Motivating Employees and Creating Self-Managed Teams

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Motivating Employees and Creating Self-Managed
Teams

• Chapter 10

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Chapter Overview

• 1. Evolution of Motivation Theory
• 2. Contemporary Views on Motivation
• 3. Applying Motivation Theory
• 4. Using Teams to Motivate
• 5. Trends in Motivating Employees

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Evolution of Motivation Theory

• 1. Scientific Management
• 2. Hawthorne Studies
• 3. Hierarchy of Needs
• 4. Theories X and Y
• 5. Motivator-Hygiene Theory

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Principles of Scientific Management

• 1. Develop a science of every job element
• 2. Scientifically select, train, instruct
  workers
• 3. Cooperation between workers managers
• 4. Match individuals to well-suited tasks and
  responsibilities

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Hawthorne Studies

• Hawthorne Effect
• The phenomenon that employees perform better
  when they feel singled out for attention or feel
  that management is concerned about their welfare

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Maslows Hierarchy of Needs
Self-actualization needs
Esteemneeds
Social needs
Safety needs
Physiological needs
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McGregors Theoriesof Human Motivation

• Theory Y
• work is as natural as play
• people respond to positive incentives
• people enjoy responsibility like to solve
  problems

• Theory X
• people dislike work
• people need to be controlled, threatened
• people avoid responsibility
• value security

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Herzbergs Motivator-Hygiene Theory

• Motivating factors
• intrinsic job elements that lead to worker
  satisfaction
• Hygiene factors
• extrinsic elements of the work environment that,
  if not managed well, lead to worker
  dissatisfaction

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Contemporary Motivation Theory

• 1. Expectancy Theory
• 2. Equity Theory
• 3. Goal-Setting Theory

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• Expectancy theory
• The probability of a behavior depends on
• (1) strength of individuals belief that the
  behavior will have a particular outcome, and
• (2) whether the individual values the outcome

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• Equity theory
• Worker satisfaction is influenced by employees
  perceptions about how fairly they are treated
  compared with their coworkers

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Equity Theory

• Upward social comparison comparing oneself to
  another who is better off on a particular
  attribute
• frequently results in decreased satisfaction
• Downward social comparison comparing oneself to
  another who is worse off on a particular
  attribute
• frequently results in increased satisfaction

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Applying Motivation Theory

• 1. Motivational job design
• job enlargement
• job enrichment
• job rotation
• 2. Work scheduling options
• job sharing
• 3. Recognition, empowerment, economic
  incentives
• variable pay

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Job Characteristics Model

• 1. Skill variety
• 2. Task identity
• task has visible results
• 3. Task significance
• 4. Autonomy
• employee freedom and independence
• 5. Task feedback
• working on task provides performance feedback

Source Hackman Oldham, 1976, Organizational
Behavior and Human Performance, v. 16, pp.
250-279.
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• Group cohesiveness
• the degree to which group members want to stay
  in the group and tend to resist outside
  influences

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2 Types of Cohesiveness
1. Interpersonal cohesiveness strong bonds
liking between people 2. Task cohesiveness
strong commitment to the group task among
members Cohesiveness can increase team
performance, but interpersonally cohesive teams
may lack task focus
Source Kenrick et al., Social Psychology, p. 441.
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Pros and Cons of Teams

• Cons
• take longer to reach solution
• members may suppress disagreement
• group may be dominated by a few individuals
• lack of accountability

• Pros
• more information knowledge
• can generate more alternatives
• often higher-quality decisions
• group participation increases acceptance of
  solutions

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Types of Teams

• 1. Problem-solving
• within one area
• within one management level
• 2. Cross-functional
• within one management level
• across different areas
• 3. Self-managed
• autonomous

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Building Blocks of High Performance Teams

• 1. Skills
• 2. Accountability
• 3. Commitment

• Problem solving
• Technical/functional
• Interpersonal
• Small number of members
• Mutual accountability
• Individual accountability
• Specific goals
• Common approach
• Meaningful purpose

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Trends in Motivation

• Improved Education Training
• Increased Employee Ownership
• More Work-Life Benefits
• Deloitte Touche consulting firm offers
  Work/life Balance options
• reduced hours, reduced workload, continuing
  part-time, flextime, telecommuting, assistance
  programs (Source Deloitte Touche,
  www.dttus.com)