© 2006 Pearson Education Canada Inc.Chapter Chapter 9 Motivating Today’s Workforce and Handling Employee- Management Relations

© 2006 Pearson Education Canada Inc.Chapter Understanding Human Relations Needs of Management Management Employees Employees

© 2006 Pearson Education Canada Inc.Chapter What Is 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

© 2006 Pearson Education Canada Inc.Chapter Management by Objectives (MBO) SettingGoals 1 ImplementingPlans 3 PlanningAction 2 ReviewingPerformance 4

© 2006 Pearson Education Canada Inc.Chapter Theories 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

© 2006 Pearson Education Canada Inc.Chapter Frederick W. Taylor Monetary Rewards Personal Productivity ScientificManagementScientificManagement

© 2006 Pearson Education Canada Inc.Chapter Hawthorne 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 attention f eedback importanceEmployees were motivated by the attention, the f eedback and the feeling of importance

© 2006 Pearson Education Canada Inc.Chapter Self-Esteem Needs Social Needs Safety Needs Physiological Needs Self-Actualization Maslow’s Hierarchy Five Need Categories

© 2006 Pearson Education Canada Inc.Chapter Herzberg’s Two-Factor Theory Hygiene FactorsMotivational Factors High Job DissatisfactionJob Satisfaction Working conditions Pay and security Company policies Supervisors Interpersonal relations Achievement Recognition Responsibility Work itself Personal growth

© 2006 Pearson Education Canada Inc.Chapter McGregor’s Assumptions Theory X Employees Theory Y Employees IrresponsibleIrresponsible Lack ambitionLack ambition Dislike workDislike work Avoid responsibilityAvoid responsibility Motivated by extrinsic rewardsMotivated by extrinsic rewards Goal seekingGoal seeking CreativeCreative Like workLike work Accept responsibilityAccept responsibility Motivated by intrinsic rewardsMotivated by intrinsic rewards

© 2006 Pearson Education Canada Inc.Chapter Ouchi’s Theory Z EmployeeInvolvementEmployeeInvolvementFamilyEnvironmentFamilyEnvironment

© 2006 Pearson Education Canada Inc.Chapter Staffing Challenges Skilled-Labour Shortage Downsizing & Rightsizing Quality of Work and Life

© 2006 Pearson Education Canada Inc.Chapter Skilled-Labour Shortage Revised Pay Systems Career-Development Programs Educational Programs

© 2006 Pearson Education Canada Inc.Chapter Rightsizing the Workforce Employee loyalty Employee burnout Job insecurity Technological advancements Information overload

© 2006 Pearson Education Canada Inc.Chapter The Committed Employee: Then and Now NowCharacteristicThen 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

© 2006 Pearson Education Canada Inc.Chapter Quality of Work Life Job Enrichment ReducesSpecializationReducesSpecialization ExpandsResponsibilitiesExpandsResponsibilities Job Redesign RestructuresWorkRestructuresWork Coordinates Skills and Jobs Coordinates

© 2006 Pearson Education Canada Inc.Chapter Demographic Challenges Workforce Diversity Gender Issues Immigration Aging Population Diversity Initiatives The Glass Ceiling Sexism Sexual Harassment

© 2006 Pearson Education Canada Inc.Chapter Alternative Work Arrangements Flextime Telecommuting Job Sharing

© 2006 Pearson Education Canada Inc.Chapter Working With Labour Unions Wages and Benefits Working Conditions Job Security

© 2006 Pearson Education Canada Inc.Chapter Collective Bargaining Process Preparing to Meet Preparing MeetingMeeting Reaching an Agreement Agreement 123 Voting and Ratification Ratification 4 5

© 2006 Pearson Education Canada Inc.Chapter Resolving an Impasse Mediation Arbitration

© 2006 Pearson Education Canada Inc.Chapter When Negotiations Break Down LabourManagement StrikeStrike BoycottBoycott PublicityPublicity StrikebreakersStrikebreakers LockoutsLockouts InjunctionsInjunctions