Motivating Employees. What Is Motivation? Employee Motivation, Workforce Trends, and Labor Relations. Engagement. Morale. Needs. Actions.

Transcription

1 Employee Motivation, Workforce Trends, and Labor Relations Prentice Hall, 2007 Excellence in Business, 3e Chapter 10-1 Motivating Employees Engagement Morale Prentice Hall, 2007 Excellence in Business, 3e Chapter 10-2 What Is Motivation? Needs Actions Outcomes Prentice Hall, 2007 Excellence in Business, 3e Chapter

2 Workforce Motivation Monetary Rewards Fair Treatment Satisfying Work Work-Life Balance Prentice Hall, 2007 Excellence in Business, 3e Chapter 10-4 Theories 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 10-5 Frederick W. Taylor Scientific Management Monetary Rewards Personal Productivity Prentice Hall, 2007 Excellence in Business, 3e Chapter

3 Maslow s Hierarchy Self- Actualization Five Need Categories Self-Esteem Needs Social Needs Safety Needs Physiological Needs Prentice Hall, 2007 Excellence in Business, 3e Chapter 10-7 Herzberg s Two-Factor Theory Highly Satisfied Neither Satisfied Nor Dissatisfied Highly Dissatisfied Area of Satisfaction Area of Dissatisfaction Motivation Achievement Recognition Responsibility Work itself Personal growth Hygiene Factors Working conditions Pay and security Company policies Supervisors Interpersonal relationships Motivators Influence Satisfaction Level Hygiene Factors Influence Satisfaction Prentice Hall, 2007 Excellence in Business, 3e Chapter 10-8 McGregor s Assumptions Theory X Employees Dislike work Motivated by threats Avoid responsibilities Value security Theory Y Employees Enjoy work Committed to goals Accept responsibilities Have mental potential Prentice Hall, 2007 Excellence in Business, 3e Chapter

4 Ouchi s Theory Z Long-Term Employment Consensus-Based Decision Making Individual Responsibility Slow Evaluation and Promotion Informal Control with Formal Measurements Moderate Degree of Career Specialization Holistic Concern for the Individual Prentice Hall, 2007 Excellence in Business, 3e Chapter Equity Theory Ratio Comparison* Employee s Perception Outcomes A Inputs A < Outcomes B Inputs B Inequity (Under-Rewarded) Outcomes A Inputs A = Outcomes B Inputs B Equity Outcomes A Inputs A > Outcomes B Inputs B Inequity (Over-Rewarded) * Where A is the employee, and B is a relevant other or referent. Prentice Hall, 2007 Excellence in Business, 3e Chapter Expectancy Theory Quality of effort put forth depends on... expectations of and expectations of attractiveness of rewards relative to Individual Effort Individual Performance Organizational Rewards Individual Goals Prentice Hall, 2007 Excellence in Business, 3e Chapter

5 Workplace Motivation Strategies Setting Goals Reinforcing Behavior Prentice Hall, 2007 Excellence in Business, 3e Chapter Management by Objectives 1 Setting Goals 2 Planning Action 3 Implementing Plans 4 Reviewing Performance Prentice Hall, 2007 Excellence in Business, 3e Chapter Reinforcement Theory Behavior Modification Negative Reinforcement Positive Avoid Unpleasant Consequences Obtain Pleasant Consequences Prentice Hall, 2007 Excellence in Business, 3e Chapter

6 Keeping Pace With Today s Work Force Staffing Challenges Demographic Challenges Alternative Work Arrangements Prentice Hall, 2007 Excellence in Business, 3e Chapter Staffing Challenges Workforce Alignment Employee Loyalty Employee Workloads Work-Life Balance Prentice Hall, 2007 Excellence in Business, 3e Chapter Aligning the Workforce and the Organization External Forces Internal Forces Employees Changing Markets Strategy Shifts Personal Goals Competition Information Systems Better Jobs Advances in Technology Production Systems Temporary Retirement Government Regulations Product Sales Permanent Retirement Prentice Hall, 2007 Excellence in Business, 3e Chapter

7 Fostering Employee Loyalty Manage Effectively and Ethically Give Employees a Stake Take Care of Employees Work With Employees Prentice Hall, 2007 Excellence in Business, 3e Chapter Monitoring Employee Workloads Quality Of Work Employee Burnout Quantity Of Work Long Work Hours Ghost Work Communication Technology Prentice Hall, 2007 Excellence in Business, 3e Chapter Work-Life Balance Job Enrichment Job Redesign Reduces Specialization Restructures Work Expands Responsibilities Coordinates Skills and Jobs Prentice Hall, 2007 Excellence in Business, 3e Chapter

8 Demographic Challenges Workforce Diversity Understanding Embracing Maximizing Prentice Hall, 2007 Excellence in Business, 3e Chapter Workforce Diversity Issues Immigration Gender Age Race Religion Globalization Prentice Hall, 2007 Excellence in Business, 3e Chapter Diversity Initiatives Policies Procedures Training Prentice Hall, 2007 Excellence in Business, 3e Chapter

9 Alternative Work Arrangements Flextime Telecommuting Job Sharing Flexible Career Paths Prentice Hall, 2007 Excellence in Business, 3e Chapter Working With Labor Unions Wages and Benefits Working Conditions Job Security Prentice Hall, 2007 Excellence in Business, 3e Chapter Resolving an Impasse Mediation Arbitration Prentice Hall, 2007 Excellence in Business, 3e Chapter

10 When Negotiations Break Down Labor Strike Boycott Publicity Management Strikebreakers Lockouts Injunctions Prentice Hall, 2007 Excellence in Business, 3e Chapter The Labor Movement Today Health-Care Costs International Competition Prentice Hall, 2007 Excellence in Business, 3e Chapter