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Supervision

Chapter 8 Motivating your employees. Supervision. Define motivation Identify & define 5 personality characteristics relevant to understanding behavior of employees Explain elements & focus of 3 early theories of motivation

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Supervision

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  1. Chapter 8 Motivating your employees Supervision

  2. Define motivation Identify & define 5 personality characteristics relevant to understanding behavior of employees Explain elements & focus of 3 early theories of motivation Identify characteristics that stimulate the achievement drive in high achievers Identify 3 relationships in expectancy theory that determine an individual’s level of effort List actions a supervisor can take to maximize employee motivation Describe how supervisors can design individual jobs to maximize employee performance Explain the effect of workforce diversity on motivating employees Chapter outcomes

  3. Willingness to do something • Conditioned upon the action’s ability to satisfy some need • Need • Physiological or psychological deficiency • makes certain outcomes seem attractive Motivation

  4. Personality types • Locus of control • Source of control over individual’s behavior • Internal – we control our own behaviors • External – our lives are controlled by external forces • Machiavellianism • Manipulative behaviors • Ends justify means • Self-esteem • How much you like or dislike yourself • Low-SEs • High-SEs Individual differences

  5. Personality types (cont.) • Self-monitoring • Adjust behavior to external situational factors • High – adapt easily, capable of presenting striking contradictions between public and private selves • Low – display true feelings and beliefs in almost every situation • Risk propensity • Willingness to take risk • Rapid decision making with less information Individual differences (cont.)

  6. Understand why people act the way they do Understand how people are motivated Match personality types with compatible jobs Individual differences (cont.)

  7. Hierarchy of needs (Maslow, 1954) • Hierarch of needs • Physiological • Safety • Social • Esteem • Self-actualization • Each needs satisfy  Next level • Substantially satisfied needs no longer motivates  Not supported by studies Early Theories of Motivation

  8. Theory X – Theory Y (Douglas McGregor, 1960) • Theory X assumptions • Employees dislike work  avoid it • Must be coerced, controlled, or threatened • Employees will avoid responsibilities and seek formal direction • Workers place security above all other factors  little ambition • Theory Y assumptions • Employees view work as natural • Exercise self-direction and self-control once committed to objectives • The average person can learn to accept, even seek, responsibility • Ability to make good decisions is widely dispersed throughout the population Early Theories of Motivation (cont.)

  9. Theory X – Theory Y (cont.) • McGregor: Theory Y more valid • Participation in decision making • Responsible and challenging jobs • Good group relations • No evidence to confirm validity • Theory X or Theory Y assumptions maybe appropriate in different situations Early Theories of Motivation (cont.)

  10. Motivation – Hygiene theory (Herzberf, 1959) • Motivators differentiate satisfaction and no satisfaction • Achievement • Recognition • Work itself • Responsibility • Growth • Hygiene factors differentiate dissatisfaction and no dissatisfaction • Working conditions • Salary • Policy Early Theories of Motivation (cont.)

  11. Need for achievement (McClelland, 1961) • Drive to succeed • Intrinsic motivation to do better • High achiever • Preference • Personal responsibility • Feedback • Medium degree of risk • Entrepreneurial Contemporary Theories of Motivation

  12. Equity Theory (Adams, 1965) • Employees compare input-outcome ratios • If equal  fair • Unequal  attempt to correct • Expectancy Theory • Employees analyze relationships between • effort-performance; • performance-reward; and • reward-personal goals • Level of effort depends on expectations that these relationships can be achieved Contemporary Theories of Motivation (cont.)

  13. Recognize individual differences Match people to jobs Set challenging goals Encourage participation Individualize rewards Link rewards to performance Check for equity Don’t ignore the money Motivating your employees

  14. Job design • Skill variety • Task variety • Task significance • Autonomy • Feedback • Job enrichment • Increase control over the planning, execution and evaluation of people’s work Design motivating jobs

  15. Motivating a diverse workforce • Flexibility • Cultural differences • Should employees be paid for performance or time on the job? • Pay for performance • Competency based compensation Motivating challenges

  16. Motivating minimum-wage employees • Rewards • Job design • Motivating professional and technical employees • Job challenge • Recognition • Alternative career paths Motivating challenges (cont.)

  17. Improve work-life balance • Flextime • Job sharing • Employee Stock Ownership Plan (ESOP) Motivating challenges (cont.)

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