Chapter 7: Motivation as a Responsibility of Leadership Flashcards
Progression of Job Withdrawal
- Employee becomes dissatisfied
- Behavior change
- Physical withdrawal
- Psychological withdrawal
Behavior Change
Try to change the situation that is causing dissatisfaction
Physical Withdrawal
Leave the job, internal transfer, become absent or tardy
Psychological Withdrawal
Disengaged at work, less commitment to the organization
Why are employees not satisfied at work?
Lack of motivation
Hawthorne Studies
Experimented to see how physical and environmental factors, such as lighting and break time affected motivation
Result of the Hawthorne Studies
Found out that no matter the experiment, worker output improved. This means that workers were just happy to receive attention from those who expressed interest in them
Basically: DO THINGS THAT MAKE EMPLOYEES FEEL VALUED
Maslow’s Hierarchy of Needs
- Physiological Needs (food, water)
- Safety Needs (safe in environment)
- Social Needs (need to interact with people)
- Esteem Needs (feel good about ourselves)
- Self-actualization Needs (being the best version of ourselves)
How does Maslow’s Hierarchy of Needs apply to the workplace
As long as our physiological needs are met, increased pay may not be a motivator. Needs might include, fair pay, safety standards at work, opportunities to socialize, compliments to help raise our esteem, and training opportunities to further develop ourselves
Hertzberg Two-Factor Theory
Determined which aspects in a work environment caused satisfaction or dissatisfaction. This ended up resulting in motivation (satisfaction) and hygiene (dissatisfaction)
Motivation Factors
Doesn’t decrease satisfaction if it’s not there, but it does increase motivation
- Achievement
- Recognition
- The work itself
- Responsibility
- Advancement
- Growth
Hygiene Factors
A NEED, doesn’t improve motivation, but low levels on these DOES decrease satisfaction
- Company policies
- Supervision
- Relationship with manager
- Work conditions
- Salary
- Relationship with peers
McGregor’s X-Y Theory
Gives us a starting point to understanding how management style can impact the retention of employees
Theory X Managers (and their beliefs)
Authoritarian management style. Negative approach to management
BELIEFS:
- The average person dislikes work and will avoid it
- Most people need to be threatened with punishment to work toward company goals
- The average person needs to be directed
- Most workers will avoid responsibility
Theory Y Managers (and their beliefs)
Positive approach to management
BELIEFS:
- Most people want to make an effort at work
- People will apply self-control and self-direction in pursuit of company objectives
- Commitment to objectives is a function of expected rewards received
- People usually accept and actually welcome responsibility
- Most workers will use imagination and ingenuity in solving company problems
Meaning of Carrot and Stick Theory
Stick: used to poke and prod. “if you don’t increase sales by 10%, you will be fired”
Carrot: used as a offering of some reward or incentive to motivate employees “if you increase sales by 10%, you will receive a bonus”
Retaining Employees: Salaries and Benefits
- Instituting a standard process (being fair to everyone)
- A pay communication strategy (making sure everyone understands)
- Paid time off (PTO)
Retaining Employees: Training and Development
Helping develop skills, abilities, knowledge. Offer training programs and pay to attend seminars, tuition reimbursement. This usually makes the employee feel valued
Retaining Employees: Performance Appraisals
Method by which job performance is measured. Communicates how well employee is doing, shows what’s expected of them. Formalized process to assess how well an employee does at their job
Retaining Employees: Succession Planning
Process of identifying and developing internal people who have the potential for filling positions. Like career development?
Retaining Employees: Flextime, Telecommuting, and Sabbaticals
Entices employees to stay at job because it promotes work-life balance
Retaining Employees: Leader-Member Exchange (LMX)
Focuses on the two-way relationship between managers and their employees, meaning a dyadic relationship. Relationship developed can influence the reasonability of the employee and the amount of decision influence the manager is willing to allow for each employee. Can provide resources to employee which can help him or her be successful at the job.
Retaining Employees: Conflict management, morale, and fairness - Outcome Fairness
Judgement that people make with respect to the outcomes they receive versus the outcomes received by others whom they associate
Retaining Employees: Conflict management, morale, and fairness - Procedural Justice
Process used to determine the outcomes received
Main areas employees use to determine the outcome fairness of a conflict
- Consistency
- Bias Suppression
- Information Accuracy
- Correctability
- Representativeness
- Ethicality
Consistency
Process used to determine if the procedures are applied consistently to other persons and throughout periods of time
Bias suppression
Employee perceive that the person making the decision does not have a bias or vested interest in the outcome
Information Accuracy
Employee sees if the decision is based on correct information
Correctability
Process used to see if the decision is able to be appealed, and mistakes in the decision process can be corrected
Representatives
The feeling that the concerns of all stakeholders involved have been taken into account
Ethicality
Decision is in line with moral societal standards
Job Enrichment
To enhance a job by adding more meaningful tasks to make our work more rewarding. Can fulfill out high level of human needs while creating job satisfaction at the same time.
EX: letting retail salesperson create eye-catching displays
Job Enlargement
The adding of new challenges or responsibilities to a current job
Employee Empowerment
Involves managers allowing employees to make decisions and act upon those decision with the support of the organization and the leadership
basically believe in them?
Pay-for-Performance Strategies
Employees are rewarded for meeting preset objectives within an organization
Effective Delegation
Can motivate employees and can help groom a successor. Can save time and money
Steps to Successful Delegation
- Define the task
- Select the individual based on his or her abilities and talents
- Explain the reasons for the delegation
- State the expected results
- Consider the resources he or she may need in order to complete the task
- Agree to deadlines
- Support and communicate
- Give the employee feedback on the finished task
Other ways to motivate
- On-site day care or day-care assistance
- Gym membership or on-site gyms
- Concierge service to assist in party planning or dog grooming
- Car care, such as on-site oil changes once a week
- On-site doggie day car
- On-site yoga or other fitness classes
- Summer Fridays, when all employees work half days on Fridays during the summer
- Various support groups for cancer survivors, weight loss, or caring for aging parents
- On-site life coaches
- Peer-to-peer employee recognition programs
- Management recognition programs
