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33:011:100 Chapter 9: Chapter 9

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magentamarten315
28 Oct 2015
School
Rutgers University
Department
Administrative Studies
Course
33:011:100
Professor
Professor Reaves

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Document Summary

Motivation: personal motivation, what drives you to do your best, flow, organizational psychology. Benefits of keeping employees motivated: more productive, more creative, higher retention levels, financial benefit for companies. Theories of motivation: mcclelland"s three needs theory: the three needs, need for achievement, need for affiliation, need for power. Individuals tend to have a dominant need: this need will most influence motivation. Herzberg"s motivator hygiene: hygiene factors, safe working environment, proper pay and benefits, relationships with co-workers, motivators, recognition, responsibility, promotion, job growth, two factors that influence a person"s motivation, inadequate: hygiene factors, adequate: motivators. Applying motivational theories: motivational theories lead to different approaches to actually motivate workers, extrinsic motivation. People see work as a natural part of life. Not motivated: people naturally dislike working and avoid it when given the opportunity. Authoritarian: managers must use heavy controls to get people to work efficiently. Followers: employees would prefer to follow the direction of management than solve problems on their own.

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Related Questions

CASE APPLICATION 1 Passion for the Outdoors and for People Atits headquarters in Ventura, California, Patagonia’s office spacefeels more like a national park lodge than the main office of a$400 million retailer.100 It has a Douglas fir staircase and aportrait of Yosemite’s El Capitan. The company’s café servesorganic food and drinks. There’s an infant and toddler child-careroom for employees’ children. An easy one-block walk from thePacific Ocean, employees’ surfboards are lined up by the cafeteria,ready at a moment’s notice to catch some waves. (Current wavereports are noted on a whiteboard in the lobby.) After surfing orjogging or biking, employees can freshen up in the showers in therestrooms. And no one has a private office. If an employee doesn’twant to be disturbed, he or she wears headphones. Visitors areevident by the business attire they wear. The company encouragescelebrations to boost employee morale. For instance, at the Renostore, the “Fun Patrol” organizes parties throughout the year.Attracting people who share its strong passion for the outdoors andthe environment, Patagonia motivates its loyal employees by givingthem responsibility for the outcomes of their work and a high levelof task significance that their work is meaningful because itcontributes to the purpose of protecting and preserving theenvironment. Source: Rich Reid/Glow Images Patagonia has long beenrecognized as a great workplace for mothers. And it’s also earned areputation for loyal employees, something that many retailersstruggle with. Its combined voluntary and involuntary turnover inits retail stores was around 25 percent, while it was only 7percent at headquarters. (The industry average for retail is around44 percent.) Patagonia’s CEO Casey Sheahan says the company’sculture, camaraderie, and way of doing business is very meaningfulto employees and they know that “what they do each day iscontributing toward a higher purpose—protecting and preserving theareas that most of them love spending time in.” Managers arecoached to define expectations, communicate deadlines, and then letemployees figure out the best way to meet those. Founded by YvonChouinard (his profile as a Leader Who Made a Difference can befound on p. 134), Patagonia’s first and strongest passion is forthe outdoors and the environment. And that attracts employees whoare also passionate about those things. But Patagonia’s executivesdo realize that they are first and foremost a business and, eventhough they’re committed to doing the right thing, the companyneeds to remain profitable to be able to continue to do the thingsit’s passionate about. But that hasn’t seemed to be an issue sincethe recession in the early 1990s when the company had to make itsonly large-scale layoffs in its history.

QUESTIONS: 1. According to Maslow's hierarchy, which basic needsdoes the Patagonia culture meet? What would it be like to work atPatagonia? (Hint: Go to Patagonia’s website and find the section onjobs.) What’s your assessment of the company’s work environment?(20 points)

2. Use the expectancy theory and/or the equity theory ofmotivation to explain how feeling underpaid might affect the workof a Patagonia associate and what a manager can do to increase theemployee's motivation. (20 points)

3. What do you think might be Patagonia’s biggest challenge inkeeping employees motivated? If you were managing a team ofPatagonia employees in the retail stores, how would you keep themmotivated? (20 points)