Learning objective 3
Understand the importance of motivation. (Text pages 222-229)
A.Motivation is the drive to satisfy a need.
1.People gain motivation in many ways.
2.An INTRINSIC REWARD is the personal satisfaction you feel when you perform well and complete goals.
3.An EXTRINSIC REWARD is a reward given to an employee, such as a promotion or pay raise.
4.Although motivation, the drive to satisfy a need, ultimately comes from within an individual, there are ways to stimulate people to do a good job.
B.Taylor’s Scientific Management
1.Very little attention was paid to motivation until Fredrick Taylor’s work the early 20th century.
a.His book The Principles of Scientific Management was published in 1911.
b.Taylor used TIME andMOTION STUDIES, studies of the tasks performed to complete the job and the time needed to do each task.
2.As researchers determined the most efficient way of doing tasks, efficiency became the standard for setting goals.
3.SCIENTIFIC MANAGEMENT is studying the most efficient ways of doing things and then teaching people those techniques.
4.Taylor’s philosophy has shortcomings.
a.Scientific management viewed people as machines that needed to be properly programmed.
b.There was little concern for the psychological or human aspects of work.
5.Some of Taylor’s ideas are still being used.
a.Many hospitals and restaurants use scientific management principles to increase efficiency.
b.UPS uses scientific management to increase efficiency and productivity.
6.Frank and Lillian Gilbreth used Frederick Taylor’s ideas in a study of brick laying.
a.The PRINCIPLE OF MOTION ECONOMY theory, developed by Frank and Lillian Gilbreth, states that every job can be broken down into a series of elementary motions.
b.They analyzed every motion (“therblig”)to make it more efficient.
C.Mayo’s Hawthorne Studies
1.The Hawthorne Studies were conducted by Elton Mayo at the Western Electric Company’s Hawthorne plant in Cicero, Illinois.
a.Begun in 1927, the studies ended six years later.
b.The purpose of the studies was to determine the effect of environmental variables, such as lighting.
c.The productivity of the experimental group increasedcompared to the control group—whether the lighting was bright or dim.
2.Productivity increased during each of the 13 experimental periods.
3.When conditions were returned to their original status (before the studies were started), productivity continued to go up. Why?
a.The workers in the test room thought of themselves as a social group—they felt special and worked hard to stay in the group.
b.The workers were involved in the planning of the experiments—they felt that their ideas were respected.
c.The workers enjoyed the special atmosphere and additional pay for the increased productivity.
4.The term HAWTHORNE EFFECT refers to the tendency of people to behave differently when they know they are being studied.
a.The results of this study encouraged researchers to study human motivation and the managerial styles that lead to more productivity.
b.Mayo’s findings led to new assumptions about employees.
c.Money was found to be a relatively ineffective motivator.
D.Maslow’s Hierarchy of Needs
1.Psychologist Abraham Maslow believed that motivation arises from need.
a.One is motivated to satisfy unmet needs.
b.Satisfied needs no longer motivate.
c.Maslow placed needs on a hierarchyof importance.
2.Maslow’s hierarchy of needs is a theory of motivation based on unmet needs, from basic physiological needs to safety, social, esteem, and self-actualization needs.
a.Physiological needs: basic survival needs including the need for food, water, and shelter
b.Safety needs:the need to feel secure at work and at home
c.Social needs: the need to feel loved, accepted, and part of the group
d.Esteem needs:the need for recognition and acknowledgment from others, as well as self-respect and a sense of status or importance
e.Selfactualization needs:the need to develop to one’s fullest potential
3.When one need is satisfied, the person is motivated to do something to satisfy a higher-level need.
a.A satisfied need is no longer a motivator.
b.If lowerlevel needs are not met, they may reemerge and take attention away from higherlevel needs.
c.Lower level needs are met and higher level needs dominate in developed countries.
E.Herzberg’s Two-Factor Theory
1.Frederick Herzberg tried to identify the factors that are most effective in generating enthusiastic work effort.
2.Herzberg surveyed workers to find out how they rank job-related factors. The motivating factors were:
a.sense of achievement;
b.earned recognition;
c.interest in the work itself;
d.opportunity for growth;
e.opportunity for advancement;
f.importance of responsibility;
g.peer and group relationships;
h.pay;
i.supervisor’s fairness;
j.company policies and rules;
k.status;
l.job security;
m.supervisor’s friendliness;
n.working conditions.
3.Herzberg noted that the highest ranking factors dealt with job content.
4.The other factors had to do with job environment and were not considered to be motivating.
5.Herzberg’s conclusions
a.In Herzberg’s theory of motivating factors, MOTIVATORS are job factors that cause employees to be productive and that give them satisfaction.
b.HYGIENE FACTORS are job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.
c.The best way to motivate employees is to:
i.make the job interesting;
ii.help them achieve their objectives;
iii.recognize their achievement through advancement and added responsibility.
6.Managers can use these findings in several ways
a.Managers can ensure employees have a path for promotion and are challenged by their jobs.
b.JOB ROTATION, is a motivation technique that involves moving employees from one job to another.
c.JOB ENLARGEMENT is a motivation technique that involves combining a series of tasks into one challenging and interesting assignment.
d.JOB ENRICHMENT is a motivational strategy that involves making the job more interesting in order to motivate employees.
7.The five characteristics of work that affect motivation and performance are:
a.Skill variety, the extent to which a job demands different skills of the person;
b.Task identity, the degree to which the job requires doing a task with a visible outcome from beginning to end;
c.Task significance, the degree to which the job has a substantial impact on the lives of others in the company;
d.Autonomy, the degree of freedom, independence, and discretion in scheduling work and determining procedures;
e.Feedback, the amount of direct, clear information received about job performance.
8.Job enrichment is what makes work fun.
a.The text uses the example of Google, ranked as one of the best places to work.
b.Employees enjoy their jobs and are fully engaged in working toward organizational goals.
SELF Check Questions(Text page 229)
- Define intrinsic and extrinsic rewards. Provide examples of each.
- How did scientific management set the stage for further research on employee motivation?
- Describe how Maslow’s hierarchy of needs theory can be used by managers in the workplace.
Importance of Motivation
(Refers to text pages 222-224)
TEXT FIGURE 7.5
Extrinsic vs. Intrinsic Rewards(Box in text on page 222)
TEXT FIGURE 7.6
Taylor’s Scientific Management Principles(Box in text on page 223)
TEXT REFERENCE
Career Development:
Understanding That Results Matter
(Box in text on page 225)
An additional exercise and discussion is available on page 7.25 of this manual.
PowerPoint 7-7
Importance of Motivation
(Refers to text pages 224-225)
PowerPoint 7-8
Importance of Motivation
(Refers to text pages 225-226)
TEXT FIGURE 7.7
Maslow’s Hierarchy of Needs(Box in text on page 226)
critical thinking
exercise7-4
Testing Maslow’s Hierarchy of Needs
This exercise asks each student to evaluate his or her needs based on Maslow’s hierarchy of needs. (See complete exercise on page 7.45 of this manual.)
lecture link 7-6
Recognition: Making
Heroes
Companies often make the mistake of equating pay with rewards. The reward for outstanding performance should be a special gain for special achievement. (See complete lecture link on page 7.37 of this manual.)
TEXT FIGURE 7.8
Herzberg’s Motivators and Hygiene Factors(Box in text on page 228)
PowerPoint 7-9
Herzberg’s Two-Factor Theory (Refers to text pages 227-229)
Bonus Case 7-2
Hot Topic: Motivation is a Hot Topic (Video Case)
This bonus case ties in with the video available for use with this chapter. Hot Topic stores sell clothing and accessories that appeal to an alternative culture. This case highlights the company’s emphasis on employee empowerment. (See complete case, discussionquestions, and suggested answers on page 7.52 of this manual.)
Bonus Case 7-3
Managing Volunteers
How does motivating volunteers differ from managing employees? (See complete case, discussion questions, and suggested answers on page 7.54 of this manual.)
critical thinking
exercise7-5
Motivation Survey
This exercise gives the result of a motivation survey for two supervisors and asks students to interpret the results. (See complete exercise on page 7.47 of this manual.)
Bonus Case 7-4
Using Compensation to Motivate
This case presents one manager’s motivation incentive: a quarterly bonus for employees if labor costs are kept below 11% of company sales. (See complete case, discussion questions, and suggested answers on page 7.56 of this manual.)