copy of ebert griffin pp08

8/8/2019 Copy of Ebert Griffin PP08

1/28

Fourth EditionFourth Edition

Copyright 2003 Prentice Hall, Inc.Copyright 2003 Prentice Hall, Inc.

PART 3 . . . . . . . . . . . . . . . . . . . . . . . .PART 3 . . . . . . . . . . . . . . . . . . . . . . . .

Understanding People inUnderstanding People in

OrganizationsOrganizations


2/28

Copyright 2003 Prentice Hall, Inc.Copyright 2003 Prentice Hall, Inc. 8 -8 - 22

Chapter 8Chapter 8

Motivating, Satisfying,

and Leading Employees


3/28


A leader is best when people barely know

he exists, when his work is done they will

say: We did it ourselves.

~ Lao-Tzu, c. 600 B.C.

Leadership is the art of getting someone

else to do something you want done

because he wants to do it.

~ Dwight D. Eisenhower, 1890 - 1969


4/28


Key Topics

Psychological contracts in the workplace

Job satisfaction and employee morale

Theories of employee motivation

Job satisfaction and employee motivation

Managerial styles of leadership


5/28


Psychological ContractA Set of Employment Expectations

Contributions:Contributions:

What does each employee expect toWhat does each employee expect to

contribute to the organization?contribute to the organization?

Inducements:Inducements:

What will the organization provide to eachWhat will the organization provide to each

employee in return?employee in return?


6/28


7/28Copyright 2003 Prentice Hall, Inc.Copyright 2003 Prentice Hall, Inc. 8 -8 - 77

Raising Morale Is a High Priority When

Unemployment Is Low

0% 10% 20% 30% 40% 50% 60%

Alternative Work Arrangements

Long-term Care Insurance

Group Financial Planning

Group Auto Insurance

Group Home Owners Insurance

1994 1997 2000

NANA



Fortune Magazines100 Best Companies to Work For

Edward Jones #1Cisco Systems #15

Microsoft #28

Patagonia #41Starbucks #58

Wal-Mart #94

It's not easy being good these days

at least if you're an employer.

Source: Fortune Magazine, February 4Source: Fortune Magazine, February 4 thth , 2002, 2002



Highly Motivated Employees Are

Critical to Business Success

Classical

Behavior: The Hawthorne Studies

Contemporary

Motivation:Motivation:

The set of forces that cause people to behave inThe set of forces that cause people to behave in

certain wayscertain ways



The Human Resources ModelTheory X and Theory Y

Theory X

People are lazy.

People lack ambition and

dislike responsibility.

People are self-centered.

People resist change.

People are gullible and

not very bright.

Theory Y

People are energetic.

People are ambitious andseek responsibility.

People can be selfless.

People want to contributeto business growth andchange.

People are intelligent.



Maslows Hierarchy of Needs

Self-

ActualizationNeeds

Esteem Needs

Social Needs

Security Needs

Physiological Needs

General

Examples

Organizational

Examples

Self-Fulfillment Challenging Job

Self-Self-

ActualizationActualizationNeedsNeeds

Status Job TitleEsteem NeedsEsteem Needs

Friendship Friends at WorkSocial NeedsSocial Needs

Stability Pension PlanSecurity NeedsSecurity Needs

Shelter SalaryPhysiological NeedsPhysiological Needs



Hygiene Factors

Supervisors

Working Conditions

Interpersonal Relations

Pay & Security

Company Policies &

Administration

Motivation Factors

Achievement

Recognition

The Work Itself

Responsibility

Advancement & Growth

Two Factor Theory

Dissatisfaction Satisfaction



Expectancy Theory

Effort-

Performance Issue

Performan

ce-RewardIssue

Rewards-

PersonalGoalsIssue

IndividuIndividual Effortal Effort

IndividualIndividualPerformaPerforma

ncence

OrganizatiOrganizationalonal

RewardsRewards

PersonalPersonalGoalsGoals



Equity Theory

Employees evaluate their treatment relative to the treatmentEmployees evaluate their treatment relative to the treatmentof othersof others

Inputs:Inputs: Employee contributions to their jobsEmployee contributions to their jobs

Outputs:Outputs:

What employees receive in returnWhat employees receive in return

TheTheperceived ratioperceived ratio of contribution to return determinesof contribution to return determinesperceived equityperceived equity



Strategies for Enhancing Job

Satisfaction and Morale

Reinforcement/behaviormodification

Management by objectives

Participative managementand empowerment

Job enrichment and jobredesign

Modified work schedules



Reinforcement /

Behavior Modification Theory

Positive ReinforcementPositive ReinforcementPositive ReinforcementPositive Reinforcement

PunishmentPunishmentPunishmentPunishment

When rewards are tied directly toWhen rewards are tied directly to

performanceperformance

When negative consequences are attachedWhen negative consequences are attacheddirectly to undesirable behaviordirectly to undesirable behavior



IdentifyingResources

Counseling

SettingVerifiable

Goals& Clear Plans

Meeting

Management by ObjectivesCollaborative Goal-setting

CollaboratiCollaborati

ve Goalve Goal

Setting &Setting &

PlanningPlanning

CommunicaCommunica

tingting

OrganizatioOrganizatio

nal Goals &nal Goals &

PlansPlans

PeriodicPeriodic

ReviewReviewEvaluatioEvaluatio

nn



Participative Management

and Empowerment

Increasing job satisfaction by

encouraging participation

Team management representsa growing trend


19/28Copyright 2003 Prentice Hall, Inc.Copyright 2003 Prentice Hall, Inc.8 -8 - 1919

Job Enrichment and Job Redesign

Job Enrichment:Job Enrichment: Adding one or more motivatingAdding one or more motivating

factors to job activitiesfactors to job activities

Job Redesign:Job Redesign: Designing a better fit betweenDesigning a better fit between

workers and their jobsworkers and their jobs

Combining tasksCombining tasks

Forming natural work groupsForming natural work groups

Establishing client relationshipsEstablishing client relationships


20/28Copyright 2003 Prentice Hall, Inc.Copyright 2003 Prentice Hall, Inc.8 -8 - 2020

Work share programs

Flextime programs and

alternative workplace

strategies

Telecommuting and

virtual offices

Modified Work Schedules



Sample Flextime Scheduling

JoeJoe

SueSue

PatPat

6:006:00A.M.A.M.

7:007:00A.M.A.M.

8:008:00A.M.A.M.

9:009:00A.M.A.M.

10:0010:00A.M.A.M.

11:0011:00A.M.A.M.

12:0012:00NOONNOON

1:001:00P.M.P.M.

2:002:00P.M.P.M.

3:003:00P.M.P.M.

4:004:00P.M.P.M.

5:005:00P.M.P.M.

6:006:00P.M.P.M.

FlexibleFlexibleTimeTime

CoreCoreTimeTime


CoreCoreTimeTime




Evaluating Modified Schedules and

Alternative Workplaces

Advantages

More satisfied,

committedemployees

Less congestion

Disadvantages

Challenging to

coordinate andmanage

Poor fit for some

workers



The process ofThe process of

motivating othersmotivating others

to work to meetto work to meet

specific objectivesspecific objectives

Managerial Leadership



Challenge the process

Inspire a shared vision

Enable others to act

Model the way

Encourage the heart

Five Fundamental LeadershipPractices

Source: www.theleadershipchallenge.comSource: www.theleadershipchallenge.com



Leadership at General ElectricFour Es of GE Leadership

A highA high energyenergy levellevel

The ability toThe ability to energize othersenergize others around commonaround common

goalsgoals

TheThe edgeedge to make tough decisionsto make tough decisions

The ability to consistentlyThe ability to consistently executeexecute and deliverand deliveron promiseson promises

Source:Source:

Jack Welch Tells It Straight from the GutJack Welch Tells It Straight from the Gut

, Anderson Assets, Winter 2002, Anderson Assets, Winter 2002


26/28


Managerial Styles

Contingency ApproachThe appropriate style in any situation is contingent

on the unique elements of that situation

Contingency ApproachThe appropriate style in any situation is contingent

on the unique elements of that situation

Autocratic StyleAutocratic Style

Democratic StyleDemocratic Style

Free-rein StyleFree-rein Style


27/28


Motivation and Leadership in the

Twenty-first Century

MotivationMotivation

Security and pay are noSecurity and pay are no

longer enoughlonger enough

LeadershipLeadership

Coach mentalityCoach mentality

DiversityDiversity

FlexibilityFlexibility


28/28

Chapter Review

Describe psychological contracts

Discuss the importance of job satisfaction

and employee moraleSummarize the most important theories ofemployee motivation

Describe strategies to improve jobsatisfaction and employee motivation

Discuss different managerial styles

copy of ebert griffin pp08

Documents