MOTIVATING THE WORK FORCE: INCREASING PRODUCTIVITY

To achieve organizational objectives, employees must have the: Motivation; Ability (knowledge & skills) Tools (proper training & equipment) to perform their jobs.

How can we:

Boost workplace morale,
Maximize employee productivity and creativity,

Motivate a diverse workforce?

Morale

Good Morale
Contributes to high levels of productivity Often contributes to higher profits Usually makes it a nicer place to work

Good Morale
Often has a positive impact on employee health and may reduce stress Improves loyalty, reduces turnover and absenteeism

Poor Morale
May lead to low productivity May cause high rates of absenteeism and worker turnover

Human Relations . . .
Boosts workplace morale, Maximize employee productivity and creativity, Motivate a diverse workforce?

Motivation

the inner drive that directs a persons behavior toward goals

Motivation . . .
. . . begins with needs

How Needs Motivate People

Needs Theory suggests that people take actions or do things which lead to the satisfaction of their needs.

The Motivation Process

Need
More money for unexpected medical expenses Goal-directed behavior Ask for a raise Work harder to gain a promotion Look for a higher-paying job Steal Need Satisfaction More money

Worker Satisfaction
More Older Workers Are Satisfied with Their Current Employers Age % Satisfied under age 35 58% 35 - 54 70% 55 and older 93%

Motivation
Motivating workers and looking for ways to increase productivity have been the focus of researchers and management theorists throughout the 20th century.

Historical Perspectives on Employee Motivation

Classical Theory of Motivation (Frederick W. Taylor) The Hawthorne Studies (Elton Mayo)

Classical Theory
Taylor & Gilbreths conducted time & motion studieslooking for the onebest-way to perform each task. These studies gave birth to the study of human relations.

Classical Theory
Led to the application of scientific principles to management. Money is the sole motivator for workers.

The Hawthorne Studies

Conducted by Elton Mayo at the Hawthorne Works Plant of Western Electric Co. (1924-1932).

The Hawthorne Studies

These experiments marked the beginning of a concern for human relations in the work place. They revealed that human factors do influence workers behavior.

The Hawthorne Studies

These studies also revealed that managers who understand the needs, beliefs, and expectations of people have the greatest success in motivating them.

Theories of Employee Motivation

Maslows Herzbergs McGergors Ouchis Equity Theory Vrooms

Maslows Hierarchy of Needs

SelfActualization Needs Esteem Needs Social Needs Security Needs Physiological Needs

The Real Lesson of Maslows Hierarchy . . .

. . . Employees will be motivated to contribute to organizational goals only if they are able to satisfy their own physiological, security and social needs through their work.

Theories of Employee Motivation

Maslows Hierarchy of Human Needs Herzbergs TwoFactor Theory

Herzbergs Two-Factor Theory

Hygiene Factors Company policies Supervision Working conditions Salary Security Motivational Factors Achievement Recognition The work itself Responsibility Advancement

Theories of Employee Motivation

Maslows Hierarchy of Human Needs Herzbergs TwoFactor Theory McGergors Theory X and Theory Y

Theory X and Theory Y

Theory X
Management view that assumes workers generally dislike work and must be forced to do their jobs.

Theory Y
Management view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.

Theories of Employee Motivation

Maslows Hierarchy of Human Needs Herzbergs TwoFactor Theory McGergors Theory X and Theory Y Ouchis Theory Z

Ouchis Theory Z
Incorporates many elements (trust, intimacy, etc.) associated with the Japanese approach to management. Stresses employee participation in all aspects of decision making.

How U.S. Companies Use Theory Z

Quality Circles Participative Management Employee Involvement Self-directed Work Teams

Comparison of American, Japanese, and Theory Z Management Styles

American Duration of employment
Relatively short term; workers subject to layoffs when business slows Rapid

Japanese
Lifelong; no layoffs

Theory Z
Long term; layoffs rare

Rate of promotion Amount of specialization

Slow

Slow

Considerable; worker develops expertise in one area only

Minimal; worker Moderate; worker develops expertise learns all aspects in all aspects of the of the organization organization

Comparison of American, Japanese, and Theory Z Management Styles

American Decision making
Individual

Japanese

Theory Z

Consensual; input Consensual; emphasis from all concerned on quality parties is considered Shared by the group Less explicit and less formal Assigned to the individual Informal but with explicit performance measures

Responsibility Assigned to the

individual

Control

Explicit and formal Focus is on work only

Concern for workers

Focus extends to Focus includes worker's worker's whole life life and family

Theories of Employee Motivation

Maslows Hierarchy of Human Needs Herzbergs TwoFactor Theory McGergors Theory X and Theory Y Ouchis Theory Z Equity Theory Vrooms Expectancy Theory

Other Theories of Motivation

What I put in

What I get back

Can I get it? Do I want it?

Equity Theory

Expectancy Theory

Equity Theory
People contribute to an organization according to their perception or assessment of the fairness, or equity of the rewards they will receive.

Equity Theory
One compares his/her I/O ratio to the I/O ratio of a comparison other to determine if treatment is fair or equitable.

Equity Theory
Managers should avoid equity problems by ensuring that treatment and rewards are distributed fairly and based on performance. Everyone should understand the basis for their pay and benefits.

Other Theories of Motivation

What I put in

What I get back

Can I get it? Do I want it?

Equity Theory

Expectancy Theory

Expectancy Theory
One tends to be motivated by ones perception of how likely they are to receive something desirable. If a desired reward is expected its likely to be a motivator.

Theories of Employee Motivation

Maslows Hierarchy of Human Needs Herzbergs TwoFactor Theory McGergors Theory X and Theory Y Ouchis Theory Z Equity Theory Vrooms Expectancy Theory

Strategies for Motivating Employees

Behavior ModificationB.F. Skinner

Strategies for Motivating Employees

Behavior ModificationB.F. Skinner Job Design Strategies Management by Objectives (MBO)

Behavior Modification
Relating consequences to behavior Changing behavior, encouraging appropriate actions. Reward appropriate behavior? Attempt to redirect inappropriate behavior.

Strategies for Motivating Employees

Behavior ModificationB.F. Skinner Job Design Strategies

Job Design Strategies

Job Rotation Exposes employees to a variety of tasks as they move from one job to another. Teaches employees new tasks in their present job. Gives employees more control and authority in their present job, along with additional tasks.

Job enlargement Job enrichment

Job Design Strategies

Flexible scheduling strategies Management by objectives Allow employees to work schedules other than the traditional 40-hour-perweek 9-to-5 job to accommodate their personal needs. Involves employees in their own goalsetting process; they set their own objectives, are evaluated, and receive rewards based on their achievement of those objectives.

Strategies for Motivating Employees

Behavior ModificationB.F. Skinner Job Design Strategies Management by Objectives (MBO)

Steps in Management by Objectives

Individuals negotiate or are assigned a set of objectives to achieve within a specified period of time.

Individuals are evaluated periodically to see how they are doing.

Individuals are rewarded on the basis of how close they come to achieving their stated goals.

MBO
Employees are involved in goal-setting, Positive focus, emphasizing what must be done, May be time consuming and expensive, Results usually worth the additional costs.

Flextime, Showing Core and Flexible Hours

Core Time Possible Start Times Possible End Times

Favorite Techniques by CEOs for Staying Motivated

Finding a new challenge inside the business Exercising Finding a new challenge outside the business Taking time off Praying Listening to a motivational audiotape Attending a motivational speech 63.9% 8.5% 6.0% 3.9% 3.2% 2.8% 1.8%

Why Workers Dont Show Up

Stress Entitlement Mentality

Reasons For Absence 1995

Family Issues Personal Needs Personal Illness

1998

10

20 Percent

30

40

Road Warrior Stress

One in four business professionals say their stress is raised by business travel. Travelers who say these cause stress on the road:
Time away from family Work piling up Keeping up with email, faxes, voice mail Arranging personal business Travel logistics Preparing expense report

75% 63% 46% 46% 38% 20%

Importance of Motivational Strategies

Are efforts and techniques used to improve worker motivation just a myth?

Importance of Motivational Strategies

Motivational efforts are more than just a tool to boost productivity. Motivation is a process that affects all the relationships within an organization.

Importance of Motivational Strategies

Employees are motivated by the nature of the relationships they have with their supervisors, . . . And by the nature of their jobs, . . . And the characteristics of the organization.

Importance of Motivational Strategies

While motivation comes from within each individual; organizations, and their culture, can create a climate which can increase satisfaction and productivity.

Managers can nurture motivation by being:

Honest Supportive Empathetic Accessible Fair Open

Motivated employees are typically found in some of the most competitive and profitable companies.