Tải bản đầy đủ

Understanding business 8th by mcchugh nickels chapter 10

*
*
*

Motivating
Employees
and
Building
Self-managed
Teams
Nickels

*

McHugh

McGraw-Hill/Irwin
Understanding Business, 8e

*


*
CHAPTER

**

10

McHugh
1-1

10-1

© 2008 The McGraw-Hill Companies, Inc., All Rights


*
*
*

Intrinsic vs. Extrinsic
Rewards
Extrinsic = Outside

Recognition
Promotion
s

Gifts

Praise

Intrinsic =
Inside

Feeling of Job
Well Done
Pride

Sense of
Achieveme


nt

Salary
Increase
Status

10-2


*
*
*

Most Commonly Used
Extrinsic Rewards

Source: Incentive Federation

10-3


Evolution of Human
Relations Management
Concepts

*
*
*

Scientific





Taylor
Gantt
Gilbreths

Behavioral








Mayo
Maslow
Herzberg
McGregor
Ouchi
Vroom

10-4


*
*
*

Hawthorne studies


Conducted by Elton Mayo (1927-1933)



First Experiment: Determine if lighting was a factor in productivity.



Next Experiments: Determine if other factors affected productivity.



These studies encouraged the study of human motivation.

10-5


*
*
*

Maslow’s
Hierarchy of Needs
Unsatisfied
SelfActualizati
on
Esteem
Needs
Social
Needs
Safety Needs
Physiological
Needs

Satisfie
d
10-6


*
*
*

Herzberg’s Theory

Figure 10.5 Comparison of Maslow and
Herzberg

10-7


*
*
*

How to Develop the Truly
Loyal Employee
1.
2.
3.
4.
5.

Source: CIO, October 1, 2003

Care for workers
Fairness of pay and evaluations
Accomplishment feeling
Satisfaction with daily activities
Appreciation of ideas

10-8


*
*
*

Job-Oriented
Motivational Techniques


Job Enrichment/Redesign





Job Simplification

• Skill Variety
• Task Identity/Significance
• Autonomy
• Feedback

Job Enlargement
Job Rotation

10-9


*
*
*

McGregor’s Theories
Theory X- Autocratic
• Dislike Work

Theory Y- Democratic
• Like Work

Responsibility
Little Ambition

Toward Goals
Seeks
Responsibility
Imaginative,
Creative, Clever
Motivated by
Empowerment

• Avoid

• Naturally Works


• Force/Control/





Direct/Threaten
Motivated by Fear
& Money




10-10


*
*
*

Ouchi’s Theory Z
1.

Long-Term Employment

2.

Collective Decision-making

3.

Individual Responsibility

4.

Slow Evaluation/ Promotion

5.

Implicit Informal Control with
Explicit, Formalized Control

6.

Specialized Career Path

7.

Holistic Concern for Employees

10-11


*
*
*

Goal-Setting Theory
(MBO)

• Goal-Setting Theory

• Management By Objectives
(1960s)

10-12


*
*
*

Impact of Mentors

Source: USA Today

10-13


*
*
*

Employee-Oriented
Motivational Techniques

• Expectancy
Theory

• Reinforcement
Theory

• Equity Theory
10-14


*
*
*

Expectancy Theory:
Employee Questions


Can I accomplish the task?



If I do accomplish it, what is my reward?



Is the reward worth the effort?

10-15


*
*
*

Steps to
Improve Performance
1.

Determine Rewards Valued

2.

Determine Standards

3.

Ensure Standards are Attainable

4.

Tie Rewards to Performance

5.

Are Rewards Considered Adequate?

10-16


*
*
*

Teamwork &
Open Communication

• Create culture that • Actively undertake
rewards listening

• Train supervisors

efforts to facilitate
communication

and managers to
listen

• Remove barriers to
open
communication

10-17


*
*
*

Building Quality into Teams
• Getting Started
• Initial Phases
• Team Building
• Mutual Coaching
• Statistics
• Projects
• Building Quality
• Role Change
Source: www.see.ed.ac.uk

10-18


*
*
*

High Performance Teams

1. Participative Leadership
2. Responsive
3. Aligned on Purpose
4. Communicative
5. Task Focused
6. Problem Solving
7. Shared Responsibility
8. Innovative
Source: International Cyber Business Services, Inc.

10-19


*
*
*

Tips for
Motivating Employees

1. Thank employees for good job
2. Listen to employees
3. Give feedback
4. Give rewards
5. Keep them informed
6. Allow for input
7. Training opportunities
8. Remember important dates
9. Have and abide by policies
10.Celebrate goal accomplishment
Source: Allfoodbusiness.com

10-20


*
*
*

Warning Signs of
Employee Stress








Source: uteaxas.edu

Drops in productivity
Chronic lateness
Absenteeism
Careless with details
Unable to work with others
Negative attitudes about work
Withdrawal from co-workers
Easily upset/angered
10-21


*
*
*

How Stressed
Are You? Rate 1-5
1)
2)
3)
4)

Conditions at work are
unpleasant or
sometimes even
unsafe.
I feel that my job is
making me physically
or emotionally sick.
I have too much work
or too many
unreasonable
deadlines.
I can’t express my
opinions or feelings
about my job to my
boss.

5)
6)
7)
8)

My work interferes
with my family or
personal life.
I have no control over
my life at work.
My good performance
goes unrecognized
and unrewarded.
My talents are
underutilized.

10-22


*
*
*

Putting it Together
at Nucor Steel


Pay for Performance



Listen to the Frontline



Push-Down Authority



Protect Your Culture



Try Unproven Technologies

Source: Business Week, May 1, 2006

10-23



Tài liệu bạn tìm kiếm đã sẵn sàng tải về

Tải bản đầy đủ ngay

×