© 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
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 2
Understanding Human Understanding Human RelationsRelations
• Needs of management• Needs of employees
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 3
What Is Motivation?What Is Motivation?
• Needs• Actions• Outcomes
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 4
Workforce MotivationWorkforce Motivation
• Monetary rewards• Fair treatment• Satisfying work• Work-life balance
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 5
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
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 6
Frederick W. TaylorFrederick W. Taylor
• Scientific management–Monetary rewards–Personal productivity
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 7
Maslow’s HierarchyMaslow’s Hierarchy
• Self-actualization• Self-esteem needs• Social needs• Safety needs• Physiological needs
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 8
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
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 9
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
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 10
Ouchi’s Theory ZOuchi’s Theory Z
• Employee involvement• Family environment
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 11
Equity TheoryEquity Theory
• Ratio comparison–Expected inputs–Expected outputs
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 12
Expectancy TheoryExpectancy Theory
• Employee performance–Expectancy about performance–Expectancy about rewards–Attractiveness of rewards
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 13
Workplace Motivation Workplace Motivation StrategiesStrategies
• Setting goals• Reinforcing behavior
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 14
Management by Management by ObjectivesObjectives
1. Setting goals2. Planning action3. Implementing goals4. Reviewing performance
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 15
Reinforcement TheoryReinforcement Theory
• Positive reinforcement–Obtain pleasant consequences
• Negative reinforcement–Avoid unpleasant consequences
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 16
Staffing ChallengesStaffing Challenges
• Skilled-labor shortage• Rightsizing the workforce• Quality of work and life
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 17
Skilled Labor ShortageSkilled Labor Shortage
• Revised pay systems• Career-development programs• Educational programs
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 18
Rightsizing the Rightsizing the WorkforceWorkforce
• Employee loyalty
• Employee burnout
• Job insecurity
• Technological advancements
• Information overload
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 19
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
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 20
Quality of Work LifeQuality of Work Life
• Job enrichment–Reduces specialization–Expands responsibilities
• Job redesign–Restructures work–Coordinates skills and jobs
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 21
Demographic ChallengesDemographic Challenges
• Workforce diversity• Alternative work programs
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 22
Diversity IssuesDiversity Issues
• Globalization• Aging workforce• Gender equality• Sexual harassment
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 23
Workplace Diversity Workplace Diversity InitiativesInitiatives
• Policies• Procedures• Training
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 24
Alternative Work Alternative Work ArrangementsArrangements
• Flextime• Telecommuting• Job sharing
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 25
Working With Labor Working With Labor UnionsUnions
• Wages and benefits• Working conditions• Job security
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 26
Overview of Labor Overview of Labor UnionsUnions
• Advantages–Strength in numbers–Bargaining power
• Disadvantages–Restricts individuality–Negative stereotypes
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 27
Collective Bargaining Collective Bargaining ProcessProcess
1. Preparing to meet2. Meeting3. Reaching an agreement4. Voting and ratification5. Signing the agreement
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 28
Resolving an ImpasseResolving an Impasse
• Mediation• Arbitration
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 29
When Negotiations When Negotiations Break DownBreak Down
• Labor– Strike– Boycott– Publicity
• Management– Strikebreakers– Lockouts– Injunctions
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 30
Labor Movement TodayLabor Movement Today
• Unions included 35% of the workforce in the 1950s
• Unions include 13.5% of today’s workforce
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 31
Declining Union Declining Union MembershipMembership
• Decline in manufacturing• Rise in service industries• Changes in the workforce• Flat organization structures
© Prentice Hall, 2005 Business In Action 3e Chapter 9 - 32
The Labor Movement The Labor Movement TodayToday
• Traditional causes– Good wages– Safe conditions– Fringe benefits
• New causes– Job security– Healthcare costs– International competition
Top Related