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Lecture 07
Chap 7: Motivating and Managing People Chap 7: Motivating and Managing People and Groups in Business Organizationsand Groups in Business Organizations
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
1. Understand the nature and sources of work motivation and appreciate motivation is under the voluntary control of an employee.
2. Describe five different theories of work motivation and identify how they work together to determine work motivation.
3. Identify the characteristics of groups and teams and distinguish between important types of groups and teams.
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
1. Explain the factors that create high-
performance groups and teams.
2. Identify the sources of organizational
conflict and understand how bargaining
and negotiation is used to resolve
conflicts between people and groups.
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
• Every company strives to produce and market the kind of goods customers want so it can generate high revenues and profits to benefit all its stockholders
• A critical determinant of a company’s ability to motivate is its human resources
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Managing People• Leaders try to influence and persuade
employees to develop work behaviors and attitudes that lead to increased efficiency and effectiveness
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Managing People• The principal determinant of employees’ desire
and willingness to work hard and perform at a high level is their work motivation
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Motivating• Employee performance may be minimal, proactive
performing effectively and efficiently, or below minimum level
• Evaluate the role of leadership in the Container Store video and relate to influence and communication
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Motivating• Employees know if they do not perform at the
minimum level they risk being punished or sanctioned(制裁 ) and this may motivate them to put in enough effort to perform at the minimum level
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Motivating• Leaders need to know or understand what motivates
employees to perform at a high level and then create a workplace that contains these motivators
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Motivating• Maslow’s hierarchy of needs state unsatisfied needs
motivate people to satisfy their needs.
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Motivating
• Evaluate the illustration and explain the hierarchy and relate to motivation theory
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Expectancy theory• Argues that work motivation is equal to the effort to
performance linkage and performance to valued outcome linkage from the employee’s
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Expectancy theory• The implication for managers is they need to identify
the factors in the work situation that weaken the effort to performance linkage and reduce motivation
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Expectancy theory• Managers also need to center on the need to prove to
employees there is a strong job performance to outcome linkage
• An incentive system is a good example of strengthening this linkage
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
• Additional motivation theories include goal-setting suggests the goals used to assess job performance need five properties to be successful
• These properties are specific, challenging, and measurable, results oriented, and specify a time frame for completion
• Evaluate the illustration of Employee Motivation and relate to managing people and groups
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Motivating• Goal setting properties• Specific• Challenging• Measurable• Results oriented
• Specify a time frame for completion
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Management by Objectives• Managers can use goal-setting theory to increase
employee motivation by developing a management by objectives (MBO) work performance review system
• Evaluate the illustration of MBO and relate to managing people and groups
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Equity Theory• Focuses on employee’s perception of fairness of
manager’s evaluation and reward of their job performance
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Equity Theory• These perceptions of fairness determine how
motivated employees will be to perform at the same or a high level in the future and an employee’s desire to be absent from work or to search for a new job
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Equity Theory• Argues that employees perceptions that managers are
accurately measuring their job performance and distributing rewards in a fair way is a crucial factor in determining work motivation
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Equity Theory• Reveals employees’ perceptions about the value of the
rewards they receive are affected by their perceptions about the value of the rewards other is receiving as well
• Evaluate the illustration of this theory -- relate to motivating people (Define fair and perception)
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Job Enrichment• To encourage employees to perform at a higher level
and be more satisfied with their work, researchers suggest manager should design jobs so that they offer employees greater rewards or desired outcomes
• Evaluate Job Enrichment Videos 1 – 4 and relate to motivating and managing
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Groups• Teams are collective and groups are linear while
employee’s interaction is minimal if any
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Groups • There are advantages in using groups and teams only
when managers design and manage groups correctly
• When groups or teams become too large problems arise that detract from the groups performance
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Evaluate the role of motivation and management in the Busfields video and relate to groups in business organizations
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Groups• The lack of conflict in an organization suggests a lack
of creativity with too much emphasis on conformity and the stifling of innovation and new ideas
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Groups• Conflict occurs inter-group and intra-group while
competing for resources and incompatible rewards and goals and complex task interdependencies
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Chapter 7Motivating and Managing People and Groups in
Business Organizations
Groups• Negotiation and bargaining tactics make compromise
more like likely- emphasize common goals- focus on the problem, not the people- create opportunities for joint gain- focus on what is fair
