Brief Historical Perspective of Management Thought

Scientific Management (Frederick Taylor)

Objective is to improve the productivity of the individual worker
Develop a science for each aspect of individuals job

Find the one best way to perform a task

Time & motion studies Science of shoveling

Motivate employees through $$

Standard amount of production is set Going above the standard earns you more money

Historical Perspective of Management Thought (cont.)

Bureaucratic Management (Weber)
In an industrialized economy, how can we manage organizational growth & size? How can we make sure the overall system is supporting the organization's goals?
Reduce opportunities for individuals to take advantage of organization

Bureaucratic Management
How to do the above?
Strict hierarchy (pyramid shape) Formal rules & procedures
Eliminate autonomy and discretion

Impersonal organization (minimize the impact of personalities and personal preferences)

Chalk board

Historical Perspective of Management Thought (cont.)

Human Relations & Behavioral Era
Hawthorne Studies
Human behavior is not necessarily rational Employee needs & attitudes influence behavior Soliciting employee opinions contributes to feeling of importance and can lead one to work harder

Maslow, Herzberg, Hackman & Oldham

Employee Motivation
What is it? Why is it important? Can you influence the level of work motivation in your employees?
How? What approaches can be considered?

Little Ambition

Theory X Workers

Dislike Work Avoid Responsibility Self-Directed

Theory Y Workers
Prentice Hall, 2001 Chapter 6

Enjoy Work Accept Responsibility

7

Herzberg Survey Scoring

Hygiene score
Sum your responses to questions 2, 5, 6, 8, 9, & 12

Motivator score
Sum your responses to questions 1, 3, 4, 7, 10, & 11

Herzbergs Two-Factor Theory

KITA versus true motivation
Short-term movement versus long-term motivation

Job enrichment is an attempt to instill an internal generator in the employee Studies of Herzbergs theory have included employees working in a variety of industries and jobs
Accountants, engineers, nurses, military officers, and others

Hygiene Factors
Work environment & target basic needs Range from dissatisfaction to no dissatisfaction
The presence of hygiene cannot lead to satisfaction or high levels of motivation Perception that hygiene is an entitlement

Hygiene Factors (cont)

Salary
Can it ever be enough?

Benefits
Health care costs, premium sharing

Company policy & administration Work conditions

Office space, equipment, etc.

Motivator Factors
Motivators
Tap needs for psychological growth Job content: The work itself Lead to high levels of employee motivation and satisfaction

Motivator Factors (cont)

Examples
Recognition Responsibility Achievement Growth and learning

Herzbergs Two-Factor Theory

Hygiene Factors
(lower order needs)

Motivator Factors
(higher order needs)

Salary Company policies Working conditions Benefits Job security

High Job Dissatisfaction

Career Advancement Personal growth Recognition Responsibility

Achievement
0
Chapter 6

Job Satisfaction

High
14

Prentice Hall, 2001

Principles of Job Enrichment

Removing some controls & retain accountability
Reduce the percentage of proofreading
Taps responsibility & achievement

Increasing employee accountability

Subordinates sign their own work
Taps responsibility & recognition Psychological ownership

Principles of Job Enrichment

(cont.)

Enabling one to become a topic expert

Taps achievement, responsibility, growth Competence

Make organizational reports available to all

Revenue, expenses, projections, trends, customer satisfaction reports
Taps responsibility, recognition, growth

Job Enrichment Outcomes & Issues

Employees are internally motivated (internal generator) versus externally moved
Enriching jobs (Motivators) can be significantly less expensive in comparison to hygiene Supervisors can focus more on the future (planning) as opposed to the past (checking work)

Expect and initial drop in quantity of work, followed by an increase in quantity and quality.
In general, who would be more willing to consider job enrichment strategies: a manager holding Theory X or Theory Y assumptions?