Chapter 13-Motivating Employees.docx

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17 Apr 2012
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Chapter 13 Motivating Employees
Motivation is a person’s internal drive to act
Direct costs include the time it takes to hire the replacement and costs related to on boarding
The indirect costs are harder to quantify, but they can be substantial as they include loss of productivity
The “soft” costs are even greater: loss of intellectual capital, decreased morale, increased employee stress, and a
negative reputation
Intrinsic reward is the good feeling you have when you have done a job well
Extrinsic reward is something given to you by someone else as recognition for good work; extrinsic rewards include
pay increases, praise, and promotions
Frederick Taylor: The Father of Scientific Management
o The book The Principles of Scientific Management was written by an American efficiency engineer Frederick
Taylor, and earned him the title of “father of scientific management”
o Scientific management is studying workers o find the most efficient ways of doing things and then teaching
people those techniques
o Three elements were basic to Taylor’s approach: time, methods, and rules of work
o Time-motion studies were studies begun by Frederick Taylor, of which tasks must be performed to
complete a job and the time needed to do each task
o Principle of motion economy is a theory developed by Frank and Lillian Gilbreth that every job can be
broken down into a series of elementary motions
Elton Mayo and the Hawthorne Studies:
o Hawthorne effect is the tendency for people to behave differently when they know they’re being studied
Maslow’s Hierarchy of Needs:
o Maslow’s hierarchy of needs:
1. Physiological needs: basic survival needs, such as the need for food, water, and shelter
2. Safety needs: the need to feel secure at work and at home
3. Social needs: the need to feel loved, accepted, and part of the group
4. Esteem needs: the need for recognition and acknowledgement from others, as well as self-respect
and a sense of status or importance
5. Self-actualization needs: the need to develop to one’s fullest potential
Herzberg’s Motivating Factors:
o Most important motivating factors:
1. Sense of achievement
2. Earned recognition
3. Interest in the work itself
4. Opportunity for growth
5. Opportunity for advancement
6. Importance of responsibility
7. Peer and group relationships
8. Pay
9. Supervisor’s fairness
10. Company policies and rules
11. Status
12. Job security
13. Supervisor’s friendliness
14. Working conditions
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