Lesson10MotivationEmployees.pdf

Lesson 10 Motivating Employees

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Learning Goals: Learning Goal 10-01: Explain Taylor’s theory of scientific management. Learning Goal 10-02: Describe the Hawthorne studies and their significance to management. Learning Goal 10-03: Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation. Learning Goal 10-04: Distinguish between the motivators and hygiene factors identified by Herzberg. Learning Goal 10-05: Differentiate among Theory X, Theory Y, and Theory Z. Learning Goal 10-06: Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories. Learning Goal 10-07: Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition. Learning Goal 10-08: Show how managers personalize motivation strategies to appeal to employees across the globe and across generations.

Introduction

Motivating employees is a true art. There is no formula that you can learn

that will work with every person and in every situation. Motivation of

employees involves an understanding of people, good judgment, good

intuition, good communication skills, and the ability to correctly read a

situation. There are probably some more components, but this gives you the

idea that motivating employees is often, not a simple, easy task.

The Art of Employee Motivation

Managers and scientists have been studying the motivation of employees for

over 100 years. Even in this high tech age, we do not have all the answers.

In over 100+ years of studying motivation, there have been many theories.

Some theories were believed and practiced for decades and then abandoned.

A few theories have survived for decades and are still practiced today.

There are several important theories that have survived the test of time and

are still taught in management courses. Some of the important ones are

Maslow’s Theory, Herzberg’s Theory, Reinforcement Theory, and Equity

Theory.

Management Theories

There are a couple of other important theories explored in this chapter. One

is Theory X and Theory Y. These theories pertains to management style. I’m

sure that you will recognize some of your past managers as being either

Theory X or Theory Y managers.

Management by Objectives

And, finally, one of the most important and widely practiced theories is

Management by Objective (MBO). MBO’s were initially used for managing

managers. Over time. Managers saw that MBO’s could be very effective in

managing employees at all levels of the organization.

Management of Objective starts with establishing objectives and goals for

each person. For MBO’s to work as intended, goals and objectives must be

established in the correct way. The “SMART” method (illustrated above) is an

excellent method of setting good goals and objectives.

Goals are intended to be motivational. It is part of human nature to respond

positively to goals that are established correctly. Improperly set goals can

have the opposite result, and result in demotivation.

It is important for managers to insure all goals are “SMART” goals. As

individuals, we need to be sure that we never have a goal that does not

meet the “SMART” criteria.

I have always managed and been managed with SMART goals and MBO’s.

Instructions:

Watch this short video

Read Chapter 10 .

Complete assignment 10.

Use the list below for chapter and test review.

Chapter Review terms:

Equity Theory Extrinsic Rewards Intrinsic Rewards Hawthorne Studies Job enlargement Job Enrichment MBO Maslow’s Hierarchy Reinforcement Theory Herzberg’s Theory

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