Chapter 10 - * * * Intrinsic vs. Extrinsic Rewards...

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Unformatted text preview: * * * Intrinsic vs. Extrinsic Rewards Recognition Promotions Extrinsic = Outside Intrinsic = Inside Praise Salary Increase Status Feeling of Job Well Done Pride Gifts Sense of Achievement 10-1 * * * Most Commonly Used Extrinsic Rewards Credit/ Debit Card Use Time Off Job I ndividual Travel Merchandise Aw ards Gift Certificates Cash Aw ards 0% Source: Incentive Federation 10% 20% 30% 40% 50% 60% 70% 10-2 * * * Evolution of Human Relations Evolution Management Concepts Management Scientific Behavioral • • • Taylor Gantt Gilbreths • • • • • • Mayo Maslow Herzberg Herzberg McGregor Ouchi Vroom 10-3 * * * Hawthorne studies • Conducted by Elton Mayo (1927-1933) First • First Experiment: Determine if lighting was a factor in productivity. was Next • Next Experiments: Determine if other factors affected productivity. factors human motivation. human These • These studies encouraged the study of 10-4 * * * Maslow’s Hierarchy of Needs Hierarchy Unsatisfied Self­ Self­ Actualization Esteem Needs Social Needs Safety Needs Physiological Needs 10-5 Satisfied * * * Herzberg’s Theory Figure 10.5 Comparison of Maslow and Figure Herzberg Herzberg 10-6 * * * How to Develop the Truly Loyal Employee 1. Care for workers 2. Fairness of pay and evaluations 3. Accomplishment feeling 4. Satisfaction with daily activities 5. Appreciation of ideas Source: CIO, October 1, 2003 10-7 * * * Job-Oriented Job-Oriented Motivational Techniques Motivational • Job Enrichment/Redesign • Skill Variety • Task Identity/Significance • Autonomy • Feedback • Job Simplification • Job Enlargement • Job Rotation 10-8 * * * McGregor’s Theories Theory X- Autocratic • Dislike Work Avoid • Avoid Theory Y- Democratic • Like Work Naturally • Naturally Works • Force/Control/ • Force/Control/ • Responsibility Responsibility Little Ambition Direct/Threaten Direct/Threaten Motivated by Fear Motivated & Money Money • • • Toward Goals Toward Seeks Seeks Responsibility Responsibility Imaginative, Imaginative, Creative, Clever Creative, Motivated by Motivated Empowerment Empowerment 10-9 * * * 1. 1. 1. 1. 1. 1. 1. Ouchi’s Theory Z Long-Term Employment Collective Decision-making Individual Responsibility Slow Evaluation/ Promotion Implicit Informal Control with Implicit Explicit, Formalized Control Explicit, Specialized Career Path Holistic Concern for Employees 10-10 * * * Goal-Setting Theory (MBO) • Goal-Setting Theory Management • Management By Objectives (1960s) (1960s) 10-11 * * * Impact of Mentors 8% 1% 46% Great Moderate Small Little/None 45% Source: USA Today 10-12 * * * Employee-Oriented Motivational Employee-Oriented Techniques Techniques Expectancy • Expectancy Theory Theory Theory Theory Reinforcement • Reinforcement • Equity Theory 10-13 * * * Expectancy Theory: Employee Questions Questions Can • Can I accomplish the task? task? f • IIf I do accomplish it, what is my reward? is effort? effort? s • IIs the reward worth the 10-14 * * * Steps to Improve Performance Improve 1. Determine Rewards Valued 2. Determine Standards 3. Ensure Standards are Ensure Attainable Attainable 4. Tie Rewards to Performance 5. Are Rewards Considered Are Adequate? Adequate? 10-15 * * * Teamwork & Teamwork Open Communication Open Actively Create • Create culture that • Actively undertake rewards listening rewards and managers to listen listen open communication communication Train • Train supervisors Remove • Remove barriers to efforts to facilitate communication communication 10-16 * * * Building Quality into Teams • • • • • • • • Getting Started Initial Phases Team Building Mutual Coaching Mutual Statistics Projects Building Quality Role Change 10-17 Source: www.see.ed.ac.uk www.see.ed.ac.uk * * * High Performance Teams 1. Participative Leadership 2. Responsive 3. Aligned on Purpose 4. Communicative 5. Task Focused 6. Problem Solving 7. Shared Responsibility 8. Innovative Source: International Cyber Business Services, Inc. 10-18 * * * Tips for 1. Thank employees for good job 2. Listen to employees 3. Give feedback 4. Give rewards 5. Keep them informed 6. Allow for input 7. Training opportunities 8. Remember important dates 9. Have and abide by policies 10.Celebrate goal accomplishment Source: Allfoodbusiness.com Motivating Employees 10-19 * * * Warning Signs of Employee Stress • • • • • • • • Source: uteaxas.edu Drops in productivity Chronic lateness Absenteeism Careless with details Unable to work with others Negative attitudes about work Withdrawal from co-workers Easily upset/angered 10-20 * * * How Stressed Are You? Rate 1-5 1) 2) 3) 4) Conditions at work are Conditions unpleasant or sometimes even unsafe. unsafe. I feel that my job is feel making me physically or emotionally sick. or I have too much work have or too many unreasonable deadlines. deadlines. I can’t express my can’t opinions or feelings about my job to my boss. boss. 1) 2) 3) 4) My work interferes My with my family or personal life. personal I have no control over have my life at work. my My good performance My goes unrecognized and unrewarded. and My talents are My underutilized. underutilized. 10-21 * * * Putting it Together Putting at Nucor Steel at • Pay for Performance • Listen to the Frontline • Push-Down Authority • Protect Your Culture • Try Unproven Technologies Source: Business Week, May 1, 2006 10-22 ...
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