© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Employee Motivation, Today’s Workforce, and Labor Relations

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Understanding Human Relations Needs of management Needs of employees

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter What is Motivation? Corporate culture Behavior modification

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Management by Objectives 1.Setting goals 2.Planning action 3.Implementing goals 4.Reviewing performance

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Frederick W. Taylor Scientific management –Monetary rewards –Personal productivity

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Maslow’s Hierarchy Self-actualization Self-esteem needs Social needs Safety needs Physiological needs

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter 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, 2005Excellence in Business, Revised Edition Chapter McGregor’s Assumptions Theory X EmployeesTheory Y Employees IrresponsibleIrresponsible Lack ambitionLack ambition Dislike workDislike work Avoid responsibilityAvoid responsibility Motivated by extrinsic rewardsMotivated by extrinsic rewards Goal seeking Creative Like work Accept responsibility Motivated by intrinsic rewards

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Ouchi’s Theory Z Employee involvement Family environment

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Keeping Pace With Today’s Work Force Demographic challenges Staffing challenges Alternative work arrangements

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Demographic Challenges Workforce Diversity Gender Issues Immigration Aging Population Diversity Initiatives The Glass Ceiling Sexism Sexual Harassment

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Staffing Challenges Skilled-labor shortage Rightsizing the workforce Quality of work and life

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Skilled-Labor Shortage Revised pay systems Career development programs Educational programs

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Rightsizing the Work Force Employee loyalty Employee burnout Job insecurity Technology issues Information overload

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter 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, 2005Excellence in Business, Revised Edition Chapter Quality of Work Life Job enrichment –Reduces specialization –Expands responsibilities Job redesign –Restructures work –Coordinates skills and jobs

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Alternative Work Arrangements Flextime Telecommuting Job sharing

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Working With Labor Unions Wages and benefits Working conditions Job security

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Key Union Legislation Norris-La Guardia Act of 1932 Wagner Act of 1935 Taft-Hartley Act of 1947 Landrum-Griffin Act of 1959 Plant-Closing Notification Act of 1988

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter How Unions Are Structured Local National International Federation

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter How Unions Organize Campaign for authorization cards Hold certification election

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Collective Bargaining Process 1.Preparing to meet 2.Meeting 3.Reaching an agreement 4.Voting and ratification 5.Signing the agreement

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Resolving an Impasse Mediation Arbitration

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter When Negotiations Break Down Labor –Strike –Boycott –Publicity Management –Strikebreakers –Lockouts –Injunctions

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Declining Union Membership Unions included 35% of the workforce in the 1950s Unions include 13.5% of today’s workforce

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter The Labor Movement Today Decline in manufacturing Rise in service industries Changes in the workforce Flat organization structures

© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter The Labor Movement Today Traditional causes –Wages –Working conditions –Benefits New causes –Health care –Child care –Job training