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Chapter 10 - Motivating Employees
10-61
PPT 10-39
Motivation on a Budget
1. In this recent recession, companies have had to
ease up on offering monetary rewards for em-
ployee performance.
2. Ask the students, Would you be satisfied with
these options, excluding monetary rewards?
PPT 10-40
Key Characteristics of Work
PPT 10-41
Types of Job Enrichment
Chapter 10 - Motivating Employees
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Enrichment by Way of Flexibility
1. Many employees see time outside the office as a
perk. This may include work from home, a li-
brary, or a remote location.
2. Some companies are following this trend. How-
ever, the majority of people surveyed said their
company still doesn’t offer the option.
3. Ask the students, Would you take a job with
lower pay if it meant you could work remotely?
Would you prefer to work only in the office?
PPT 10-43
Using Open Communication
PPT 10-44
Keeping the Lines Open
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PPT 10-54
Generation X in the Workplace
PPT 10-55
Millennials and the Workplace
PPT 10-56
Millennials and the Recession
Unemployment for 18- to 29-year-olds was the highest
it’s been in more than three decades. In fact, today Mil-
lennials are less likely to be employed than Gen Xers or
boomers were at the same age.
Chapter 10 - Motivating Employees
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PPT 10-57
Communication across the Generations
Ask the students, How might the differences in how
the generations prefer to communicate affect the work-
place?
PPT 10-58
The Best Companies for Workers
1. This list is generated by Fortune magazine.
2. Ask the students, What makes a company “em-
ployee friendly”? (Answers will vary.)
3. Use the Fortune research to profile one or all of
the companies, so students can understand what
programs these companies have implemented to
enhance worker satisfaction.
Chapter 10 - Motivating Employees
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Progress Assessment
1. To increase communication managers can re-
ward listening across the organization, train su-
pervisors and managers to listen using effective
questioning techniques, remove barriers to
communication, avoid vague and ambiguous
communication, make it easy to communicate,
and ask employees what is important to them.
Focusing on communication is important, but
managers can also focus on job enrichment,
such as skill variety and task significance.
2. Participative management, if implemented
properly, can be successful, but like everything
in life there are benefits and weaknesses to this
type of management style. One problem with
this approach is that it is difficult to implement
and workers may spend more time formulating
suggestions than actually solving the problem at
hand.
PPT 10-59
Progress Assessment
(continued)
3. In today’s multicultural workplace managers
cannot use one motivational formula for all em-
ployees. While they must adjust motivational
styles, it is essential that managers give all em-
ployees the keys to do a good job: the tools, the
right information, and the right amount of coop-
eration. Motivating employees across cultures
and generations can be simple, if managers
acknowledge a job well done.
Chapter 10 - Motivating Employees
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lecture
links
“Motivation is everything. You can do the work of two people, but you can’t be two people;
Instead, you have to inspire the next guy down the line and get him to inspire his people.”
Lee Iacocca
lecture link 10-1
UPS’S TRUCK DRIVER BOOT CAMP
In the photo caption on page 261, we briefly mentioned the intensive training that prospective
UPS drivers must undergo at the company’s 11,500-square-foot facility in Landover, Maryland. Called
Integrad, the training center has had 1,629 UPS driver candidates go through the program since its 2007
opening. Of that number, only 10% failed. That’s great news for UPS, which needs to hire 25,000 new
Chapter 10 - Motivating Employees
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lecture link 10-2
MOTIVATING WITHOUT MONEY
How can you motivate employees during lean times? Andrea Nierenberg, founder of the busi-
ness-consulting firm Nierenberg Group, has some suggestions to motivate workers.
PLUM PROJECTS
15 MINUTES OF FAME
Mary Kay Ash, the founder of Mary Kay Cosmetics, used to say, “There are two things people
want more than sex and money, and that is praise and recognition.” As a result, telling people how their
specific contributions make a difference—and making sure others hear about it—is a powerful way to
CUSTOMIZED WORK SCHEDULES
In the age of terrorist attacks many people have placed a renewed emphasis on spending time
with their loved ones. Employees may be caring for children, elderly parents, friends, or beloved pets.
lecture link 10-3
THE BIG THRILL MOTIVATION
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The degree of risk that individuals are willing to assume spans a broad continuum. Big T person-
alities, those who continually live on the edge, are at one end of the scale. Little t’s, who cling to certainty
and predictability, are at the other end. Most people fall somewhere in the middle. But Farley believes it’s
lecture link 10-4
MCCLELLAND’S ACQUIRED NEEDS THEORY
Psychologist David McClelland proposed that humans acquire different needs over time as a re-
sult of life experiences. He classified these needs that affect motivation in both individuals and organiza-
tions:
1. Need for achievement
2. Need for affiliation
3. Need for power
power.
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lecture link 10-5
THE L-FACTOR
According to Tim Sanders, a Yahoo executive and author of The Likeability Factor, likability, not
intimidation, is the real key to conquering the workplace. Sanders sets forth a how-to plan for an employ-
ee trying to get ahead. His philosophy builds on the Dale Carnegie approach, outlined in his 1936 classic
How to Win Friends and Influence People. “Men are the worst at this,” Sanders reports. “They won’t
smile.”
In business, likability matters. A person who gives others “a sense of joy, happiness, relaxation,
or rejuvenation,” says Sanders, is more likely to be hired and promoted. He believes that likable bosses,
rather than feared bosses, get the best work out of employees. Nastiness translates into less productivity,
higher turnover, and a culture of unhappiness.
Sanders calls this element the “L-factor.” Raising your L-factor is like improving your physical
fitness. The L-factor involves four qualities that aspiring managers need to practice:
lecture link 10-6
THE BOSS SETS THE EXAMPLE
The CEO of Japan Airlines represents the differences between the American management ap-
proach and the Japanese approach. CEO Haruka Nishimatsu comes to work on the city bus. No corporate
jets for him. He believes that management will not work if leaders treat themselves one way and employ-
ees another way.
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Nishimatsu buys his suits at a discount store because he believes that a boss who wears Armani
puts himself at arm’s length from his people. While Merrill Lynch boss John Thain spent $1 million deco-
lecture link 10-7
WAL-MART GIVES BACK
Wal-Mart is often criticized for being too large for smaller retailers to compete with, ultimately
causing the underdogs to fold while Wal-Mart picks up their business. The company has also been ac-
cused of treating its employees poorly and of bullying its distributors and competitors. While some of
these criticisms against Wal-Mart may be justified to some degree, the sheer size of the world’s largest
retailer also allows it to perform a great deal of good throughout the world.
For example, Wal-Mart recently placed first in a survey measuring the largest charitable cash
contributors among American companies. Wal-Mart gave a total of $228.1 million as part of its commit-
lecture link 10-8
SAVING A FORTUNE WITH EMPLOYEE WELLNESS
Employee perks are among the first things to go once a company begins tightening its belt. When
it comes to employee wellness, however, recent studies show that managers would be better off expand-
ing rather than slashing their current programs. The idea is simple: healthier employees mean fewer sick
days and higher efficiency. At one surveyed company, health care costs decreased by $1,421 per partici-
pant in its wellness program, amounting to $6 in savings for every dollar invested in the system.
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At big companies, returns like that can amount to enormous savings. Johnson & Johnson, for in-
stance, saved $250 million on health care costs over the last 10 years thanks to its wellness program. The
amount of cash companies can retain is even greater now thanks to government tax incentives and subsi-
dies available under the new federal health care legislation. Wellness programs also help prevent exces-
lecture link 10-9
RECOGNITION: MAKING HEROES
Rosabeth Moss Kanter, author of the book The Change Masters, concluded that companies often
make the mistake of equating pay with rewards. Pay is not a reward for outstanding performance; it is
compensation for doing the job in the first place. A reward should be a special gain for special achieve-
ments. Compensation is a right; recognition is a gift.
Some basic rules should be followed in handing out praise and recognition:
1. Deliver recognition and reward in an open and publicized way. If not made
2. Timing is crucial. Recognize contribution throughout a project. Reward contribution
3. Tailor recognition and reward to the unique needs of the people involved.
4. Deliver recognition in a personal and honest manner. Avoid providing recogni-
tion that is too “slick” or overproduced.
5. Strive for clear, unambiguous, and well-communicated connection between
