinois?Additional Discussion Questions and Exercises1. What is meant by the equity theory? How can the equity theory guide managers in dealing with subordinates?2. In what areas are the typical American management style and the typical Japanese style different?3. What is the main purpose of offering flexible scheduling strategies for employees?4. What was the importance of Frederick W. Taylor’s and Elton Mayo’s studies to human relations?Chapter 10 Quiz1. Which of the following employee-motivation theories is most similar to Japanese management styles? a. Theory X b. Theory Y  c. Theory Z  d. Frederick Taylor’s theory2. Which of the following is most likely to result in less than 40 hours of employment? a. compressed workweek b. telecommuting c. flextime d. job sharingChapter 10 Quiz3. Which of Maslow’s hierarchy of needs is first to be satisfied? a. physiological needs b. security needs c. esteem needs d. self-actualization needs4. The inner drive that directs behavior toward goals is known as a. motivation. b. need. c. objective. d. morale.Multiple Choice Questions about the Video1. Empowering Southwest employees to respond to customers as they see fit relates to which type of factor in Herzberg’s Theory of Motivation? a. hygiene b. physiological c. security d. motivational2. Southwest’s family attitude, spirit of cooperation, and sense of fun contributes to its a. low turnover rate. b. high turnover rate. c. average turnover rate. d. zero turnover rate.