Ch28-Worker Motivation-2019

Worker Motivation and the
Social Organization at Work

Sections:
Chapter 28 1. Motivation and Job Satisfaction
2. The Social Organization at Work
Work Systems and the Methods, Measurement, and Management of Work

by Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Motivation for Work
Means that an employee is willing to devote effort
and energy in productive activity
 Motivated workers apply themselves
 They want to be effective
 They take initiative and responsibility
 They want to improve the methods and
processes by which their work is accomplished
 They want to contribute to the organization’s
goals and objectives

Motivation Theories
 Maslow’s needs gratification theory
 Herzberg’s dual factor theory
 McGregor’s Theory X and Theory Y

Maslow’s Needs Gratification Theory
 Humans attempt to satisfy five basic needs,
arranged in hierarchical order
1. Physiological needs - thirst, hunger, sleep,
activity, sex
2. Safety and security - protection against
danger
3. Love and esteem by others - social needs
4. Self-esteem - to be worthy in own mind
5. Self-actualization - achieve one’s potential
 If lower-order needs are satisfied, then
person will seek to satisfy higher-order
needs
Herzberg’s Dual Factor Theory
 Two types of factors motivate people:
 Extrinsic factors - job factors that originate
from outside the actual work content and
potentially result in job dissatisfaction
 Called dissatisfiers
 Intrinsic factors - job factors that relate to
the content of the work itself
 Called satisfiers

Extrinsic and Intrinsic Factors
Extrinsic factors Intrinsic factors
Wages or salary Achievement and personal
Company policies satisfaction in completing a
Competence of task or project
supervision Recognition
Interpersonal relations The work itself (job
Working conditions content)
Status in organization Responsibility for one’s
own work
Job security
Responsibility for others
Personal life
Advancement and growth

Theory X and Theory Y
Two alternative models or assumptions about
worker behavior:
 Theory X - a very negative view of workers and
their behavior
 Frederic W. Taylor would have endorsed
 Theory Y - a very positive view about worker
behavior
 Better description of workers in latter half of
20th Century and early 21st Century

Theory X and Theory Y
Theory X Theory Y
Humans have an aversion to Physical energy and mental
work, and will try to avoid it effort in work is as natural
Workers must be coerced and as resting or playing
directed Show self-direction and
Limited ability and intellectual control when pursuing
capacity objectives to which
Average worker prefers to be committed
told what to do Humans accept and seek
Seeks security above all responsibility
Creativity, imagination,
ingenuity and intellectual
potential are widely
distributed in population

Conclusions on Worker Motivation
 People respond to two general types of
motivation:
 Positive motivation - affecting the behavior
of workers using the prospect of gains and
rewards
 Money, bonuses, recognition, friendship
 Negative motivation - affecting the behavior
of workers using threats or fear
 Demotion, job loss, holding back
recognition

Job Satisfaction and Morale
Job satisfaction - the mental state of contentment
with one’s work
 “I feel good about my job. I like the work I do.”
 It is an individual feeling about work
Morale - mental and emotional sense of common
purpose felt by a group about tasks that lie
ahead
 “We can succeed, despite the hardships that
stand before us.”
 Tends to be a group emotion

Signs of Job Satisfaction
Signs of job satisfaction Signs of job dissatisfaction and
and high morale low morale
 High productivity  Low productivity and high
 High quality of products costs
and services  Poor quality of products and
 Good safety record services
 Respect for company  High accident and injury rates
property and policies  Poor housekeeping
 Low labor turnover  Sabotage of company
 Low absenteeism property
 High labor turnover
 High absenteeism

Job Specialization
Important organization principle in which workers
specialize in a limited range of tasks
 Work content is simple, task time is short
 High efficiency and productivity
 Often viewed negatively by workers because
tasks tend to be routine, boring, unappealing,
and unrewarding
 Alternatives to job specialization:
 Job enlargement and job enrichment
 Job rotation

Job Enlargement and Job Enrichment
Job enlargement - horizontal increase in the
number of activities included in the work, but
the activities are still of the same type or level
 Example: worker assembles entire product
module rather than just three parts in the
module
Job enrichment - vertical increase in work
content, so that scope of responsibility is
increased
 Example: worker plans, sets up, produces,
and inspects parts rather than just produces
Job Rotation
Worker is trained to perform several different tasks
but each task is a relatively simple one, similar to
tasks associated with job specialization
 Example: assembly line worker is trained to
perform tasks at several different workstations
 Job becomes more interesting
 Probably increases worker’s self-esteem
 The term cross training refers to the situation in
which a worker is trained in several different
tasks

Work Organization
Graphical depictions of (a) job specialization, (b)
job enlargement, (c) job enrichment, and (d) job
rotation

The Social Organization at Work
 Work serves an important social function
 People go to their jobs and work with other
people, socialize, make new friends, and
establish relationships
 Humans have a desire to associate with
members of the same species
 To belong to a group
 To be accepted by the group on a social
basis
 This is a need in Maslow’s needs hierarchy
and an intrinsic factor in Herzberg’s theory
Hawthorne Studies
 Hawthorne Works of Western Electric Company
near Chicago
 The studies were started in 1924
 Initial objective
 To determine the effect of lighting on
productivity and worker fatigue
 Experiments
 Measured production output of two worker
groups: a control group and a test group

Hawthorne Studies
 Result
 Output increased in both groups
 Conclusions
 Workers were made to feel important
 They became interested in the experiments
 The social environment was recognized as
an important factor at work

Worker Behavior
The manner in which workers conduct themselves,
usually in response to environmental stimuli
 Members of an organization behave according to
its formal rules
 But their behavior is also influenced by
informal norms that are social in nature
 Thus, an individual exhibits two types of
behavior:
 Formal behavior in the formal organization
 Informal behavior in the social organization

Formal Behavior
Behavior in which members conduct themselves
according to standards that have been
established in the formal organization
 The standards are documented in the official
policies and operating procedures of the
organization
 They also include undocumented rules that are
learned as the accepted ways in which the
organization and its members carry out their
business

Examples of Formal Behavior
 Surgeon using a standard procedure to
perform a surgery
 Priest presenting a sermon at Sunday mass
 Salesperson explaining features of a
dishwasher to a customer
 Production worker following the standard
method to perform a task
 Production worker reporting up the chain of
command about a quality problem

Social Elements in Formal Behavior
 There may be social elements in the formal
behavior that are important in achieving the
work objectives
 Surgeon spending time with the patient prior
to surgery explaining the procedure and
discussing the prognosis
 Priest injecting humor into the sermon to
keep the attention of the parishioners
 Salesperson exchanging pleasantries with
customer during the initial encounter

Informal Behavior
Behavior that is not prescribed by the policies,
procedures, and rules of the formal organization
 Behavior that has a social orientation
 Informal behavior may be:
 Work-oriented
 Purely social

Work-Oriented Informal Behavior
 Professor temporarily taking over the course of
another professor who is away at a conference
 Production worker giving advice to another
worker who is having difficulty keeping up with
the pace of the task
 Car salesperson completing a sale for another
salesperson when the other salesperson’s
spouse arrives unexpectedly

Purely Social Informal Behavior
 Foreman stopping by a production operation to
ask the worker how her sick mother is doing
 Two office workers chatting about last night’s
baseball game while waiting for the elevator
 Car salesman telling a joke to another
salesperson while waiting for customers to
arrive in the dealer showroom

Rules in the Social Organization
 Just as the formal organization has rules to
regulate behavior of members, the social
organization also has rules with similar goals
 Social rules are based on culture, customs,
ethnicity, morality, age, gender, and shared
beliefs
 The formal rules and the social rules often
reinforce each other
 Example: physical abuse of one employee
by another is against company policy and
against most social norms
When Rules are in Conflict
 In some cases, the formal rules are at odds
with the social rules
 Example:
 The formal rules are designed to increase
productivity and efficiency
 The social rules may hold that increased
productivity is a threat to job security
 Thus, workers may resist methods changes
that would increase productivity


Ch28-Worker Motivation-2019

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Ch28-Worker Motivation-2019

Transféré par

Droits d'auteur :

Formats disponibles

Worker Motivation and the

Social Organization at Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Vous aimerez peut-être aussi