Motivating Today’s Workforce and Handling Employee-Management Relations

© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 1

Motivating Today’s Motivating Today’s Workforce and Handling Workforce and Handling Employee-Management Employee-Management

RelationsRelations


Understanding Human Understanding Human RelationsRelations

• Needs of management• Needs of employees


What Is Motivation?What Is Motivation?

• Needs• Actions• Outcomes


Workforce MotivationWorkforce Motivation

• Monetary rewards• Fair treatment• Satisfying work• Work-life balance


Theories of MotivationTheories of Motivation• Frederick W. Taylor• Maslow’s Hierarchy of Needs• Herzberg’s Two-Factor Theory• Theory X, Theory Y, and Theory Z• Equity Theory• Expectancy Theory


Frederick W. TaylorFrederick W. Taylor

• Scientific management–Monetary rewards–Personal productivity


Maslow’s HierarchyMaslow’s Hierarchy

• Self-actualization• Self-esteem needs• Social needs• Safety needs• Physiological needs


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

Hygiene Factors Motivational Factors• 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

• Employee involvement• Family environment


Equity TheoryEquity Theory

• Ratio comparison–Expected inputs–Expected outputs


Expectancy TheoryExpectancy Theory

• Employee performance–Expectancy about performance–Expectancy about rewards–Attractiveness of rewards


Workplace Motivation Workplace Motivation StrategiesStrategies

• Setting goals• Reinforcing behavior


Management by Management by ObjectivesObjectives

1. Setting goals2. Planning action3. Implementing goals4. Reviewing performance


Reinforcement TheoryReinforcement Theory

• Positive reinforcement–Obtain pleasant consequences

• Negative reinforcement–Avoid unpleasant consequences


Staffing ChallengesStaffing Challenges

• Skilled-labor shortage• Rightsizing the workforce• Quality of work and life


Skilled Labor ShortageSkilled Labor Shortage

• Revised pay systems• Career-development programs• Educational programs


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

Seize the Day

110 Percent

Buys In(usually)

Personal Life& Career

Not Looking(but will listen)

Near-term

Personal Motto

Effort on the Job

Devotion to Employer Goals

Priorities on the Job

Readiness to Change Jobs

Attachment to Employer

Always Faithful

100 Percent

Follow Orders

The Firm & Its Goals

Not Interested

Long-term

Then


Quality of Work LifeQuality of Work Life

• Job enrichment–Reduces specialization–Expands responsibilities

• Job redesign–Restructures work–Coordinates skills and jobs


Demographic ChallengesDemographic Challenges

• Workforce diversity• Alternative work programs


Diversity IssuesDiversity Issues

• Globalization• Aging workforce• Gender equality• Sexual harassment


Workplace Diversity Workplace Diversity InitiativesInitiatives

• Policies• Procedures• Training


Alternative Work Alternative Work ArrangementsArrangements

• Flextime• Telecommuting• Job sharing


Working With Labor Working With Labor UnionsUnions

• Wages and benefits• Working conditions• Job security


Overview of Labor Overview of Labor UnionsUnions

• Advantages–Strength in numbers–Bargaining power

• Disadvantages–Restricts individuality–Negative stereotypes


Collective Bargaining Collective Bargaining ProcessProcess

1. Preparing to meet2. Meeting3. Reaching an agreement4. Voting and ratification5. Signing the agreement


Resolving an ImpasseResolving an Impasse

• Mediation• Arbitration


When Negotiations When Negotiations Break DownBreak Down

• Labor– Strike– Boycott– Publicity

• Management– Strikebreakers– Lockouts– Injunctions


Labor Movement TodayLabor Movement Today

• Unions included 35% of the workforce in the 1950s

• Unions include 13.5% of today’s workforce


Declining Union Declining Union MembershipMembership

• Decline in manufacturing• Rise in service industries• Changes in the workforce• Flat organization structures


The Labor Movement The Labor Movement TodayToday

• Traditional causes– Good wages– Safe conditions– Fringe benefits

• New causes– Job security– Healthcare costs– International competition

Motivating Today’s Workforce and Handling Employee-Management Relations

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