Motivating Employees

1. PowerPoint Image Slideshow
Introduction to Business
Chapter 9 MOTIVATING EMPLOYEES

2. Learning Outcomes
1. What are the basic principles of Frederick Taylor’s concept of scientific
management?
2. What did Elton Mayo’s Hawthorne studies reveal about worker motivation?
3. What is Maslow’s hierarchy of needs, and how do these needs relate to
employee motivation?
4. How are McGregor’s Theories X and Y and Ouchi’s Theory Z used to explain
worker motivation?
5. What are the basic components of Herzberg’s motivator-hygiene theory?
6. What four contemporary theories on employee motivation offer insights into
improving employee performance?
7. How can managers redesign existing jobs to increase employee motivation
and performance?
8. What initiatives are organizations using today to motivate and retain
employees?

3. Motivation is the set
of forces that prompt
a person to release
energy in a certain
direction.
A need is best defined as
the gap between what is
and what is required.
Want is the gap between
what is and what is desired.

4. Exhibit 9.3 Model of Motivation

5. Scientific management is based on the belief that
employees are motivated by economic incentives
that there is “one best way” to perform any job.

7. Advances
Piece-rate pay
(commission)
Emphasis on productivity
Work breaks
Missing
Skill variety
•Autonomy
•Task significance
•Feedback

8. _____ is something that prompts an individual to
release his or her energy in a certain direction.
A. Motivation
B. Operations management
C. Human relations
D. Personnel management
E. Production management
_____ is the gap between what is and what is desired,
and _____ is the gap between what is and what is
required.
A. Motivation; experience
B. A want; a need
C. A perquisite; a goal
D. Experience; Motivation
E. A need; a want
_____ is the gap between what is and what
is required.
A. Motivation
B. A want
C. A perquisite
D. A need
E. Experience

9. Frederick Taylor's scientific management emphasized:
A. policies, procedures, rules, and regulations
B. work efficiency
C. worker morale
D. technology
E. communication skills
A manufacturing company in which
industrial engineers have maximized
efficiency by determining the best way
to perform every task from tightening a
bolt to operating a forklift would be
illustrative of:
A. the Hawthorne effect
B. scientific management
C. expectancy theory
D. equity theory
E. Herzberg’s motivator-hygiene theory
According to Frederick Taylor’s scientific management
theory, the most important motivator in the workplace is:
A. shorter hours
B. longer lunch breaks
C. good communication
D. money
E. responsibility

10. 1. What are the basic principles of Frederick Taylor’s
concept of scientific management?
• CONCEPT CHECK
1. How did Frederic Taylor’s studies contribute
to the early understanding of human
motivation?
2. How are Taylor’s insights still seen in today’s
management practices?

11. Classical Era of
Management
Human
Relations
Era

12. Hawthorne effect
• Employees will perform better
when they receive special
attention
• Believe they are being observed
or think management is
concerned about their welfare.
• View the video which
summarizes this hypothesis,
and also offers a modern-day
example from a clothing factory
in India.

13. Hawthorne Effect
1. Do you think the conclusions from this research in India indicate
something universal that could be applied to factory workers
everywhere?
2. What about the applicability to other kinds of jobs, such as office
workers?
3. What about other fields, such as medicine, technology, transportation or
entertainment?

14. The original Hawthorne studies were set up to study:
A. testing used in the selection of employees
B. lighting
C. employee breaks
D. employee incentives
E. employee personality conflicts
According to _____, workers respond to attention
from superiors, and they like their opinions to be
valued.
A. Theory X
B. maintenance factors
C. the Hawthorne effect
D. scientific management
E. the equity theory
According to the Hawthorne effect,:
A. responsibility motivates
B. workers respond to being paid
attention to
C. workers respond to money
D. good leadership is the key to
motivation
E. workers dislike negative reinforcement

15. 2. What did Elton Mayo’s Hawthorne studies reveal
about worker motivation?
• CONCEPT CHECK
1. How did Mayo’s studies at the Hawthorne
plant contribute to the understanding of
human motivation?
2. What is the Hawthorne effect?
3. Was the practice of dimming and
brightening the lights ethical?

16. Exhibit 9.4 Maslow’s Hierarchy of Needs
People act
to satisfy
their unmet
needs.

17. Maslow's Hierarchy of Needs
• Identify the specific
examples how to
connect employee
motivation to each level
in Maslow’s pyramid.

18. Maslow's Hierarchy of Needs
Now, watch the video from
Wegmans paying particular
attention to the comments
made by current Wegmans
employees. Which aspects
on the Hierarchy of Needs
appear to you that
Wegmans approach helps
satisfy?

19. Maslow's Hierarchy of Needs
1. Contrast the way these workers seem to feel
at Wegmans with the statement made in this
section of your text that “supermarkets are
generally not considered the best places to
work”. Is it apparent from this video why
Wegmans has earned a place
on Fortune’s “Best Company to Work For”
every year since the list started?
2. What about the shopping experience at the
place where you buy your groceries, assuming
it’s not Wegmans, is there something they
could learn from the Wegmans team that
would improve your overall opinion?

20. Which of the following is NOT a need identified in Maslow's
hierarchy of needs?
A. safety needs
B. physiological needs
C. social needs
D. psychological needs
E. esteem needs
According to Maslow, people need to feel secure,
to be protected from physical harm, and to avoid
the unexpected. These needs are called _____
needs.
A. self-actualization
B. safety
C. belonging
D. psychological
E. physiological
An employee who was more
worried about having a safe
work environment and a
financially sound pension
plan than anything else
would be most concerned
with which of the needs in
Maslow’s hierarchy of needs?
A. safety needs
B. physiological needs
C. social needs
D. self-actualization needs
E. esteem needs

21. Bart Pietz works as a paramedic. Because
he has just worked a plane crash and has
been 20 hours without rest, he is
extremely sleepy. Pietz needs to satisfy
his _____ need.
A. physiological
B. esteem
C. security
D. social
E. self-actualization
Which of the following statements about Maslow’s
hierarchy of needs is true?
A. Because the hierarchy of needs focuses on
universal human needs, it has no critics.
B. Maslow’s hierarchy of needs has not influenced
motivational theory.
C. Maslow claimed an upper level of need was not
activated until a lower level of need was satisfied.
D. Physiological, safety, and belonging needs are all
physical needs.
E. All of the above statements about Maslow’s
hierarchy of needs are true.
Many rock and roll fans believe that Jimi Hendrix was
the best guitarist ever and that he stretched his
ability to the utmost. According to Maslow's theory
of need, Hendrix more than likely satisfied his _____
need.
A. physiological
B. psychological
C. esteem
D. self-actualization
E. recognition

22. 3. What is Maslow’s hierarchy of needs, and how do
these needs relate to employee motivation?
• CONCEPT CHECK
1. What is Maslow’s hierarchy of needs, and
how does it help in understanding human
motivation?
2. What are some criticisms of Maslow’s
hierarchy?

25. Table 9.1 Differences in
Management Approaches
• Sources: Comparison of
traditional U.S. and Japanese
management styles with the
Theory Z approach. Based on
information from Jerry D. Johnson,
Austin College. Dr. Johnson was a
research assistant for William
Ouchi. William Ouchi, Theory Z,
Avon, 1982.

26. Table 9.1 Differences in Management Approaches, continued
Sources: Comparison of traditional U.S. and Japanese management styles with the Theory Z approach. Based on information from Jerry D. Johnson, Austin College. Dr. Johnson
was a research assistant for William Ouchi. William Ouchi, Theory Z, Avon, 1982.

27. Sir Howard Stringer, Former CEO of Sony
“It’s funny, 100 percent
of the people around
here agree we need to
change, but 90 percent of
them don’t really want to
change themselves,” he
says. “So, I finally
concluded that we
needed our top
management to quite
literally speak another
language.”

28. Sir Howard Stringer, Former CEO
of Sony
1. Does Sir Howard Stringer’s thoughts about adversity lean more in the
direction of U.S., Japanese or seem to you to exemplify Theory Z, by
blending these two together?
2. After viewing this interview, does Sir Howard’s approach to failure seem
more in line with Theory Z?
3. Would you also think that when a major Japanese company such as Sony
placed a Welsh-born American in charge as CEO that decision in itself
indicated a desire on the part of Sony’s Board of Directors to bring to
Sony the advantages of Theory Z?

29. Motivation in Glengarry Glen Ross
• What processes would you
implement as a sales manager
to motivate your team. Also
comment on the benefits and
threats of the approach taken
by the sales manager in this
scene.

30. Theories X and Y management styles are the
result of studies by:
A. Frederick Herzberg
B. Douglas McGregor
C. Elton Mayo
D. Frederick Taylor
E. William Ouchi
The _____ style of management is based on a
pessimistic view of human nature and assumes
that the average person dislikes work, will try to
avoid work, prefers to be directed, avoids
responsibility, and wants security above all else.
A. Theory X
B. Theory Y
C. Theory Z
D. self-actualized
E. scientific
A Theory X manager would assume his or her
workers are:
A. desirous of more delegation
B. very optimistic
C. desirous of promotions, raises, and more
responsibility
D. lazy employees who can't be trusted
E. ambitious and want to work for as long as they
are physically able

31. According to Theory X, workers _____ their
work.
A. enjoy the creative part of
B. like delegation and responsibility in
C. dislike every facet of
D. have a strong attachment to
E. have strong positive feelings about
Wes Johnston overheard his manager say, "Work is
as natural as play, and workers seek more job
responsibility." This statement supports:
A. the Hawthorne effect
B. Theory X assumptions
C. Theory Y assumptions
D. Theory Z assumptions
E. the hierarchy of needs
Fourteen million office workers in the US
have their online activities under constant
surveillance, according to the Denver-based
Privacy Foundation. Worldwide, it reckons
the number of employees under such
surveillance totals around 27 million people.
According to the foundation's Workplace
Surveillance Project the low cost of snooping
technology is the main reason why
employers are employing a _____approach
to management.
A. Herzberg
B. Theory X
C. Theory Y
D. Theory Z
E. scientific management

32. According to Theory Y, workers _____ their
work.
A. especially abhor the creative part of
B. like delegation and responsibility in
C. dislike every facet of
D. have a strong aversion to
E. find nothing pleasurable about
Which of the following statements about Theory
Z style of management is true?
A. Theory Z style of management does not reflect
U.S. culture.
B. According to Theory Z, workers should be laid
off whenever business is bad.
C. According to Theory Z, decision making should
be done by the individual not the group.
D. Theory Z contains many elements from
Japanese management.
E. According to the Theory Z style of
management, the responsibility for success or
failure is shared by the group.
As a believer in the Theory Y style of
management, Stacey Lovett believes in all
of the following EXCEPT:
A. freedom of workers to come and go at
will
B. trusting workers to work hard on their
own
C. constant and close supervision
D. giving employees more responsibility
E. that workers are positively motivated

33. 4. How are McGregor’s Theories X and Y and Ouchi’s
Theory Z used to explain worker motivation?
• CONCEPT CHECK
1. How do the Theory X, Theory Y, and Theory
Z management styles differ?

34. • Motivating factors (also called
job satisfiers) are primarily
intrinsic job elements that lead
to satisfaction.
• Hygiene factors (also called job
dissatisfiers) are extrinsic
elements of the work
environment.
“What do people really want from their
work experience?”
Herzberg’s motivator-
hygiene theory?

35. Table 9.2 Herzberg’s Motivating and Hygiene Factors

36. . In Herzberg's theory, salary is an example of a(n):
A. job satisfier
B. self-actualizing factor
C. motivating factor
D. employee-controlled factor
E. hygiene factor
According to Herzberg, to keep a worker satisfied or
motivated, the manager should:
A. give longer lunch breaks
B. change his or her supervisor
C. give recognition to employee
D. give the worker more vacation time
E. give the worker a raise
Which of the following is NOT an
example of a hygiene factor?
A. salary
B. working conditions
C. fringe benefits
D. recognition
E. company policy

37. . In Herzberg's model, which of the following
would be an example of a motivating factor?
A. salary
B. fringe benefits
C. work conditions
D. supervision
E. responsibility
. One criticism of Herzberg’s
motivator and hygiene theory
is that it:
A. ignores the impact of
situational variables
B. cannot be used effectively
by smaller companies
C. added no new information
to the study of motivation
D. lacks hygiene factors that
can lead to workers doing their
best work
E. does not examine the
relationship between
productivity and satisfaction
According to Herzberg, _____ factors must be
present to prevent work dissatisfaction, but these
factors cannot serve as a source of satisfaction or
motivation.
A. demotivational
B. job-controlled
C. job-elemental
D. hygiene
E. self-actualized

38. 5. What are the basic components of Herzberg’s
motivator-hygiene theory?
• CONCEPT CHECK
1. What is Herzberg’s theory, and how does it
relate to an understanding of motivation?
2. How can a manager use an understanding of
Herzberg’s theory to motivate employees?
3. What are the limitations of Herzberg’s
theory?

39. Expectancy Theory Equity Theory Goal-Setting Theory Reinforcement Theory
Probability of an individual
acting in a particular way
depends on the strength of
that individual’s belief that
the act will have a
particular outcome and on
whether the individual
values that outcome.
Based on individuals’
perceptions about how
fairly they are treated
compared with their
coworkers.
Based on the premise that
an individual’s intention to
work toward a goal is a
primary source of
motivation.
Behavior is a function of
consequences;
• People do things
because they know
other things will follow.
• There are three basic
types of consequences:
positive, negative, and
none.
• Reward is anything that
increases a particular
behavior.
• Punishment is anything
that decreases the
behavior.

40. Exhibit 9.6 How Expectations Can Lead to Motivation

41. Hofstede's Cultural Dimensions
• What impact, if any, do these cultural
differences have on managers managing
an entirely American workforce? Explain.
• Perhaps the most extensive study of
cultural differences was performed by
Geert Hofstede, who studied people who
worked for IBM in more than 50
countries. As a result of his original
research, he identified four
“dimensions”, as Hofstede called them,
which he used could distinguish one
culture from another. Later, he added
fifth and sixth dimensions, in
collaboration with Michael Bond and
Michael Minkov.

42. Hofstede's Cultural Dimensions
1. How might this information influence the way you approached
motivating a global workforce?
2. What might you do differently if you had staff under your direction in
several countries, for example, the U.S. Japan, India and France?

43. According to expectancy theory, the probability of an
individual acting a particular way depends on the
strength of the individual's belief that:
A. the act will have a particular outcome and on
whether the individual values that outcome
B. job responsibility is adequate
C. salary and fringe benefits matter
D. the job is challenging
E. supervisors treat their employees with equity
The idea that employees are motivated by their
expectations, or estimates of chances for reward, is
called the _____ theory.
A. psychological
B. estimation
C. equity
D. expectancy
E. reevaluation
Based on the expectancy theory,
managers who want to motivate
their employees should:
A. determine the rewards valued by
each employee
B. link rewards to performance
C. determine what factors might
counteract the effectiveness of a
reward
D. make sure the rewards are
adequate for the level of
performance
E. do all of the above

44. Based on the expectancy theory, managers who
want to motivate their employees should:
A. determine the rewards valued by each
employee
B. make sure all people have the same
opportunity to receive rewards
C. assume all employees want the same rewards
D. offer intermittent reinforcement
E. do all of the above
Given the trend toward employee
empowerment in the workplace,
more and more employees are
finding the _____ theory useful.
A. equity
B. expectancy
C. scientific management
D. goal-setting
E. motivator-hygiene
_____ theory is based on the premise that an
individual’s intention to work toward a goal is a
primary source of motivation.
A. Equity
B. Expectancy
C. Scientific management
D. Goal-setting
E. Motivator-hygiene

45. _____ theory states that people do things because
they know that certain consequences will follow.
A. Scientific management
B. Goal-setting
C. Reinforcement
D. Equity
E. Expectancy
_____ theory states that people do things because
they know that certain consequences will follow.
A. Scientific management
B. Goal-setting
C. Reinforcement
D. Equity
E. Expectancy
At Children's Hospital in Denver, good
attendance is encouraged by recognizing staff
members who have not missed work in the
previous three months. At three-month
intervals, at staff meetings, the names of
those who have not missed work that quarter
are announced. These employees are given
ribbons of excellence, perfect attendance
pins, prizes, tote bags, alarm clocks, gift
certificates or movie tickets. As an added
incentive, the person with the longest record
of perfect attendance is allowed to choose
first from the list of "gifts." This is an example
of how _____ are used in association with the
______ theory.
A. rewards; reinforcement
B. instruments; expectancy
C. satisfiers; equity
D. objectives; goal-setting
E. hygiene factors; Herzberg's

46. 6. What four contemporary theories on employee
motivation offer insights into improving
employee performance?
• CONCEPT CHECK
1. Discuss the three relationships central to
expectancy theory.
2. Explain the comparison process that is a part of
equity theory.
3. How does goal-setting theory contribute to our
understanding of motivation?
4. What are the main elements of reinforcement
theory?

47. Motivational Job Design
Increasing the number and variety of tasks that a person performs, is
called job enlargement
Horizontal Expansion of an employee’s job
Job enrichment is the vertical expansion of an employee’s job. Increase
job depth by providing the employee with more autonomy,
responsibility, and decision-making authority.
Job Rotation is the shifting of workers from one job to another.
Cross Training of an employee’s job

48. Work-Scheduling
Options
Recognition &
Empowerment &
Economic
Incentives
Telecommuting Monetary reward Piece-rate plans
Job-Sharing A day off Profit sharing
Flextime Congratulatory
e-mail
Stock options
Compressed
Workweek
Verbal
“Pat on theback.”
Bonuses

49. _____ is the expansion of the number of
tasks and variety of tasks performed by a
worker.
A. Job enlargement
B. Job upsizing
C. Job enrichment
D. Task rotation
E. Task development
_____ is the redesign of a job to provide
workers with more authority, responsibility,
challenge, and the opportunity for more
personal achievement is called:
A. Job integration
B. Task generalization
C. Task enlargement
D. Job enrichment
E. Job rotation
In 2006, The Home Depot laid off 300 workers in its
home office. Even though the workers have left, the
same amount of work needs to be done. This sort of
company downsizing often leads to:
A. job enlargement
B. job integration
C. job rotation
D. job enrichment
E. task expansion
In many companies, workers are trained by assigning
them to several different jobs over a period of time.
This regular shifting of assignments is called:
A. job expectancy
B. job integration
C. job rotation
D. job enrichment
E. task expansion

50. Oscar Ramirez’s job has been redesigned.
He has more authority and responsibility
and feels the job now is very challenging to
him. The company has used job _____ to
challenge Ramirez.
A. enlargement
B. rotation
C. enrichment
D. development
E. satisfaction
All the accounting personnel at a large
construction company work 10 hour days
Monday through Thursday and then get a
three-day weekend. This construction
company permits _____ for its accounting
department.
A. a compressed work week
B. job rotation
C. job enrichment
D. flextime
E. job sharing
Bill Nielsen works as a graphic designer. He arrives at
work at 7 a.m. and goes home at 3 p.m. One of
Nielsen’s co-workers who performs the same job as
he does arrives at work at 10 a.m. and goes home at 6
p.m. Yet another co-worker arrives at 9 a.m. and
leaves work at 5 p.m. From this brief description, you
should realize that Nielsen’s employer uses:
A. a compressed work week
B. job rotation
C. job enrichment
D. flextime
E. job sharing
Anton Sudavarian works as a receptionist for a medical
clinic from 8 a.m. until 12 noon five days a week. At
noon, he is replaced by Louise Cho who works at the
same job from noon until 5 p.m. What kind of a work
scheduling option is being used by Sudavarian and
Cho?
A. compressed work week
B. flextime
C. job sharing
D. job partnering
E. gain-sharing

51. Companies that want to meet the diverse
needs of their employees by offering work-
scheduling options can use:
A. job enlargement
B. gain-sharing
C. job enrichment
D. flextime
E. job rotation
_____ are based on overall company
profitability. Using an established formula,
management distributes some portion of
company profits to all employees.
A. Stock options
B. Profit-sharing plans
C. ROI programs
D. Gain-sharing plans
E. Profit empowerment programs
A company that is experimenting with flextime,
telecommuting, and job sharing is interested in:
A. increasing job performance through effective
management of time
B. work-scheduling options needed to retain quality
employees
C. employee empowerment
D. determining which team management technique is
most effective given its situational variables
E. creating a collaborative approach to management
An example of a provider of exceptional customer
service is L.L. Bean, Inc. One of its employees actually
drove 500 miles from Maine to New York to deliver a
canoe to a customer who was leaving on a trip. The
employee was able to perform this task with the
support of L.L. Bean because the catalog retailer
believes strongly in:
A. job rotation
B. empowerment
C. flextime
D. telecommuting
E. task expansion

52. 7. How can managers redesign existing jobs to
increase employee motivation and performance?
• CONCEPT CHECK
1. Explain the difference between job
enlargement and job enrichment.
2. What are the four work-scheduling options
that can enhance employee performance?
3. Are all employees motivated by the same
economic incentives? Explain.

53. Trends in Employee
Motivation
Education & Training
“We value you & are
committed to your
growth”
Employee
Ownership
Stock Ownership
Plans (ESOPs)
Work-Life Benefits
Adoption assistance
Gym Memberships
Child Care

54. Which of the following is NOT one of the
current trends in business management
today?
A. employee ownership
B. application of the expectancy theory
C. education and training to raise
employee’s feelings of self-worth
D. helping employees achieve a balance
between their work responsibilities and
their personal obligations
E. offering work-life benefits to employees
The belief behind employee ownership is the
idea that it will:
A. cause employees to act more like partners
than clock watchers
B. force employees to determine which
motivating factors are most important
C. act as a nurturing tool for knowledge
workers
D. promote education and training
E. remove resistance to change
Which of the following statements about knowledge
workers is true?
A. A knowledge-based workforce is quantitatively
different from a less skilled workforce.
B. Knowledge workers are the major creators of
wealth.
C. Knowledge work is specialized work.
D. Knowledge workers are not homogeneous.
E. All of the statements about knowledge workers are
true.
Companies that are trying to lower employee
absenteeism are:
A. providing on-site day care for employees’ children
B. eliminating advance-notice requirements for
tardiness
C. occasionally allowing employees to refuse to work
overtime
D. eliminating formal attendance policies
E. doing all of the above

55. 8. What initiatives are organizations using today to
motivate and retain employees?
• CONCEPT CHECK
1. What benefits can an organization derive from
training and educational opportunities and stock
ownership programs?
2. Why are sabbaticals growing in popularity as work-
life balance tools?
3. How are knowledge workers different from
traditional employees?
4. Why are absenteeism and turnover rates increasing,
and what is the impact on companies?
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