Chapter 10 – Motivating Employees
10-1
Motivating Employ-
ees
chapter
=
what’s new in this edition 10.3
brief chapter outline and learning goals 10.3
lecture outline and lecture notes 10.5
PowerPoint slide notes 10.46
lecture links 10.69
lecture link 10-1: UPS’S TRUCK DRIVER BOOT CAMP 10.70
lecture link 10-2: MOTIVATING WITHOUT MONEY 10.70
lecture link 10-3: THE BIG THRILL MOTIVATION 10.70
lecture link 10-4: MCCLELLAND’S ACQUIRED NEEDS THEORY 10.71
lecture link 10-5: THE L-FACTOR 10.72
lecture link 10-6: THE BOSS SETS THE EXAMPLE 10.72
lecture link 10-7: WAL-MART GIVES BACK 10.73
lecture link 10-8: SAVING A FORTUNE WITH EMPLOYEE WELLNESS 10.73
lecture link 10-9: RECOGNITION: MAKING HEROES 10.74
lecture link 10–10: POSITIVE FEEDBACK 10.75
10
Chapter 10 – Motivating Employees
10-2
critical thinking exercises 10.76
critical thinking exercise 10-1: MANAGING A FAMILY BUSINESS 10.76
critical thinking exercise 10-2: DOES MONEY MOTIVATE? 10.77
critical thinking exercise 10-3: TESTING MASLOW’S HIERARCHY OF NEEDS 10.78
critical thinking exercise 10-4: THE MANAGEMENT CHALLENGE 10.79
critical thinking exercise 10-5: WHICH ARE THE BEST COMPANIES TO 10.80
WORK FOR?
Chapter 10 – Motivating Employees
10-3
deletions from the 9th edition:
• Getting to Know Sergey Brin and Larry Page, Founders of Google
• Name That Company: Ford
• Legal Briefcase
• Thinking Green
brief chapter outline
and learning goals
c h a p t e r 10
Motivating Employees
Getting To Know ANDREW CHERNG of PANDA EXPRESS
I. THE VALUE OF MOTIVATION
learning goal 1
learning goal 2
learning goal 3
II. MOTIVATION AND MASLOW’S HIERARCHY OF NEEDS
learning goal 4
III. HERZBERG’S MOTIVATING FACTORS
learning goal 5
IV. MCGREGOR’S THEORY X AND THEORY Y
A. Theory X
B. Theory Y
Chapter 10 – Motivating Employees
10-4
V. OUCHI’S THEORY Z
learning goal 6
VI. GOAL-SETTING THEORY AND MANAGEMENT BY OBJECTIVES
VII. MEETING EMPLOYEE EXPECTATIONS: EXPECTANCY THEORY
VIII. REINFORCING EMPLOYEE PERFORMANCE: REINFORCEMENT
THEORY
IX. TREATING EMPLOYEES FAIRLY: EQUITY THEORY
learning goal 7
X. PUTTING THEORY INTO ACTION
A. Motivating through Job Enrichment
B. Motivating through Open Communication
C. Applying Open Communication in Self-Managed Teams
D. Recognizing a Job Well Done
learning goal 8
XI. PERSONALIZING MOTIVATION
XII. SUMMARY
Chapter 10 – Motivating Employees
Getting to Know PANDA EXPRESS
Andrew Cherng is a touchy-feely kind of guy. He frequently hugs his employees at his mo-
tivational seminars. Panda Express managers are encouraged to eat a healthy diet, exercise fre-
quently, and attend the seminars. Cherng believes if his employees engage in personal growth,
that will lead to Panda Express’s financial growth.
1. Happy workers lead to happy customers.
a. Unhappy workers may leave.
b. Losing an employee can cost the equivalent
feel a connection to their company.
The employees of this company are told exactly how to do their jobs—and we mean ex-
actly. For instance, they are instructed to carry their keys on their ring finger with the
teeth up. If they are considered too slow, a supervisor will shadow them with a stop-
watch and clipboard and prod them along. Name that company.
Chapter 10 – Motivating Employees
10-6
(See complete PowerPoint slide notes on page 10.46.)
(See complete PowerPoint slide notes on page 10.46.)
(See complete PowerPoint slide notes on page 10.47.)
(See complete PowerPoint slide notes on page 10.47.)
Management and motivation can be difficult in family
firms. This exercise presents such a situation. (See complete
exercise on page 10.76 of this manual.)
Chapter 10 – Motivating Employees
d. That number may increase in the near future
because of the recent recession and its effect
on employee loyalty.
TIFIC MANAGEMENT
1. FREDERICK TAYLOR’S book The Principles of
Scientific Management was published in 1911.
a. Taylor’s goal was to INCREASE WORKER
PRODUCTIVITY in order to benefit both the
10-8
(See complete PowerPoint slide notes on page 10.47.)
(See complete PowerPoint slide notes on page 10.48.)
(See complete PowerPoint slide notes on page 10.48.)
(See complete PowerPoint slide notes on page 10.49.)
(See complete PowerPoint slide notes on page 10.49.)
Chapter 10 – Motivating Employees
10-9
10–10
(See complete PowerPoint slide notes on page 10.49.)
(See complete PowerPoint slide notes on page 10.50.)
UPS needs to hire 25,000 new drivers to replace retiring
employees. Prospective drivers go through intensive training
at Integrad. (See the complete lecture link on page 10.69 in
this manual.)
(See complete PowerPoint slide notes on page 10.50.)
Chapter 10 – Motivating Employees
were conducted by Elton Mayo at the Western
Electric Company’s Hawthorne plant in Cicero, Il-
linois.
Chapter 10 – Motivating Employees
10–12
(See complete PowerPoint slide notes on page 10.51.)
Chapter 10 – Motivating Employees
increased productivity.
4. The term HAWTHORNE EFFECT refers to the
tendency for people to behave differently when
they know they’re being studied.
a. The results of this study encouraged re-
II. MOTIVATION AND MASLOW’S HIERARCHY
OF NEEDS
A. MASLOW’S HIERARCHY OF NEEDS
1. Psychologist Abraham Maslow believed that
MOTIVATION ARISES FROM NEED.
a. People are motivated to satisfy unmet needs.
esteem needs to self-actualization needs.
10–14
Three ways to motivate employees during lean times. (See
the complete lecture link on page 10.70 in this manual.)
This exercise involves a debate among small groups as to
whether or not money is a motivator. (See complete exercise
on page 10.77 of this manual.)
(See complete PowerPoint slide notes on page 10.51.)
Chapter 10 – Motivating Employees
10–15
a. PHYSIOLOGICAL NEEDS, basic survival
needs including the need for food, water, and
shelter
2. If LOWER-LEVEL NEEDS are not met, they may
A. FREDERICK HERZBERG used interviews to identify
the factors that are most effective in generating en-
thusiastic work effort.
Chapter 10 – Motivating Employees
(See complete PowerPoint slide notes on page 10.51.)
This exercise asks each student to evaluate his or her needs.
(See complete exercise on page 10.78 of this manual.)
How do you motivate employees when 96% of their pro-
jects fail? (See the complete case, discussion questions, and
suggested answers beginning on page 10.83 of this manual.)
Another facet of motivation involves the individual’s toler-
ance for risk taking. Some individuals have a kind of psycho-
logical urge to reach beyond the status quo and seek out novel-
ty, change, and excitement. (See the complete lecture link on
page 10.70 in this manual.)
Chapter 10 – Motivating Employees
1. Herzberg surveyed workers to find out how they
rank JOB-RELATED FACTORS. The results
were:
a. Sense of achievement
b. Earned recognition
tivators.
B. HERZBERG’S CONCLUSIONS
Chapter 10 – Motivating Employees
10–18
Psychologist David McClelland proposed that humans ac-
quire different needs over time because of life experiences. He
classified these needs that affect motivation in both individu-
als and organizations. (See the complete lecture link on page
10.71 of this manual.)
(See complete PowerPoint slide notes on page 10.52.)
(See complete PowerPoint slide notes on page 10.52.)
(See complete PowerPoint slide notes on page 10.53.)
(See complete PowerPoint slide notes on page 10.53.)
Chapter 10 – Motivating Employees
3. The best way to motivate employees is to:
a. Make the job interesting
A. DOUGLAS MCGREGOR observed that managers’ atti-
tudes generally fall into one of two different sets of
managerial assumptions: THEORY X and THEORY Y.
B. THEORY X
1. The ASSUMPTIONS of Theory X management
are:
a. The average person DISLIKES WORK and
will avoid it if possible.
b. Because of this dislike, workers must be
Chapter 10 – Motivating Employees
10–20
PPT 10-21
Comparison of the Theories of
Maslow and Herzberg
TEXT FIGURE 10.3
Comparison of Maslow’s Hierarchy
of Needs and Herzberg’s Theory of
Factors
(Text page 266)
(See complete PowerPoint slide notes on page 10.54)
PPT 10-22
Reignite Employees’ Drive
(See complete PowerPoint slide notes on page 10.54.)
progress
assessment
(Text page 266)
PPT 10–23
Progress Assessment
(See complete PowerPoint slide notes on page 10.54.)
PPT 10-24
Theory X and Theory Y
(See complete PowerPoint slide notes on page 10.55.)