© prentice hall, 2007excellence in business, 3echapter 10 - 1 employee motivation, workforce...
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© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 1
Employee Motivation, Employee Motivation, Workforce Trends, and Workforce Trends, and
Labor RelationsLabor Relations
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 2
Motivating Motivating EmployeesEmployees
EngagementEngagement
MoraleMorale
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 3
What Is Motivation?What Is Motivation?
NeedsNeeds
OutcomesOutcomes
ActionsActions
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 4
Workforce MotivationWorkforce Motivation
Monetary Rewards
Fair Treatment
Satisfying Work
Work-Life Balance
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 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, 2007 Excellence in Business, 3e Chapter 10 - 6
Frederick W. TaylorFrederick W. Taylor
MonetaryRewards
PersonalProductivity
ScientificScientificManagementManagement
ScientificScientificManagementManagement
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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
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 8
Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory
MotivationMotivationMotivationMotivation
•AchievementAchievement•RecognitionRecognition•ResponsibilityResponsibility•Work itselfWork itself•Personal growthPersonal growth
•AchievementAchievement•RecognitionRecognition•ResponsibilityResponsibility•Work itselfWork itself•Personal growthPersonal growth
HighlyHighlySatisfiedSatisfied
HighlyHighlyDissatisfiedDissatisfied
Neither SatisfiedNeither SatisfiedNor DissatisfiedNor Dissatisfied
Motivators InfluenceMotivators InfluenceSatisfaction LevelSatisfaction Level
Hygiene FactorsHygiene FactorsInfluence SatisfactionInfluence Satisfaction
Area of Area of SatisfactionSatisfaction
Area ofArea ofDissatisfactionDissatisfaction
Hygiene FactorsHygiene FactorsHygiene FactorsHygiene Factors
•Working conditionsWorking conditions•Pay and securityPay and security•Company policiesCompany policies•SupervisorsSupervisors•Interpersonal relationshipsInterpersonal relationships
•Working conditionsWorking conditions•Pay and securityPay and security•Company policiesCompany policies•SupervisorsSupervisors•Interpersonal relationshipsInterpersonal relationships
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 9
McGregor’s McGregor’s AssumptionsAssumptions
Theory X EmployeesTheory X Employees Theory Y EmployeesTheory Y Employees
Dislike workDislike work
Motivated by threats Motivated by threats
Avoid responsibilitiesAvoid responsibilities
Value securityValue security
Enjoy workEnjoy work
Committed to goals Committed to goals
Accept responsibilitiesAccept responsibilities
Have mental potentialHave mental potential
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 10
Ouchi’s Theory ZOuchi’s Theory Z
Informal Controlwith Formal
Measurements
Slow Evaluationand Promotion
Moderate Degreeof Career
Specialization
Holistic Concernfor the Individual
Consensus-BasedDecision Making
Long-TermEmployment
IndividualResponsibility
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 11
Equity TheoryEquity TheoryRatio
Comparison*Employee’sPerception
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes B
Inputs B
Outcomes B
Inputs B
Outcomes B
Inputs B
<
=
>
Inequity (Under-Rewarded)
Equity
Inequity (Over-Rewarded)
*Where A is the employee, and B is a relevant other or referent.
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 12
Expectancy TheoryExpectancy Theory
IndividualEffort
IndividualEffort
IndividualPerformance
IndividualPerformance
OrganizationalRewards
OrganizationalRewards
IndividualGoals
IndividualGoals
Quality ofeffort put forthdepends on. . .
Quality ofeffort put forthdepends on. . .
…expectationsof
…and expectationsof
…attractiveness of rewards relative to
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 13
Workplace Workplace Motivation Motivation StrategiesStrategies
SettingSettingGoalsGoals
SettingSettingGoalsGoals
ReinforcingReinforcingBehaviorBehavior
ReinforcingReinforcingBehaviorBehavior
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Management by Management by ObjectivesObjectives
Setting GoalsSetting Goals
Planning ActionPlanning Action
Implementing PlansImplementing Plans
Reviewing PerformanceReviewing Performance
1
2
3
4
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Reinforcement TheoryReinforcement Theory
Behavior ModificationBehavior Modification
Avoid UnpleasantAvoid UnpleasantConsequencesConsequences
Obtain PleasantObtain PleasantConsequencesConsequences
PositiveNegative Reinforcement
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Keeping Pace Keeping Pace With Today’s Work ForceWith Today’s Work Force
Staffing ChallengesStaffing ChallengesStaffing ChallengesStaffing Challenges
Demographic ChallengesDemographic ChallengesDemographic ChallengesDemographic Challenges
Alternative Work ArrangementsAlternative Work ArrangementsAlternative Work ArrangementsAlternative Work Arrangements
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 17
Staffing ChallengesStaffing Challenges
Employee Loyalty
Employee Workloads
Work-Life Balance
Workforce Alignment
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 18
Aligning the Workforce Aligning the Workforce and the Organizationand the Organization
External Forces Internal Forces Employees
Changing Markets
Competition
Advances in Technology
Government Regulations
Strategy Shifts
Information Systems
Production Systems
Product Sales
Personal Goals
Better Jobs
Temporary Retirement
Permanent Retirement
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 19
Fostering Employee Fostering Employee LoyaltyLoyalty
Manage EffectivelyManage Effectivelyand Ethicallyand Ethically
Manage EffectivelyManage Effectivelyand Ethicallyand Ethically
Give EmployeesGive Employeesa Stakea Stake
Give EmployeesGive Employeesa Stakea Stake
Work WithWork WithEmployeesEmployeesWork WithWork WithEmployeesEmployees
Take CareTake Careof Employeesof Employees
Take CareTake Careof Employeesof Employees
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 20
Monitoring Monitoring Employee WorkloadsEmployee Workloads
Employee BurnoutEmployee Burnout
Long Work Hours
Long Work Hours “Ghost Work”“Ghost Work” Communication
Technology
CommunicationTechnology
QualityOf Work
QuantityOf Work
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Work-Life Balance Work-Life Balance
Job EnrichmentJob EnrichmentJob EnrichmentJob Enrichment
ReducesReducesSpecializationSpecialization
ReducesReducesSpecializationSpecialization
ExpandsExpandsResponsibilitiesResponsibilities
ExpandsExpandsResponsibilitiesResponsibilities
Job RedesignJob RedesignJob RedesignJob Redesign
RestructuresRestructuresWorkWork
RestructuresRestructuresWorkWork
CoordinatesCoordinatesSkills and JobsSkills and JobsCoordinatesCoordinates
Skills and JobsSkills and Jobs
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 22
Demographic Demographic ChallengesChallenges
Workforce Diversity
UnderstandingUnderstanding
EmbracingEmbracing
MaximizingMaximizing
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Workforce Diversity Workforce Diversity IssuesIssues
ImmigrationImmigration
AgeAge
ReligionReligion
GenderGender
RaceRace
GlobalizationGlobalization
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Diversity InitiativesDiversity Initiatives
Policies
Procedures
Training
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Alternative Work Alternative Work ArrangementsArrangements
FlextimeFlextime
TelecommutingTelecommuting
Job SharingJob Sharing
Flexible Career PathsFlexible Career Paths
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 26
Working With Labor Working With Labor UnionsUnions
Wages and BenefitsWages and Benefits
Working ConditionsWorking Conditions
Job SecurityJob Security
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 27
How Unions Are StructuredHow Unions Are Structured
Labor FederationLabor FederationLabor FederationLabor Federation
National UnionsNational UnionsNational UnionsNational Unions International UnionsInternational UnionsInternational UnionsInternational Unions
United Steelworkers United Steelworkers of Americaof America
United Steelworkers United Steelworkers of Americaof America
United AutoUnited AutoWorkersWorkers
United AutoUnited AutoWorkersWorkers
Local UnionsLocal UnionsLocal UnionsLocal Unions Local UnionsLocal UnionsLocal UnionsLocal Unions
ShopShopStewardSteward
ShopShopStewardSteward
BusinessBusinessAgentAgent
BusinessBusinessAgentAgent
ShopShopStewardSteward
ShopShopStewardSteward
BusinessBusinessAgentAgent
BusinessBusinessAgentAgent
Rank andRank andFileFile
Rank andRank andFileFile
Rank andRank andFileFile
Rank andRank andFileFile
Rank andRank andFileFile
Rank andRank andFileFile
Rank andRank andFileFile
Rank andRank andFileFile
Union of Needletrades,Union of Needletrades,Industrial, Textile EmployeesIndustrial, Textile Employees
Union of Needletrades,Union of Needletrades,Industrial, Textile EmployeesIndustrial, Textile Employees
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 28
How Unions OrganizeHow Unions Organize
Unioncertified asbargaining
agent
Conduct pre-election campaign
Petition NLRB for election
Request union as bargaining agent
Distribute authorization cards
Determine interestin unionization
Select target group
Campaign forauthorization
cards
Certificationelection
Election
Step 1 Step 2
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 29
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
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 30
Resolving an ImpasseResolving an Impasse
MediationMediation
ArbitrationArbitration
© Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 31
When Negotiations When Negotiations Break DownBreak Down
LaborLabor ManagementManagement
StrikeStrikeStrikeStrike
BoycottBoycottBoycottBoycott
PublicityPublicityPublicityPublicity
StrikebreakersStrikebreakersStrikebreakersStrikebreakers
LockoutsLockoutsLockoutsLockouts
InjunctionsInjunctionsInjunctionsInjunctions
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Union Membership TodayUnion Membership Today
0%
20%
40%
60%
80%
100%
1950s 2000s0%
20%
40%
60%
80%
100%
1950s 2000s
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The Labor The Labor Movement TodayMovement Today
Health-CareHealth-CareCostsCosts
Health-CareHealth-CareCostsCosts
InternationalInternationalCompetitionCompetitionInternationalInternationalCompetitionCompetition