Chapter 10 - Motivating Employees and Teams Flashcards
Taylor’s Scientific Management
- Frederick W. Taylor, manager in Bethlehem Steel, suggested scientific principles should be applied to management of work and workers. (aka. Scientific Management)
- Each job should be broken down by specialization.
- Proper-Incentives
□ Piece-Rate System: compensation in which employees are paid a certain amount for each unit of output they produced.
-It only addressed productivity but not motivation of workers (eventually, the raises stop or even decline because people can become miserable).
The Hawthorn Studies
Led to a revolution in theories about motivation because they revealed the human side of productivity improvement. When workers are happy and satisfies with their work, they can be more motivated and perform better than just raising their wage.
-Lighting experiment
Maslow’s Hierarchy of Needs
a motivation theory that sequences human needs in the other of importance, from:
physiological -> safety -> social -> esteem -> self-actualization needs.
- Psychologist Abraham Malow in 1943 proposed this.
- He assumed that humans are “wanting” beings who seek to fulfill a variety of needs.
ERG Theory:
theory of motivation created by Clayton Alderfer that supports empirical research when compared with Maslow’s Hierarchy of Needs Theory.
- Three components of the model are:
Existence
Relatedness
Growth
Difference between ERG and Maslow’s:
- Alderfer recognizes these needs can overlap
- Maslow allows only one need to be pursued at a time
- ERG accounts for other cultures
- ERG acknowledgers that if a higher-order need is not met, person becomes frustrated and will want to increase satisfaction by moving to a lower-order need (frustration-regression model)
Theory X:
generally consistent with Taylor’s ideas about scientific management. Based on the assumptions:
○ People dislike work and try to avoid it
○ Because people dislike work, managers must coerce, control, and frequently threaten employees to achieve goals
○ People generally must be led because they have little ambition and will not seek responsibility and mainly concerned about security
Theory Y:
Movement. Based on assumptions:
○ People do not naturally like work and find it play an important part in our lives
○ People will work towards goals which they are committed to
○ People become committed when it is clear that accomplishing them with bring personal rewards
○ People often seek out and willingly accept responsibility
○ Employees have the potential to help accomplish organizational goals
○ Organizations generally do not make full use of their human resources
Theory Z:
combination of North American and Japanese management practices developed by William Ouchi.
○ Emphasizes teamwork and cooperations
○ Individual accountability
○ Strong need for affiliation with other workers
○ Encourages workers to become generalists through job rotation and training
Herzberg’s Two-Factor Theory: (aka Motivation-Hygiene Theory)
motivation theory that suggests that satisfaction and dissatisfaction are separate and distinct dimensions.
- Maintenance Factors: working conditions, security, pay. Not result exactly in high levels of satisfaction but absence of it creates dissatisfaction.
- Motivation Factors: recognition, responsibility, opportunities for advancement increase satisfaction and motivation. Absence of these doesn’t necessarily create dissatisfaction.
Behaviour Modification:
systematic program of reinforcement to encourage desirable behaviour.
Gamification:
a way to educate, increase productivity, change behaviour, encourage skill development of employees. Using game systems (points, badge, status).
Equity Theory
- Motivation theory based on the premise that people are motivated to obtain and preserve equitable treatment for themselves.
-It is common to see this at work when unions are negotiating with management over wages and working conditions.
Expectancy Theory :
motivation theory based on assumption that motivation depends on how much we want something and how likely we think we are to get it.
Effort -> Performance -> Outcome -> Individual Needs
Goal-Setting Theory
suggests that employees are motivated to achieve challenging, attainable, and specific goals that they and their managers establish together and receive feedback on.
Employee participation, rewards, collaboration.
Management by Objectives (MBO)
motivation technique in which managers and employees collaborate in setting goals to improve the performance of the organization.
○ Focus on the results not the activities.
○ Must have clearly defined objectives agreed to by both management and employees as well as the performance evaluation.
○ 4 Steps: 1. Set Goals 2. Develop an Action Plan 3. Implement Action Plan 4. Review Performance
Flextime:
system in which employees set their own work hours within employer-determined limits.
Job Sharing
arrangement whereby two people share one full-time position. (ex. Same position and usually alternating work times)
- Pros: greater job satisfaction, better work-life balance, increased productivity
-Cons: challenging to establish
Hybrid Working
blend of working from home, on the go, or at the office.
Telecommuting: working at home all the time or for a portion of the work week.
Job Enrichment
- Job Enlargement
- Job Redesign
- Job Rotation
Types of Teams:
- Functional
- Cross-Functional
- Self Managed
- Virtual
Advantages of Teamwork
- Creates Synergy by Blending Complementary Skills, Backgrounds, and Experiences
- Fostering Creativity and Learning
- Satisfies Needs
- Supports Accuracy
Challenges of Teamwork
- Team Conflict
- Social Loafing
- Groupthink
