BMATWT 353 - Business of Building

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Lecture Outline - Motivating Employees

Opening Case: A New Deal in the Workplace

I. Psychological contracts in organizations

Expectations held by employees about what they will contribute and what the organization will provide (inducements).

II. The importance of satisfaction and morale

Job Satisfaction - The level of enjoyment that people receive from performing their jobs.

Morale - Overall attitude that people have about their workplace.

Turnover - The percentage (annual) of employees who leave and must be replaced in the organization.

Satisfied workers with high morale -

• more committed and loyal
• work harder, better contributors
• less negative behavior
• better attendance and job longevity (less turnover)

III. Motivation in the workplace

A. Classical theory - workers motivated solely by money.
B. Behavior theory: The Hawthorne studies - Any change/attention will increase motivation
C. Contemporary motivational theories

i. Human resources models

Theory X - People are naturally irresponsible and uncooperative.

Theory Y - People are naturally responsible, self-motivated and interested in being productive.

ii. Maslow's hierarchy of needs model

Physiological - Shelter-Food, salary

Security - Stability, Pension

Social - Friendship (home and work)

Esteem - Status, Job title-promotion

Self-Actualization - self-fulfillment, challenge and opportunity in the job

iii. Two-factor theory

Herzberg - Hygiene Factors and Motivation Factors

Hygiene Factors - Lack thereof can only lead to DISSATISFACTION or neutral feelings. Examples: bosses, work conditions (safety, noise, comfort), co-workers, pay

Motivation Factors - Can lead to SATISFACTION. Examples: achievement, recognition, challenge of the work, opportunity, responsibility

iv. Expectancy theory

Workers are motivated only by rewards that they believe they have a reasonable chance of achieving (not impossible) and that they truly want/desire.

v. Equity theory

People are motivated by how they perceive they are being treated relative to co-workers. Are they being fairly compensated for their relative ratio of contribution to return?

IV. Strategies for enhancing job satisfaction and morale

A. Reinforcement/behavior modification theory

Rewards and Punishments can successfully modify behavior.

B. Management by objectives (MBO)

Collaborative goal-setting and progress monitoring by both bosses and employees.

C. Participative management and empowerment

Give employees a role in managing the company (and their jobs) and this will lead to higher levels of satisfaction.

D. Job enrichment and job redesign

i. Job enrichment programs

• job rotation - new skills, new viewpoints
• Increased responsibility
• Increased recognition

ii. Job redesign programs

• Combining tasks
• Forming natural work groups
• Establishing client relationships
  

E. Modified work schedules

i. Work-share programs
ii. Flextime programs and alternative workplace strategies
iii. Telecommuting and virtual offices
iv. Advantages and disadvantages

V. Managerial styles and leadership

Leadership - The process of motivating others to work to achieve specific goals and objectives.

A. Autocratic style - Issue orders
B. Democratic style - vote
C. Free-rein style - laissez-faire
D. Contingency approach - It depends

VI. Motivation and leadership in the twenty-first century

A. Changing patterns of motivation
B. Changing patterns of leadership

Produced and maintained by David T. Damery
Building Materials and Wood Technology
Department of Natural Resources Conservation
College of Natural Resources and the Environment
University of Massachusetts, Amherst.