2nd Edition PART 2 . . . . . . . . . . . . . . . . . . . . . . . .
Understanding People in Organizations
.
Motivating, Satisfying, and Leading Employees
“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
Psychological
contracts in the workplace Job satisfaction and employee morale Theories of employee motivation Job satisfaction and employee motivation Managerial styles of leadership
Contributions: What does each employee expect to contribute to the organization?
Inducements: What will the organization provide to each employee in return?
Low Turnover: A low percentage of employees leave each year
MORALE
An overall positive employee attitude toward the workplace
TURNOVER
High Morale:
MORALE
Degree of enjoyment employees derive from doing their jobs
TURNOVER
Job Satisfaction:
NA
“It's not easy being good these days at least if you're an employer.” Edward
Jones Cisco Systems Microsoft Patagonia Starbucks Wal-Mart
#1 #15 #28 #41 #58 #94
Source: Fortune Magazine, February 4th, 2002
Motivation: The set of forces that cause people to behave in certain ways
Classical Behavior: The Hawthorne Studies Contemporary
Theory X
People are lazy. People lack ambition and dislike responsibility. People are selfcentered. People resist change. People are gullible and not very bright.
Theory Y
People are energetic. People are ambitious and seek responsibility. People can be selfless. People want to contribute to business growth and change. People are intelligent.
General Examples Self-Fulfillment
SelfSelfActualization Actualization Needs Needs
Status
Esteem Needs Esteem Needs
Friendship
Social Needs Needs Social
Stability
Security Needs Security Needs
Shelter
Physiological Needs Physiological Needs
Organizational Examples Challenging Job Job Title Friends at Work Pension Plan Salary
Hygiene Factors
Motivation Factors
• Supervisors
• Achievement
• Working Conditions
• Recognition
• Interpersonal Relations
• The Work Itself
• Pay & Security
• Responsibility
• Company Policies & Administration
• Advancement & Growth
Dissatisfaction
Satisfaction
Individual Effort
Individual Performance
EffortPerformance Issue
Organizational Rewards
PerformanceReward Issue
Personal Goals RewardsPersonal Goals Issue
Employees evaluate their treatment relative to the treatment of others Inputs: Employee contributions to their jobs Outputs: What employees receive in return
The perceived ratio of contribution to return determines perceived equity
Reinforcement/behavior
modification
Management
objectives
by
Participative
management and empowerment
Job
enrichment and job redesign
Modified
work schedules
Punishment Punishment When negative consequences are attached directly to undesirable behavior
Positive Positive Reinforcement Reinforcement When rewards are tied directly to performance
Collaborative Goal Setting & Planning
Communicating Organizational Goals & Plans Meeting Setting Verifiable Goals & Clear Plans Counseling Identifying Resources
Periodic Review
Evaluation
ď‚ž
Increasing job satisfaction by encouraging participation
ď‚ž
Team management represents a growing trend
Job Enrichment: Adding one or more motivating factors to job activities Job Redesign: Designing a better fit between workers and their jobs • • •
Combining tasks Forming natural work groups Establishing client relationships
Work
share programs
Flextime
programs and alternative workplace strategies
Telecommuting
virtual offices
and
6:00 7:00 8:00 9:00 10:00 11:00 12:00 1:00 A.M.
A.M.
A.M.
Flexible Time Joe
Sue
Pat
A.M.
A.M.
Core Time
A.M.
NOON
Flexible Time
P.M.
2:00 3:00 4:00 P.M.
Core Time
P.M.
P.M.
5:00 6:00 P.M.
Flexible Time
P.M.
Advantages
Disadvantages
More
Challenging
Less
Poor
satisfied, committed employees congestion
to coordinate and manage fit for some workers
The process of motivating others to work to meet specific objectives
Challenge
the process Inspire a shared vision Enable others to act Model the way Encourage the heart
A high energy level The ability to
energize others around common goals
The edge to make tough decisions The ability to consistently
deliver on promises
execute and
Source: Jack Welch Tells It Straight from the Gut, Anderson Assets, Winter 2002
Autocratic Style Democratic Style Free-rein Style Contingency Contingency Approach Approach
The The appropriate appropriate style style in in any any situation situation is is contingent contingent on on the the unique unique elements elements of of that that situation situation
Motivation Security and pay are no longer enough
Leadership “Coach” mentality Diversity Flexibility
Describe
psychological contracts Discuss the importance of job satisfaction and employee morale Summarize the most important theories of employee motivation Describe strategies to improve job satisfaction and employee motivation Discuss different managerial styles