5/2/2018
1
Week
–
4
Session : 7
1
Unit 11- Motivating Employees
Learning Objectives
1. Explain Taylor’s theory of scientific management, and describe the Hawthorne studies
and their significance to management.
2. Identify the levels of Maslow’s hierarchy of needs and apply them to employee
motivation. Contrast this with the motivators and hygiene factors identified by
Herzberg.
3. Differentiate between McGregor’s Theory X and Theory Y.
4. Explain the key principles of goal setting, expectancy, reinforcement, and equity
theories.
5. Show how managers put motivation theories into action through such strategies as job
enrichment, open communication, and job recognition.
6. Show how managers personalize motivation strategies to appeal to employees around
the globe and across generations.
2
Unit 11: Motivating Employees
The Value of Motivation
Motivation refers to the overall desire to excel.
•The key to leadership success is
: MOTIVATING OTHERS TO
DO THEIR BEST.
•Losing an employee is costly.
•Hiring and retaining good employees is a major function of
management.
•Happy workers lead to happy customers, and happy customers
lead to successful businesses.
3
Intrinsic Vs. Extrinsic Rewards
•An Intrinsic Reward is the good feeling you have when you have done
a good job.
•An Extrinsic Reward is something given to you by someone else as
recognition for good work and includes pay increases, praise, and
promotions.
4
Scientific
•Taylor
•Gantt
•Gilbreths
Behavioral
•Mayo
•Maslow
•Herzberg
•McGregor
•Ouchi
•Vroom
Evolution of Human Relations Management Concepts
5
•Increase productivity by studying the most efficient
ways of doing things and then teaching workers these
methods; i.e., scientific management.
•Three elements of his approach were: time, methods,
and rules of work.
•Time and motion studies break down the tasks needed
to do a job and measure the time needed to do each
task.
Frederick Taylor
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5/2/2018
Scientific Management
•SCIENTIFIC MANAGEMENT
viewed people as
MACHINES
that needed to be properly programmed.
•There was little concern for the psychological or human
aspects of work.
•Much emphasis in some companies is still placed on
conformity to work rules rather than on creativity, flexibility,
and responsiveness.
7
Scientific Management: Taylor
•Some of Taylor’s ideas are still being implemented.
•Some companies still place more emphasis on conformity to
work rules than on creativity, flexibility, and responsiveness.
•For example, UPS tells drivers how fast to walk (three feet per
second), how many packages to pick up and deliver per day
(average of 400), and how to hold their keys (teeth up,
third finger).
8
The Hawthorne Effect
•Elton Mayo and his colleagues from
Harvard University came to the
Hawthorne plant to test the degree of
lighting associated with optimum
productivity.
•Mayo hypothesized that human or
•Hawthorne was a plant in Illinois
•The Hawthorne studies’ results encouraged
researchers to study human motivation and the
managerial styles that lead to more productivity.
•The Hawthorne Effect refers to the tendency for
Mayo: The Hawthorne Effect
