Frank Early's List: Human Motivation

• "They know   their piece of this business better than I do,"
• "The knowledge   locked up in their [employees'] heads is the big resource,
• "People   do take a personal pride, satisfaction in seeing their ideas put   to use,
• Wal-Mart associates   are rewarded for their good ideas,
• merit raise

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• Walton treated people with respect to start with workers are called “associates” not employees. This indicates that these men and women have a substantial stake in the company.
• What sets us apart is that we train people to be merchants
• We let them see all the numbers so they know exactly how they’re doing within the store ad within the company; they know their costs their mark up, their overhead mad their profit It’s big responsibility and a big opportunity.

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• The technology that went into what Wal-Mart did was not brand new and not especially at the technological frontiers, but when it was combined with the firm's managerial and organizational innovations, the impact was huge."
• "In 1987, Wal-Mart had just nine percent market share but was 40 percent more productive than its competitors. By the mid-1990s, its share had grown to 27 percent while its productivity advantage widened to 48 percent.

• Early organizational  theorists such as Abraham Maslow and Frederick Herzberg stated that job  satisfaction is caused by individuals’ desires to fulfill personal needs, which  include intrinsic and extrinsic needs. Researchers who follow this approach  argue that an individual’s job satisfaction is determined by the degree to which  job characteristics will fulfill the person’s needs.
• Early organizational  theorists such as Abraham Maslow and Frederick Herzberg stated that job  satisfaction is caused by individuals’ desires to fulfill personal needs, which  include intrinsic and extrinsic needs. Researchers who follow this approach  argue that an individual’s job satisfaction is determined by the degree to which  job characteristics will fulfill the person’s needs.
• Early organizational  theorists such as Abraham Maslow and Frederick Herzberg stated that job  satisfaction is caused by individuals’ desires to fulfill personal needs, which  include intrinsic and extrinsic needs. Researchers who follow this approach  argue that an individual’s job satisfaction is determined by the degree to which  job characteristics will fulfill the person’s needs.
• Skill utilization – refers to the degree to which jobs  allow individuals to utilize their skills and abilities. This factor is believed  to be a strong predictor of job satisfaction, since individuals desire jobs that  allow them to make good use of their skills and abilities
• Task significance – define as the degree to which  individuals perceive their jobs contribute to organizational missions. This  factor affects individuals’ experience of the meaningfulness of their jobs.
• According to Herberg’s  theory of motivation, people have two sets of needs and requirements: motivator  needs and hygiene needs. Motivator needs are related to the nature of the work  itself and how challenging it is. Outcomes such as interesting work, autonomy,  responsibility, being able to grow and develop on the job, and a sense of  accomplishment and achievement help to satisfy motivator needs. Hygiene needs  are related to the physical and psychological context in which the work is  performed. Hygiene needs are satisfied by outcomes such as pleasant and  comfortable working conditions, pay, job security, good relationships with  coworkers, and effective supervision ( 2002).
• Herzberg’s two-factor  theory provided real impetus to job redesign. Herzberg’s approach to job  redesign involves improvement of the motivation factors, such as achievement,  recognition, responsibility, advancement, and opportunity for growth. This  approach is based on the assumption that job enrichment or redesign increases  job satisfaction, which, in turn, increases motivation and better performance

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