Theory X managers = believe that people are inherently uncooperative and must be constantly punished or rewarded = believe that people must be forced to be productive because they are naturally lazy, irresponsible, and uncooperative
Theory Y managers = believe that people are naturally responsible and self-motivated to be productive = believe that people want to be productive because they are naturally energetic, responsible, and cooperative
Theory Y managers are more likely to have satisfied, motivated employees
Hygiene factors = e.g. working conditions, clearly stated company policies
hygiene factors refer to the environment in which the employees perform the work
hygiene factors affect motivation and satisfaction only if they are absent or fail to meet expectations
managers should ensure acceptable hygiene factors in order to decrease/remove dissatisfaction
Motivators = motivation factors = e.g. recognition, responsibility
motivation factors are directly related to the work that the employees perform
managers should offer motivating factors in order to improve satisfaction and motivation
Limitations of this theory
the research was limited to professionals (not clerical or manufacturing workers)
One person's hygiene factor may be another person's motivating factor (e.g. money)
Expectancy theory = people will work hard if they believe that their efforts will lead to desired rewards = people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining
Equity theory = motivation depends on the way employees evaluate their treatment by an organization relative to its treatment of other workers = people compare (1) what they contribute to their job with what they get in return, and (2) their input/output ratio with that of other employees
ratio of contribution to return
inputs = time, effort, education, experience, etc.
outputs = salary, benefits, recognition, security, etc.
Feelings of inequity - lead to an effort to restore fairness
request a raise
reduce effort
work shorter hours
complain
rationalize the situation
find different people with whom to compare themselves
leave the job (= quit)
Goal-Setting theory = people perform better when they set specific, quantified, time-framed goals
moderately difficult goals
specific = it is clear what needs to be done
employee participates in the goal-setting process (thereby increasing acceptance and commitment to achieving the goals)
Strategies to increase employee satisfaction and motivation
Rewards = positive reinforcement (when tied directly to desired or improved performance) = linking reinforcement with desired behaviours
pay, bonuses, praise, promotions, job security, etc.
Punishment = unpleasant consequences (used to change undesirable behaviour) = less effective than rewards = linking punishment with undesired behaviours
suspension, docked pay
workers may respond with anger, resentment, hostility, retaliation
MBO = Management By Objectives = a system of collaborative goal setting that extends from the top of an organization to its bottom
MBO is concerned mainly with helping managers implement and carry out their plans
MBO involves managers and subordinates in setting goals and evaluating progress
uses the Goal-Setting theory
the motivational aspect is the biggest advantage of MBO
Participative Management = Employee Participation and Empowerment = techniques for giving employees a voice in management decisions = a method of increasing employees' job satisfaction by giving them a voice in how they do their jobs and how the company is managed
Team Management
for some decision-making responsibilities (scheduling, assigning tasks, production scheduling, work procedures and schedules, hiring)
for some production activities or tasks
Job Enrichment & Job Redesign = used to increase satisfaction in jobs significantly lacking in motivating factors
Job Enrichment = a method of increasing employees' job satisfaction by extending or adding motivating factors such as responsibility or growth
Job Redesign = different people want different things from their jobs = restructuring work to achieve a more satisfactory fit between workers and their jobs
Combining Tasks = enlarging jobs and increasing their variety
Forming Natural Work Groups = grouping people who do different jobs on the same projects
Establishing Client Relationships = allowing employees to interact with customers
Modified Work Schedules (work share programs, flextime, compressed workweeks, telecommuting)
Flextime = workers allowed to pick their working hours = core time + flexible time
Compressed Workweek = fewer days, but more hours per day = e.g. 4*10 or 3*12
Telecommuting = doing some or all work away from the office (at home or while travelling)
Workshare programs = Job sharing = a method of increasing employee job satisfaction by allowing two people to share one job
Leadership = the process of motivating others to meet specific objectives
Managerial styles = patterns of behaviour that a manager exhibits in dealing with subordinates
Autocratic managers = issue orders that they expect to be obeyed without question
Democratic managers = seek subordinates' input into decisions, but retain final decision-making power
Free-rein managers = more likely to advise than to make decisions = Laissez-faire approach = typically serve as advisers to subordinates who are allowed to make decisions
Contingency approach to management style = the appropriate managerial behaviour in any situation is dependent on the elements of that situation = Situational approach
e.g. People in different countries and cultures behave differently and expect different things from their managers