10: Motivating Employees
- Page ID
- 3657
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 10.1: Why It Matters- Motivating Employees
- This page emphasizes the importance of understanding motivational theories for managers and employees to achieve organizational goals. It discusses Zappos' motivational strategies as a case study, illustrating factors that inspire employees. The text notes that research on motivation has been ongoing since the 1920s, highlighting its significance in business.
- 10.2: The Hawthorne Effect
- This page discusses the Hawthorne effect, discovered by Elton Mayo in the 1920s, which demonstrates that social factors like manager attention and coworker collaboration significantly impact employee performance. Mayo's research shifted focus from physical conditions and individual skills to highlight the importance of job satisfaction and social interactions.
- 10.3: 10.3 Need-Based Theories
- This page discusses theories of motivation, highlighting Herzberg's two-factor theory, which identifies intrinsic motivators like recognition and growth as crucial for enhancing performance, while noting that hygiene factors prevent dissatisfaction. It also references McClelland’s acquired-needs theory, which categorizes motivations into achievement, affiliation, and power, suggesting managers can enhance motivation by understanding and addressing these diverse employee needs.
- 10.4: Process-Based Theories
- This page discusses process-based theories of motivation, including equity theory, expectancy theory, and reinforcement theory. It highlights the importance of fairness, anticipated outcomes, and the consequences of behaviors in motivating employees. Managers can improve motivation by aligning rewards with performance and understanding individual preferences, particularly in diverse workplaces.
- 10.5: Theory X, Theory Y, and Theory Z
- This page discusses three managerial styles: Theory X, which sees workers as needing coercion; Theory Y, which encourages self-direction and creativity; and Theory Z, which blends Eastern and Western practices by promoting teamwork and employee involvement in decision-making. Theory Z supports long-term employment and well-being but faces challenges such as cultural and practical fit in diverse organizations.
- 10.6: Strategies for Motivating Employees
- This page outlines strategies for managers to motivate employees using job characteristics and goal-setting theory. It identifies five key job design elements—skill variety, task identity, task significance, autonomy, and feedback—that boost job satisfaction.
- 10.7: Putting It Together- Motivating Employees
- This page discusses workplace motivation, emphasizing its importance for leadership and organizational success. It covers the Hawthorne effect, need-based theories (like Maslow's hierarchy), process-based theories (like equity and expectancy), and McGregor's Theory X, Y, and Z. The module highlights strategies such as job modeling and goal setting to improve employee motivation and organizational efficiency.