Chap 9 understanding employee motivating
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Understanding Employee Motivating, Satisfying &
Leadership http://www.slideshare.net/Subjectmaterial
Chapter 9
Sr.Chapter Chapter HeadingNo.No.
1. 3 Understanding the Global context of business (031012)2. 4 Conducting Business Ethically and Responsibly (250212)3. 6 Organizing the Business Enterprise (030312)4. 7 Understanding Entrepreneurship and Small Business
(100312)5. 8 Managing Human Resources (240312)6. 9 Understanding Employee Motivating, Satisfying &
Leadership (310312)
7. 11 Understanding Marketing Processes and Consumer Behavior
8. 16 Managing Quality and Productivity9. 17 Managing Information Systems and Communication
Technology10. 19 Understanding Money and Banking11. 20 Intermediate Term and Lease Financing
Course Outline
3
FINAL PROJECT
GENERATE REVENUE REQUIRED
SUBMIT GROUP NAMES SUBMIT IDEA DATE OF EXECUTION
4
Marks Distribution
50 Terminal Examination20 Mid Term Examination15 Quizzes15 Final Assignment
1. PSYCHOLOGICAL CONTRACTS IN ORGANIZATIONS
2. THE IMPORTANCE OF SATISFACTION AND MORALE
3. MOTIVATION IN THE WORKPLACE Classical theory Behavior theory Contemporary motivational theories
Theory X & Y Maslow’s hierarchy of needs theory Two factor theory Expectancy theory Equity theory
4. STRATEGIES FOR ENHANCING JOB SATISFACTION AND MORALE
Reinforcement / Behavior modification theory MBO Job enrichment and job redesign Modified Work Schedules
5. MANAGERIAL STYLES AND LEADERSHIP Managerial Styles The contingency Approach to leadership Motivation and leadership in the 21st century
TOC
PSYCHOLOGICAL CONTRACT
A Set of Employment Expectations for inducements in return of the employee’s contributions
Contributions: What does each employee contribute to the organization?
Inducements: What will the organization provide to each employee in return?
Satisfied Employees Are More Productive and More Committed
Job Satisfaction:
Degree of enjoyment employees derive from doing their jobs
High Morale:
An overall positive employee attitude toward the workplace
Low Turnover:
A low percentage of employees leave each year
MORALE
TURNOVER
TURNOVER
MORALE
3. MOTIVATION IN THE WORKPLACE
Motivation is getting others to do something because they want to do it.
The process which encourages and guides behavior.
The act or process of stimulating to action, providing an incentive or motive, especially for an act.
Motivation is the internal drive to accomplish a particular goal. In a work setting, motivation is what makes people want to work.
9
THEORIES
Classical Theory of Motivation: workers are motivated solely by money
Hawthorne effect: productivity tends to increase when workers believe they are receiving special attention from management
McGregor’s TheoriesTheory X and Theory Y
Theory X1. People are lazy.2. People lack
ambition and dislike responsibility.
3. People are self-centered.
4. People resist change.
5. People are gullible and not very bright.
Theory Y1. People are
energetic.2. People are
ambitious and seek responsibility.
3. People can be selfless.
4. People want to contribute to business growth and change.
5. People are intelligent.
Maslow’s Hierarchy of Needs
Self-Actualization
Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs
General Example
s
Organizational Examples
Self-Fulfillment Challenging Job
Self-Actualization
NeedsStatus Job TitleEsteem NeedsFriendship Friends at WorkSocial Needs Stability Pension PlanSecurity NeedsShelter SalaryPhysiological 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
Performance-RewardIssue
Rewards-Personal
Goals Issue
Individual Effort
Individual Performance
Organizational Rewards
Personal Goals
Equity Theory
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
15
STRATEGIES FOR ENHANCING JOB SATISFACTION AND MORALE
Reinforcement / Behavior modification theory MBO Participative management and empowerment Job enrichment and job redesign Modified Work Schedules
Reinforcement /Behavior Modification Theory
Positive ReinforcementPositive Reinforcement
PunishmentPunishment
When rewards are tied directly to performance
When negative consequences are attached directly to undesirable behavior
Identifying Resources
Counseling
SettingVerifiable Goals& Clear Plans
Meeting
Management by ObjectivesCollaborative Goal-setting
Collaborative Goal Setting &
Planning
Communicating Organizational Goals & Plans
Periodic Review Evaluation
Job Enrichment and Job Redesign
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 and virtual offices
Modified Work Schedules
Sample Flextime Scheduling
Joe
Sue
Pat
6:00A.M.
7:00A.M.
8:00A.M.
9:00A.M.
10:00A.M.
11:00A.M.
12:00NOON
1:00P.M.
2:00P.M.
3:00P.M.
4:00P.M.
5:00P.M.
6:00P.M.
FlexibleTime
CoreTime
FlexibleTime
CoreTime
FlexibleTime
Evaluating Modified Schedules and Alternative Workplaces
Advantages
More satisfied, committed employees
Less congestion
Disadvantages
Challenging to coordinate and manage
Poor fit for some workers
Leadership:The process of motivating others to work to meet specific objectives
MANAGERIAL STYLES AND LEADERSHIP
Challenge the process
Inspire a shared vision
Enable others to act Model the way Encourage the heart
Five Fundamental Leadership Practices
Source: www.theleadershipchallenge.com
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 Style
Democratic Style
Free-rein Style
Motivation and Leadership in theTwenty-first Century
Motivation
Security and pay are no longer enough
Leadership “Coach”
mentality Diversity Flexibility
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