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Chap 9 understanding employee motivating
- 1. Chapter 9 Understanding Employee Motivating, Satisfying & Leadership http://www.slideshare.net/Subjectmaterial
- 2. Sr. Chapter Chapter Heading No.No. 1. 3 Understanding the Global context of business (031012) 2. 4 Conducting Business Ethically and Responsibly (250212) 3. 6 Organizing the Business Enterprise (030312) 4. 7 Understanding Entrepreneurship and Small Business (100312) 5. 8 Managing Human Resources (240312) 6. 9 Understanding Employee Motivating, Satisfying & Leadership (310312) 7. 11 Understanding Marketing Processes and Consumer Behavior 8. 16 Managing Quality and Productivity 9. 17 Managing Information Systems and Communication Technology 10. 19 Understanding Money and Banking 11. 20 Intermediate Term and Lease Financing
- 3. FINAL PROJECT GENERATE REVENUE REQUIRED SUBMIT GROUP NAMES SUBMIT IDEA DATE OF EXECUTION 3
- 4. HOW CAN A LEADER MOTIVATE HIS EMPLOYEES HOW CAN A LEADER CONVINCE HIS TEAM MEMBER ON SOMETHING 4
- 5. Marks Distribution 50 Terminal Examination 20 Mid Term Examination 15 Quizzes 15 Final Assignment 5
- 6. 1. PSYCHOLOGICAL CONTRACTS IN ORGANIZATIONS 2. THE IMPORTANCE OF SATISFACTION AND MORALE 3. MOTIVATION IN THE WORKPLACE Classical theory Behavior theory Contemporary motivational theories Theory X & Y Maslow’s hierarchy of needs theory Two factor theory Expectancy theory Equity theory 4. STRATEGIES FOR ENHANCING JOB SATISFACTION AND MORALE Reinforcement / Behavior modification theory MBO Job enrichment and job redesign Modified Work Schedules 5. MANAGERIAL STYLES AND LEADERSHIP Managerial Styles The contingency Approach to leadership Motivation and leadership in the 21st century
- 7. PSYCHOLOGICAL CONTRACT A Setof Employment Expectations for inducements in return of the employee’s contributions Contributions: What does each employee contribute to the organization? Inducements: What will the organization provide to each employee in return?
- 8. Satisfied Employees AreMore Productive and More Committed Job Satisfaction: Degree of enjoyment employees derive from doing TURNOVER MORALE their jobs High Morale: An overall positive employee TURNOVER attitude toward the workplace MORALE Low Turnover: A low percentage of employees leave each year
- 9. 3. MOTIVATION INTHE WORKPLACE Motivation is getting others to do something because they want to do it. The process which encourages and guides behavior. The act or process of stimulating to action, providing an incentive or motive, especially for an act. Motivation is the internal drive to accomplish a particular goal. In a work setting, motivation is what makes people want to work.
- 10. THEORIES Classical Theory of Motivation: workers are motivated solely by money Hawthorne effect: productivity tends to increase when workers believe they are receiving special attention from management 10
- 11. McGregor’s Theories TheoryX and Theory Y Theory X Theory Y 1. People are lazy. 1. People are energetic. 2. People lack ambition 2. People are ambitious and dislike and seek responsibility. responsibility. 3. People can be 3. People are self- selfless. centered. 4. People want to 4. People resist change. contribute to business 5. People are gullible growth and change. and not very bright. 5. People are intelligent.
- 12. Maslow’s Hierarchy ofNeeds General Organizational Examples Examples Self- Self- Self-Fulfillment Actualization Actualization Challenging Job Needs Needs Status Job Title Esteem Needs Esteem Needs Friendship Friends at Work Social Needs Social Needs Stability Security Needs Security Needs Pension Plan Shelter PhysiologicalNeeds Physiological Needs Salary
- 13. Two Factor Theory Hygiene Factors Motivation Factors • Supervisors • Achievement • Working Conditions • Recognition • Interpersonal Relations • The Work Itself • Pay & Security • Responsibility • Company Policies & • Advancement & Growth Administration Dissatisfaction Satisfaction
- 14. Expectancy Theory Individual Individual Organizational Personal Effort Performance Rewards Goals Effort- Performance- Rewards- Performance Reward Personal Issue Issue Goals Issue
- 15. Equity Theory Employees evaluatetheir treatment relative to the treatment of others Inputs: Employee contributions to their jobs Outputs: What employees receive in return The perceived ratio of contribution to return determines perceived equity
- 16. STRATEGIES FOR ENHANCINGJOB SATISFACTION AND MORALE Reinforcement / Behavior modification theory MBO Participative management and empowerment Job enrichment and job redesign Modified Work Schedules 16
- 17. Reinforcement / Behavior ModificationTheory Punishment When negative consequences are attached directly to undesirable behavior Positive Reinforcement When rewards are tied directly to performance
- 18. Management by Objectives Collaborative Goal-setting Collaborative Communicating Periodic Goal Setting & Organizational Evaluation Review Planning Goals & Plans Meeting Setting Verifiable Goals & Clear Plans Counseling Identifying Resources
- 19. Job Enrichment andJob Redesign Job Enrichment: Adding one or more motivating factors to job activities Job Redesign: Designing a better fit between workers and their jobs Combining tasks Forming natural work groups Establishing client relationships
- 20. Modified Work Schedules Work share programs Flextime programs and alternative workplace strategies Telecommuting and virtual offices
- 21. Sample Flextime Scheduling 6:00 7:00 8:00 9:00 10:00 11:00 12:00 1:00 2:00 3:00 4:00 5:00 6:00 A.M. A.M. A.M. A.M. A.M. A.M. NOON P.M. P.M. P.M. P.M. P.M. P.M. Flexible Core Flexible Core Flexible Time Time Time Time Time Joe Sue Pat
- 22. Evaluating Modified Schedulesand Alternative Workplaces Advantages Disadvantages More satisfied, Challenging to committed coordinate and employees manage Less congestion Poor fit for some workers
- 23. MANAGERIAL STYLES AND LEADERSHIP Leadership: The process of motivating others to work to meet specific objectives
- 24. Five Fundamental Leadership Practices Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart Source: www.theleadershipchallenge.com
- 25. Managerial Styles Autocratic Style Democratic Style Free-rein Style Contingency Approach The appropriate style in any situation is contingent on the unique elements of that situation
- 26. Motivation and Leadershipin the Twenty-first Century Motivation Security and pay are no longer enough Leadership “Coach” mentality Diversity Flexibility
Editor's Notes
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