The document discusses various aspects of motivating the workforce, focusing on employee behavior, morale, and motivation theories such as Maslow's hierarchy of needs and Herzberg's two-factor theory. It highlights the importance of both intrinsic and extrinsic rewards in enhancing job satisfaction and productivity, as well as different strategies for motivation including job enrichment and flexible scheduling. Additionally, it emphasizes the significance of aligning company values with employee motivations to foster loyalty and commitment.

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FERRELL | HIRT | FERRELL
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin

2. PART
4
• CHAPTER 9 Motivating the Workforce
• CHAPTER 10 Managing Human Resources
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3. Human Relations
Human Relations
 The study of the behavior of individuals and
groups in organizational settings
Motivation
 An inner drive that directs a person’s
behavior towards a goal or satisfaction of a
need
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4. Motivating the Workforce
Motivating the Workforce
 What motivates employees to perform?
 How can managers boost morale?
 How do you maximize worker performance?
 How can you encourage creativity and
innovation?
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5. The Basic Model of Motivation
The Basic Model of Motivation
When a need exists, an
individual engages in goal-
directed behavior designed to
satisfy that need
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6. Morale
Morale
An employee’s attitude toward his or her
job, employer and colleagues
Morale is a prominent aspect of human relations
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7. Morale
Morale
High Morale
 Higher productivity, returns to shareholders, worker
productivity and loyalty
 Lower absenteeism and employee turnover
Low Morale
 Contributes to absenteeism, high employee turnover and
lack of commitment
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8. Morale
Morale
Morale Boosters
 Respect
 Involvement
 Appreciation
 Compensation
 Promotion
 Pleasant work environment
 Positive organizational culture
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9. Rewards
Rewards
Intrinsic Rewards
The personal satisfaction and enjoyment you feel from
attaining a goal
Feeling of accomplishment
Extrinsic Rewards
Benefits and/or recognition you receive from someone else
Awards, benefits, pay increases
 Intrinsic and extrinsic rewards both are important in
motivating employees to contribute to business goals
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10. Employee Motivation
Employee Motivation
• It can be difficult to motivate employees
• Motivation is difficult to define and varies from
person to person
• Motivation conventions exist that are dedicated
to suggesting ways to motivate workers
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11. Work/Life Balance
Work/Life Balance
Most employees are motivated by more than pay...
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12. Classic Theory of Motivation
Classic Theory of Motivation
Early 20th century
Frederick W. Taylor & Lillian Gilbreth
 Scientific focus on work tasks & productivity
Money
 Thought to be the sole motivator for workers
 Satisfactory pay & job security motivate employees
to work hard
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13. Hawthorne Studies
Hawthorne Studies
1924-1932 at the Hawthorne Works Plant
Elton Mayo
• Postulated that physical conditions in workplace
stimulate productivity
Findings show social and psychological factors
influence productivity/morale
 Marks beginning of concern for human relations in
the workplace
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14. Theories of Employee
Theories of Employee
Motivation
Motivation
 Maslow’s Hierarchy of Needs
 Herzberg’s Two-Factor Theory
 McGregor’s Theory X and Theory Y
 Theory Z
 Variations on Theory Z
 Equity Theory
 Expectancy Theory
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15. Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs
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16. Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs
 Physiological Needs
Basic needs for food, water, shelter
 Security Needs
Protection from physical and economic harm
 Social Needs
Need for love, companionship
 Esteem Needs
Self-respect and respect from others
 Self-actualization
Maximizing one’s full potential
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17. Herzberg’s Two-Factor Theory
Herzberg’s Two-Factor Theory
Hygiene Factors
Focus on the work setting, not the content of the work
• Wages, working conditions, company policies, job
security
Motivational Factors
Focus on content of the work itself
• Achievement, recognition, involvement,
responsibility, advancement
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18. McGregor’s Theory X and
McGregor’s Theory X and
Theory Y
Theory Y
Theory X
 Considered the traditional management view
 Assumes that workers
Generally dislike work
Must be forced to do their jobs
Average worker avoids responsibility and
prefers direction
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19. McGregor’s Theory X and
McGregor’s Theory X and
Theory Y
Theory Y
Theory Y
 Considered the humanistic management view
 Assumes
Expending physical effort is natural (people like to
work)
People will assume responsibility and self-control to
achieve objectives (workers want to satisfy social, esteem
and self-actualization needs)
People will commit to objectives once they realize there
will be a personal reward
Most organizations do not adequately utilize
imagination, ingenuity, creativity and intelligence of
workers
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20. Theory Z
Theory Z
A management philosophy that stresses
employee participation in all aspects of
company decision making
 Incorporates many Japanese ideas about
management (trust and intimacy) adapted for
use in the U.S.
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21. Variations on Theory Z
Variations on Theory Z
 Quality Circles (or Quality-Assurance Teams)
 Participative Management
 Employee Involvement
 Self-Directed Work Teams (SDWT)
 All strive to give employees more control over
their jobs
 Make them responsible for outcomes
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22. Equity Theory
Equity Theory
 The assumption that how much people are
willing to contribute to an organization
depends on their assessment of the fairness
(equity) of the rewards they will receive in
exchange
Equal pay for equal work
Employees who do not feel equitably treated may
slack off on the job or steal to level the field
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23. Expectancy Theory
Expectancy Theory
 Assumes that motivation depends not only
on how much a person wants something,
but also on how likely he or she is to get it
Someone who wants something and has a
reasonable expectation to achieve it will be
highly motivated
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24. Motivating Employees
Motivating Employees
Behavior Modification
 Changing behavior and encouraging appropriate
actions by relating the consequences of behavior
to the behavior itself
Reward
Punishment
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25. Strategies for Motivating
Strategies for Motivating
Employees
Employees
Job Enlargement
 Addition of more tasks to a job instead of
treating each task as separate
Seeks to counteract the boredom of division of labor
Many small firms use job enlargement
Requires training employees in new tasks
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26. Strategies for Motivating
Strategies for Motivating
Employees
Employees
Job Rotation
 Movement of employees from one job to
another to relieve the boredom often associated
with job specialization
The drawback is that it does not totally eliminate risk
of boredom
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27. Strategies for Motivating
Strategies for Motivating
Employees
Employees
Job Enrichment
 Incorporating motivational factors
(achievement, recognition, responsibility) into
the job
Idea developed by Herzberg in the 1950s
Gives employees feedback on their performance
Rewards for good performance
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28. Values and Motivation
Values and Motivation
Many employees are motivated by working for
a company that shares their values
 Patagonia
Loyal, dedicated employees
Less than 4% employee turnover
Core values embrace reducing waste, recycling,
environmentalism
Psychological success
Good health
Good work/life balance
Enjoying your job tasks
Money is not main motivator
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29. Strategies for Motivating
Strategies for Motivating
Employees
Employees
Flexible scheduling strategies
 Flextime
• Allows employees to choose their start and end times
 Compressed Workweek
• 40 hours in a 4-day workweek
 Job Sharing
• Occurs when two people share the same job
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30. Importance of
Importance of
Motivational Strategies
Motivational Strategies
Fosters employee loyalty
Boosts productivity
Influences on pay, promotion, job
design
Nature of relationships
Nature of the job itself
Characteristics of the organization
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