© 2006 Pearson Education Canada Inc.Chapter 9 - 1 Chapter 9 Motivating Today’s Workforce and...

© 2006 Pearson Education Canada Inc. Chapter 9 - 1

Chapter 9Chapter 9 Motivating Today’s Motivating Today’s

Workforce and Workforce and Handling Handling

Employee-Employee-Management Management

RelationsRelations


UnderstandingUnderstandingHuman RelationsHuman Relations

Needs ofNeeds ofManagementManagement

Needs ofNeeds ofManagementManagement

Needs ofNeeds ofEmployeesEmployeesNeeds ofNeeds of

EmployeesEmployees


What Is What Is Motivation?Motivation?

An inner force that moves individuals to take action.

• Companies motivate their employees by:– providing a positive corporate culture – utilizing behaviour modification techniques

• Positive reinforcement• Negative reinforcement


Management byManagement by

Objectives (MBO)Objectives (MBO)

Setting Setting GoalsGoals

11

Implementing Implementing PlansPlans

33

Planning Planning ActionAction

22

ReviewingReviewingPerformancePerformance

44


Theories of MotivationTheories of Motivation

• Scientific ManagementScientific Management

• Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

• Hertzberg’s Two-Factor TheoryHertzberg’s Two-Factor Theory

• McGregor’s Theory X, Theory YMcGregor’s Theory X, Theory Y

• Ouchi’s Theory ZOuchi’s Theory Z


Frederick W. TaylorFrederick W. Taylor

MonetaryRewards

PersonalProductivity

ScientificScientificManagementManagement

ScientificScientificManagementManagement


Hawthorne EffectHawthorne Effect• Based on a 1924 experiment at the Hawthorne Western Electric

Plant near Chicago

– Goal• Measure the effects of lighting, ventilation and fatigue on employee

productivity

– Hypothesis• Improved working conditions lead to increased productivity

– Results/Conclusions• Workers responded favourably to variations in the environment

regardless of the direction of the change• Employees were motivated by the attentionattention, the ffeedbackeedback and the

feeling of importanceimportance


Self-Esteem NeedsSelf-Esteem Needs

Social NeedsSocial Needs

Safety NeedsSafety Needs

Physiological NeedsPhysiological Needs

Self-Self-ActualizationActualization

Maslow’s HierarchyMaslow’s Hierarchy

Five NeedCategoriesFive NeedCategories


Herzberg’s Two-Factor Herzberg’s Two-Factor TheoryTheory

Hygiene Factors Motivational Factors

High HighJob Dissatisfaction Job Satisfaction

• Working conditions

• Pay and security

• Company policies

• Supervisors

• Interpersonal relations

• Achievement

• Recognition

• Responsibility

• Work itself

• Personal growth


McGregor’s McGregor’s AssumptionsAssumptions

Theory X EmployeesTheory X Employees Theory Y EmployeesTheory Y Employees

• IrresponsibleIrresponsible

• Lack ambitionLack ambition

• Dislike workDislike work

• Avoid responsibilityAvoid responsibility

• Motivated by extrinsic Motivated by extrinsic

rewardsrewards

• Goal seekingGoal seeking

• CreativeCreative

• Like workLike work

• Accept responsibilityAccept responsibility

• Motivated by intrinsic Motivated by intrinsic

rewardsrewards


Ouchi’s Theory ZOuchi’s Theory Z

EmployeeEmployeeInvolvementInvolvementEmployeeEmployee

InvolvementInvolvementFamilyFamily

EnvironmentEnvironmentFamilyFamily

EnvironmentEnvironment


Staffing ChallengesStaffing Challenges

Skilled-Labour Shortage

Downsizing & Rightsizing

Quality ofWork and Life


Skilled-Skilled-LabourLabour ShortageShortage

Revised PaySystems

Career-DevelopmentPrograms

EducationalPrograms


Rightsizing the Rightsizing the WorkforceWorkforce

• Employee loyalty

• Employee burnout

• Job insecurity

• Technological advancements

• Information overload


The Committed Employee: Then and The Committed Employee: Then and NowNow

NowCharacteristic Then

Seize the Day

Buys In(usually)

Personal Life& Career

Not Looking(but will listen)

Near-term

Devotion to Employer Goals

Priorities on the Job

Readiness to Change Jobs

Attachment to Employer

Always Faithful

Follow Orders

The Firm & Its Goals

Not Interested

Long-term

Personal Motto


Quality of Work Life Quality of Work Life

Job EnrichmentJob EnrichmentJob EnrichmentJob Enrichment

ReducesReducesSpecializationSpecialization

ReducesReducesSpecializationSpecialization

ExpandsExpandsResponsibilitiesResponsibilities

ExpandsExpandsResponsibilitiesResponsibilities

Job RedesignJob RedesignJob RedesignJob Redesign

RestructuresRestructuresWorkWork

RestructuresRestructuresWorkWork

CoordinatesCoordinatesSkills and JobsSkills and Jobs

CoordinatesCoordinatesSkills and JobsSkills and Jobs


Demographic Demographic ChallengesChallenges

Workforce DiversityWorkforce Diversity Gender IssuesGender Issues

ImmigrationImmigration

Aging PopulationAging Population

Diversity InitiativesDiversity Initiatives

The Glass CeilingThe Glass Ceiling

SexismSexism

Sexual HarassmentSexual Harassment


Alternative Work Alternative Work ArrangementsArrangements

FlextimeFlextime

TelecommutingTelecommuting

Job SharingJob Sharing


Working With Working With LabourLabour UnionsUnions

Wages and BenefitsWages and Benefits

Working ConditionsWorking Conditions

Job SecurityJob Security


Collective Bargaining Collective Bargaining ProcessProcess

PreparingPreparingto Meetto Meet

PreparingPreparingto Meetto Meet MeetingMeetingMeetingMeeting Reaching anReaching an

AgreementAgreementReaching anReaching anAgreementAgreement

11 22 33

Voting andVoting andRatificationRatificationVoting andVoting andRatificationRatification

44 55


Resolving an ImpasseResolving an Impasse

MediationMediation

ArbitrationArbitration


When Negotiations When Negotiations Break DownBreak Down

LabourLabour ManagementManagement

StrikeStrikeStrikeStrike

BoycottBoycottBoycottBoycott

PublicityPublicityPublicityPublicity

StrikebreakersStrikebreakersStrikebreakersStrikebreakers

LockoutsLockoutsLockoutsLockouts

InjunctionsInjunctionsInjunctionsInjunctions

© 2006 Pearson Education Canada Inc.Chapter 9 - 1 Chapter 9 Motivating Today’s Workforce and...

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