© Prentice Hall, 2004Business In Action 2eChapter Motivating Today’s Workforce and Handling Employee-Management Relations

© Prentice Hall, 2004Business In Action 2eChapter Understanding Human Relations Needs of management Needs of employees

© Prentice Hall, 2004Business In Action 2eChapter What Is Motivation? Corporate culture Behavior modification

© Prentice Hall, 2004Business In Action 2eChapter Management by Objectives 1.Setting goals 2.Planning action 3.Implementing goals 4.Reviewing performance

© Prentice Hall, 2004Business In Action 2eChapter Frederick W. Taylor Scientific management –Monetary rewards –Personal productivity

© Prentice Hall, 2004Business In Action 2eChapter Maslow’s Hierarchy Self-actualization Self-esteem needs Social needs Safety needs Physiological needs

© Prentice Hall, 2004Business In Action 2eChapter Herzberg’s Two-Factor Theory Hygiene FactorsMotivational Factors Working conditions Pay and security Company policies Supervisors Interpersonal relations Achievement Recognition Responsibility Work itself Personal growth

© Prentice Hall, 2004Business In Action 2eChapter 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

© Prentice Hall, 2004Business In Action 2eChapter Ouchi’s Theory Z Employee involvement Family environment

© Prentice Hall, 2004Business In Action 2eChapter Staffing Challenges Skilled-labor shortage Rightsizing the workforce Quality of work and life

© Prentice Hall, 2004Business In Action 2eChapter Skilled Labor Shortage Revised pay systems Career-development programs Educational programs

© Prentice Hall, 2004Business In Action 2eChapter Rightsizing the Workforce Employee loyalty Employee burnout Job insecurity Technological advancements Information overload

© Prentice Hall, 2004Business In Action 2eChapter The Committed Employee: Then and Now 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, 2004Business In Action 2eChapter Quality of Work Life Job enrichment –Reduces specialization –Expands responsibilities Job redesign –Restructures work –Coordinates skills and jobs

© Prentice Hall, 2004Business In Action 2eChapter Demographic Challenges Workforce Diversity Gender Issues Immigration Aging Population Diversity Initiatives The Glass Ceiling Sexism Sexual Harassment

© Prentice Hall, 2004Business In Action 2eChapter Alternative Work Arrangements Flextime Telecommuting Job sharing

© Prentice Hall, 2004Business In Action 2eChapter Working With Labor Unions Wages and benefits Working conditions Job security

© Prentice Hall, 2004Business In Action 2eChapter Collective Bargaining Process 1.Preparing to meet 2.Meeting 3.Reaching an agreement 4.Voting and ratification 5.Signing the agreement

© Prentice Hall, 2004Business In Action 2eChapter Resolving an Impasse Mediation Arbitration

© Prentice Hall, 2004Business In Action 2eChapter When Negotiations Break Down Labor –Strike –Boycott –Publicity Management –Strikebreakers –Lockouts –Injunctions

© Prentice Hall, 2004Business In Action 2eChapter Labor Movement Today Unions included 35% of the workforce in the 1950s Unions include 13.5% of today’s workforce

© Prentice Hall, 2004Business In Action 2eChapter Declining Union Membership Decline in manufacturing Rise in service industries Changes in the workforce Flat organization structures