Chapter 10 - Motivating Employees

Question 1

Research findings on motivation

Answer 1

Whatever people do, they do to satisfy a need.
Raises, bonuses, and fringe benefits may not be the best way to encourage productivity.
Employees’ attitudes toward their jobs are largely the result of past experiences.
Every employee is different; what motivates one member of a work group may not motivate another.

Question 2

Douglas McGregor: Theory X

Answer 2

Theory X supervisors believe that

People dislike work and will avoid it if possible.
People are unwilling to take responsibility and must be controlled.
People are productive only if they are coerced, intimidated, and perhaps rewarded.
Managers and supervisors know more about a job than their subordinates do.
Most subordinates conform to rules, are unoriginal, and need direction.

Question 3

Douglas McGregor: Theory Y

Answer 3

Theory Y supervisors believe that

Work is a natural activity and an opportunity for people to learn and develop.
People are motivated by challenging work.
Self-discipline is necessary.
People are motivated by their need for acceptance, recognition, and a sense of achievement.
People will accept and seek responsibility.
People have the ability to solve organizational problems creatively.

Question 4

Edgar Schein:“Complex person” theory (Theory Z)

Answer 4

People are complex, and their needs vary from day to day.
Workers may be motivated simultaneously by short-term and long-term rewards.
People bring their personal motives with them to work.
Motivation is not the only factor that determines how much work is done and how well.
No one supervisory strategy will work for all people at all times.

Question 5

Abraham Maslow: Hierarchy of needs

Answer 5

1. Physiological: food, shelter, clothing, etc.
2. Security: physical safety, an orderly environment
3. Social: acceptance, a sense of belonging
4. Esteem: self-respect, the respect of others
5. Self-actualization: full development of one’s abilities, a satisfying personal life

Question 6

Frederick Herzberg Hygiene factors

Answer 6

Decent salary
Good working conditions
Fair supervision
Good interpersonal relations

Question 7

Frederick Herzberg Motivators

Answer 7

Interesting work
Responsibility
Recognition
Advancement

Question 8

Adapters

Answer 8

Thrive in a stable environment with established rules and expectations
Motivated by desire to be precise, efficient, and consistent
Relate best to Theory X supervisors

Question 9

Innovators

Answer 9

Thrive in a fluid environment that encourages problem solving
Concerned with originality, finding new approaches to old problems
Relate best to Theory Y supervisors

Question 10

Four “types” motivated by public service

Answer 10

Samaritans
Communitarians
Patriots
Humanitarians

Question 11

To release higher levels of motivation in employees, supervisors need to

Answer 11

Provide fair and accurate performance appraisal
Demonstrate concern for employees’ job satisfaction
Recognize and acknowledge good work
Involve employees in decision making and goal setting
Create conditions that will help get the work done more efficiently and effectively
Regularly talk with and listen to employees.

Question 12

Strategies for identifying employee motivations

Answer 12

Informal dialogue or survey
Focus groups
Self-assessment exercises
360-degree assessments

Question 13

Strategies for increasing job satisfaction and motivation

Answer 13

Job redesign
Assigning additional responsibility for planning work
Allowing employees to set their own work pace
Changing the types of tasks undertaken regularly

Job rotation
Having employees take on different jobs for a specific period (cross-training)
Providing something new for employees to learn

Question 14

Approaches for developing positive behavior among employees

Answer 14

Reward desired behavior promptly
Fit the person to the task
Use positive reinforcement
Be a teacher, mentor, and guide
Celebrate success