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SGMA 217 > Chapter 10- Motivating Employees > Flashcards

Chapter 10- Motivating Employees Flashcards

1
Q

What is the most important management function

A

motivating employees

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2
Q

What affects the mindset that people bring to wokr every day

A

-the external environemtn

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3
Q

external environment

A

external environment affects the level of motivation
(pesti)
political env: legislation abt workers
economic: inflation, compeititve pay
social: the expectations people have
tech: how tech change impacts job demands
intl: intl competition

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4
Q

motivation

A

driving force tha influences how we behave-driven by our need to achieve our goals

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5
Q

what dirves motivation

A

need
want

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6
Q

two classifications of motivations

A

extrinsic (External factors)
intrinsic (Internal Factors)

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7
Q

what classfiication of motivation is money

A

extrinsic

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8
Q

what classfiication of motivation is praise

A

intrinsic

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9
Q

Taylor’s: Scientific Management

A

Taylor, a manager at steel company, applied science to managment of workers

-each big job be broken up into tasks (job specialization)

-management should figrue out the most productive/eff way to complete a task
-every task has a quota, if it is exceeded then they get paid hella more per unit!

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10
Q

Taylor’s scientific management goal

A

find precise physical motions to complete a task effectively

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11
Q

Taylor’s scientific management incentive

A

MONEY, more produced mroe moeny given to a indivudual

THIS IS PIECE RATE SYSTEM

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12
Q

Piece Rate system

A

Work paid for according to the number of units turned out.

higher production, more money turned out

more porductive workers get more money

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13
Q

Taylor scientfic managemetn problem

A

it does not necessarily adress the motivation of workers! it increases productivity to a point but after that it can even decline

BECAUSE WE ARE NOT MACHINES! highly mechanized work is boring and MISERABLE!

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14
Q

Hawthorne effect

A

employees work harder when they recieve more attention!!

when people are more involved in their jobs, when they feel important htye are productive!

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15
Q

what are today’s successful companies’ management strategies

A
  1. SCIENTIFC MANAGEMENT (taylor)
  2. MOTIVATION STRATEGIES (hawthorne)
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16
Q

Human relations movement

A

pay is only one motivator, but there are others
EMPLOYEES MUST BE HAPPY ANS SATISFIED

goal: increase productivity

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17
Q

Taylor’s system of scientific management applied scientific principles to work and workers. These principles led to increases in productivity that are still in use today. However, this view of “motivation” is now regarded as narrow because it treats workers somewhat like machines. The Hawthorne studies led to a revolution in theories about motivation because they revealed the human side of productivity improvement. Employees who are happy and satisfied with their work are motivated to perform better, which in turn increases productivity.

A

Taylor’s system of scientific management applied scientific principles to work and workers. These principles led to increases in productivity that are still in use today. However, this view of “motivation” is now regarded as narrow because it treats workers somewhat like machines. The Hawthorne studies led to a revolution in theories about motivation because they revealed the human side of productivity improvement. Employees who are happy and satisfied with their work are motivated to perform better, which in turn increases productivity.

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18
Q

Tayloe vs hawthorne

A

science vs human

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19
Q

Maslow’s Hierarchy of needs

A

what we need to feel good! physiological to self actualization!

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20
Q

Maslow hierarchy

A

self-actualization
esteem
social
safety
physiological

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21
Q

maslow, does each need to be 100% to move up hierarchy?

A

NO! if majority is met then they will be motivated primarily by next level

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22
Q

maslow problem

A

theory does not fully adress the opportunity to move down to another level

does not adress cultural differences (some cutlures put social needs before even physiological needs)

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23
Q

maslow, is it aligned w research

A

details are hard to prove bae

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24
Q

Alderfers ERG theory

A

developed to align maslow with research

EXISTENCE RELATEDNESS GROWTH

Existence: relates to concerns of basic material existence (physiological/safety)

relatedness:concerns interpersonal relaitons

growth: need for personal development

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25
Q

ERG theory 2 models

A

satisfaction progression (moving from existence to relatendess to growth)

frustration regression (growth to relatedness to existence)

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26
Q

How is ERG and Maslow diff

A

-ERG needs can overlap
-ERG many need pursued together
-ERG you can move down

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27
Q

How is ERG and Maslow diff

A

-ERG needs can overlap
-ERG many need pursued together
-ERG you can move down
-ERG accounts for cultural diffs and diff need orders

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28
Q

Theory x& assumptions

A

THEORY X: -conssitent w taylor sciefic man.
-people dislike work
-managers must coerce control and threaten
-people must be led bc no ambition and no repsonsibiility: only care abt secruity

RESULt: autocratic workplace

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29
Q

Theory Y & assumptions

A

consistent with ides of the human relations movement
1.people like work
2. people work toward goals when committed & work will bring rewards
3. people want responsibility
4. employees can bring success, orgs needa utilize hr

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30
Q

theory x vs y

A

theory x is kinda like reality, y is what should be the guidelines

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31
Q

theory z

A

emphasizes teamwork and co-operative wokring relations,

individual acountabulity,

strong need to be connected to ateam

goal: econurage workers to become generalists through job rotation and training to develop skill that are transferable

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32
Q

herzbergs two factor theory

A

we thought that job satisfaction and dissatisfaction was on same scale, but after herxberg we realized two OPP scales

one set of factors (maintenance factors) are for joy

one set of

33
Q

mantenance factors

A

part of two factor theory: job security pay wokring conditions

when present can reduce dissatisfaction ( but do not necessarily increase satisfaction/mmotivation)

ABSENCE: RESULTS IN DISSATIFACTION!!!!!!

34
Q

GOAL of miantenacne factors

A

to make sure ur not dissatisfied (not to incerase satisfaction)

35
Q

motivation factors

A

other side of two factor theory

recogonition and responsibility and opp for advancement

increases motivation but absence does not necessarily increase dissatisfaction; purpose is to increase satisfaction not affect disatisfaction

36
Q

herzberg two factors+purpose

A

maintenance factors: decrease dissatisfaction, not imporovev satisfaction

motivating: increase satisfaction, not affect dissatisfaction

37
Q

two factor theory problme

A

employee pay is maintenace factor, but sometimes can be motivation factor for recognition if it given specifically as a rewrad

38
Q

two factor theory main understanding

A

non-monetary forsmo fmotivation such as recgoniction advanctment and growth opps improve employee performacne even more than PAYYY ALONE

39
Q

cANAD’AS TOP EMPLOYERS LIST

A

Based off of motivation and maintenance factors such as physical wokrpspace, trianing, financial benegits, comunity involvenemtn

40
Q

what is reinforcement

A

means of modifiyign behaviour

based on the premise that if you reward a behavuour then it will continue, if you punish it will stop

40
Q

what is reinforcement

A

means of modifiyign behaviour

based on the premise that if you reward a behavuour then it will continue, if you punish it will stop

41
Q

behaviour modification

A

systematic program of reincofrment and punishment ot get good behaviour only

42
Q

Figure 10.4 shows a visual of reinforcing behaviours. It emphasizes that we can either introduce a consequence or remove it to encourage functional behaviours (which help us reach our goals) and discourage dysfunctional behaviours (which hinder us from reaching our goals).

A

what does this mean look at 10.4 visual

43
Q

4 methods of reinforcement

A

ENCOURAGE GOOD BEHAVIOUR:
1 positive: add reward
2 negative: removing something unpleasant (not having to stay late)

DISCOURAGE IT:
3 punishment : adds something unpleasant (creates hostility)
4 exntinction: witholding reawrds (not giving raises) this can create misnterpreation that goals r not important

44
Q

Gamification

A

making points system to incentivze employees

45
Q

equity theory

A

explains why employees are motivated

-states that people are motivated based on the premise that they want equiatbale treatment

EQUITY: REWARDS BASED ON ACHIEVEMENT, not everyone needs same reward

46
Q

how we develop ewuity theory

A

Divide my inputs by my outcomes

to get reward ratio

then we compare what we have with others (Even if its wrong biased corrupt)

then we decide: do we quit, do we ask for a raise, fo we improev efforts (if we feel underrewarded)

47
Q

when is equity theory at work in economy

A

UNIONS

48
Q

what is equity theory not

A

A classic motivation theory

49
Q

classic motivation theories

A

maslow
erg
two factor
reinforecment

50
Q

solving managerial problems of motivation

A

are classicla theories met?

is it equitable? do employees feel rewarded proportionalty?

51
Q

Expectancy thoery

A

motivation depends on how much we want a certain outcome, and how likely we are to get it

52
Q

how do expectation slead to motivation

A

effort creates expectiations of performance
performacne creates expectations of outcome
outcomec reates expectations of indivdiual need

53
Q

expectancy theory

A

for a job to motivating the meployee must be able to expect that htye can do it

54
Q

Motivation Techniques: goal setting

A

goal setting theoy is that employees are motivates to achieve goals that they establish w managers!

feasible nad sepcific goals work <3

55
Q

goal setting components

A
  1. employee particiaption
  2. personal tailored rewards
  3. collaboraitngw manager proved extra motivation

IT INCORPORATES EMELENTS OF VAIROU SMOTIVATION THEORIES

56
Q

Motativtion technqiues: management by objectives

A

MBO is management to focu so n achievable goals to realize the best results!

  • the focus is on results! not activites <3
57
Q

MBO 4 steps

A

1 set goals
2 develop action plan
3 iplement action plan
4 review performacne

58
Q

2 key things you need in mbo

A

diffult but achievable foals and

management support

59
Q

motivation: fleixibility

A

work scheduling strategies are necessary for motivation <3

-flextime: employees set their own work hours FOR IDEAL WORK

-job sharing: 2 people work 1 job! two people alternate one job (it is a skilled job), people use it to ease into retirement

-hybrid working
-telecommuting: working from home using internet

60
Q

core time vs flex time

A

core time when they must be at work

flex time: employees can work here or work later

but they must work at certain times

61
Q

why are flex policies good

A

they reduce wokrer burnout

62
Q

job enrichment

A

motivating people by providing them with increased variety, responsibility, and control over their jobs

opposite of taylors scientific

63
Q

job enrichment exmaples

A

making jobs elargement
job rediseng
and job rotation

the goal is to keep the work interesting and not monotonous

64
Q

job redesign

A

type of job enrichment

where you are assigned entirely new tasks that fit your skill set and org needs!

65
Q

job rotation

A

type of job enrichment

where u are moved from one job to another for specific peridos of time maybe once a week

this required trianing and can dramatically increase the variety of tasks you get ot do <3

66
Q

job enlargement

A

type of job ernrichment

give syou more tasks bu tismilar to complete

67
Q

job rotation benefit

A

can be job enrichment but also as a traiing tool

68
Q

employee owenrshpi

A

a situation which employees own at least a aprt of the comay they work by being shareholders

69
Q

steps when you think about job enrichment

A
  1. empower those who want to have the increased responisbility
  2. increase responsibility may need to increase rewards too babes so consider it (equity theory)
  3. train and deve employees fo rnay new jobs to which they will be assinged (expectancy theory)
70
Q

4 types of teams

A
  1. functional: they all belng to same department
  2. corss functional: members of team belon gto diff dpeartments/ temporary
  3. self managed: monitored but not managed
  4. virtual: communicate online,can be like any 3 prior ones
71
Q

functional team

A

Members of team belong to same functional department such as marketing, production, etc.
* Supervised and led by the manager for that functional area.

72
Q

cross fucntional

A
  • Members of team are from different functional departments (also referred to as a matrix structure).
  • Team members are led both by their functional manager and the team manager—usually a project or program manager.
  • Utilized often for projects and new product development.
  • Often temporary in nature.
  • Also called project teams.
73
Q

self managed

A

Group of employees with skills and the ability to manage themselves.
* Team is monitored, but not actively led, by managers.
* The leadership role is shared or rotated within the team.
* Team members held mutually responsible for meeting objectives.
* Also called self-directed teams.

74
Q

vitual tema

A
  • Members are geographically dispersed but communicate electronically.
  • Can be structured like functional, cross-functional, or self-managed teams depending on the skills and authority of the members.
75
Q

pros of teamwork

A

synergy: co-operation b/w members often lead to faster and more effective results

creativity: diff perspectives can help solve probs

satisfies needs: prvoed for social needs

suports accuracy: errors avodied

76
Q

challenges of teamwork

A

team conflict,

social loafing (when team meber does not perform their work)

groupthink : afraid to speak up for ur ideas

77
Q

in MBO when you implement action plan

A

you must be reviewing it

SGMA 217 (13 decks)

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