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Mgmt 318-How Do You Motivate Employees?
Transcript of Mgmt 318-How Do You Motivate Employees?
By: Frederick Herzberg
Motivation=when one completes a task at his own will without outside stimulation (Herzberg, 1987)
9 KITA practices that fail to instill motivation:
reducing time spent at work, job participation, spiraling wages, fringe benefits, human relations training, sensitivity training, communications, two way communication, and employee counseling
“Reduce the time spent at work”
Myths of KITA Motivation
Success of a company does not purely depend on company’s products or ideas
depends on company’s leadership & ability to motivate employees
gap b/w truth to motivation & what we believe motivation to be
In One More Time; How Do You Motivate Employees, Herzberg focuses on the importance of closing this gap.
Presented by: Fatima Elahi, Sonal Patel, and Kyra Racelis
One More Time: How Do You Motivate Employees?
by Frederick Herzberg
…What’s the difference?
negative KITA=wrong/not a motivational form
Negative KITA is like being raped while positive KITA is like being seduced
Promoted acceptability of one being part of their own demise
Positive KITA is accepted bc
“the organization does not have to kick you, you have to kick yourself (Herzberg, 1987).
Positive VS Negative KITA
Captures rewards & incentives used by organizations today
Raises, status-related promotions
Many believe this to clearly be a type of motivation
Simply pulling the employees instead of pushing them (Herzberg, 1987).
Involves manipulation of employee emotions
able to perform more—not necessarily better
Increases manager ego
Simply results in employees completing an action (Herzberg, 1987).
Negative Psychological KITA
Literal form of attacking and moving employees to accomplish tasks
Employees will typically get job done
Against typical organizational culture
May cause reciprocation of negative physical behavior
Past: deemed useful
Today: not motivation
Negative Physical KITA
How to get someone to do something…
KITA… Kick in the butt?
3 general philosophies of personnel management
“ Organizational theorists believe that human needs are either so irrational or so varied and adjustable to specific situations that the major function of personnel management is to be as pragmatic as the occasion demands” (Herzberg, 1987).
straightforward and organized --> max. job efficiency and attitude
Example: Law Industry
majority of the time, there is a WRONG and RIGHT
straightforward and to the point ( ex: it is WRONG to kill someone)
Industrial Engineer Theory
Industrial engineers hold that humankind is mechanistically oriented and economically motivated and that human needs are best met by attuning the individual to the most effective work process” (Herzberg, 1987).
full capacity and use of the whole human --> efficiency and optimal work attitudes
cars made through a process of each individual employee contributing to the whole product
everyone used to their best potential/ capacity (ie. engineers, machinists, designers, etc)
Between 2011 and 2012, through an employee satisfaction survey, 69% of employees gave favorable ratings with the greatest improvement in training and development.
Ford's commitment to providing best education and training
“Behavioral scientists focus on group sentiments, attitudes of individual employees and the organization’s social and psychological climate” ( Herzberg, 1987).
human relationships and values --> max efficiency + healthy employee attitudes
"Life for Google employees at the Mountain View campus is like college. It feels like the brainiest university imaginable - one in which every kid can afford a sports car (though geeky hybrids are cooler here than hot rods)." (www.cnn.com)
Some perks include:
a rock wall
roller hockey twice a week in the parking lot
an environment that encourages pets to visit
a state-of-the-art gym complete with free personal training
a culture of charity with company/community races etc.
Google is focused on the values and human relationships between it and its employees.
7. Avoid direct participation by the employees whose jobs are to be enriched.
8. Setup controlled experiment.
9. Be prepared for the change in the performance.
10. Expect anxiety over the change
Job enrichment program included
- Job Rotation
- Management employee councils
- small work groups
- change implementation
- employees oriented facilities
Job Enrichment Program
Implemented Job Enrichment Programs
Through 1973 to 1999
To improve work condition
To reduce the instances of employee turnover
Helped the company to understand the importance of designing its facilities according to the work and employee's requirements
Job Enrichment Experiences
1. Change in the jobs.
2. Approach these jobs with the conviction to change.
3. List of Change that may enrich the jobs.
4. Eliminate the charge that involve hygiene.
5. Give More responsibility.
6. Eliminate any horizontal loading suggestions.
Job Enrichment Steps
According to Herzberg, Job enrichment seeks to improve employees satisfaction and job efficiency by work responsibility, providing opportunity for employees to grow, more challenging tasks and work recognition.
Volvo increases productivity through Job enrichment
Improve in work environment
According to Volvo, the working environment is not matter of the floors, walls or roof of the building, but it is the people working together.
Reduce in employee turnover
Swedish automobile manufacturer
Found in 1924 by Gustaf Larson ( died in 1968)
Assar Gabrielsson (1962) and SKF
Owned by the chinese Zhejiang Geely Holding Group
Downfall of company
Employees turnover & work conditions
Herzberg, Frederick. (1987) One More Time: How DO you Motivate Employees? Harvard Business Review.
Bhasin, Kim. ( April 26, 2012). “Former IKEA CEO: This Is The Greatest Motivator Of Them All” Retrieved from http://www.businessinsider.com/former-ikea-ceo-this-is-greatest-motivator-of-all-2012-4
-Herzberg Frederick, Paul J. William, Robertson B. Keith, . Job Enrichment pays off. Harvard Business Review. March 1969.Retrived form http://hbr.org/1969/03/job-enrichment-pays-off/ar/1
- ICMR IBS Center for Management Research (2004)Volvo's HR Practices - Focus on Job Enrichment. Retrived from http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organization%20Behavior/Volvo%20HR%20Practices-Job%20Enrichment-Human%20Resource%20Management-Case%20Studies.htm
- Durai, Pravin. ( 2010 "Human Resource Management." Google Books. Retrived from http://books.google.com/books?id=cRAvCCsN2e0C&pg=PA94&lpg=PA94&dq=volvo%27s+focus+in+job+enrichment&source=bl&ots=xfTjDd5RnZ&sig=Is4BuVln1sNroVlGLDLzyJH3Cao&hl=en&sa=X&ei=cUh4UsuLAcq_sQS68oCIBg&ved=0CHQQ6AEwCQ#v=onepage&q=volvo%27s%20focus%20in%20job%20enrichment&f=false