1. Motivating Today’s Workforce and Handling Employee-Management Relations
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2. Understanding Human Relations
Needs of management
Needs of employees
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3. What Is Motivation? Needs Actions Outcomes © Prentice Hall, 2005
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4. Workforce Motivation Monetary rewards Fair treatment Satisfying work
Work-life balance
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5. 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
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6. Frederick W. Taylor Scientific management Monetary rewards
Personal productivity
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7. Maslow’s Hierarchy Self-actualization Self-esteem needs Social needs
Safety needs
Physiological needs
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8. Herzberg’s Two-Factor Theory
Hygiene Factors
Motivational Factors
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal relations
Achievement
Recognition
Responsibility
Work itself
Personal growth
Frederick Herzberg asked workers to describe situations in which they felt either good or bad about their jobs. His findings are called motivation-hygiene theory.
What Herzberg called hygiene factors are associated with dissatisfying experiences. The potential sources of dissatisfaction include working conditions, company policies, and job security. Management can lessen worker dissatisfaction by improving hygiene factors that concern employees, but such improvements seldom influence satisfaction. On the other hand, managers can help employees feel more motivated and, ultimately, more satisfied by paying attention to motivators such as achievement, recognition, responsibility, and other personally rewarding factors.
Herzberg’s theory is related to Maslow’s hierarchy of needs: The motivators closely resemble the higher-level needs, and the hygiene factors resemble the lower-level needs.
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9. McGregor’s Assumptions
Theory X Employees
Theory Y Employees
Irresponsible
Lack ambition
Dislike work
Avoid responsibility
Motivated by extrinsic rewards
Goal seeking
Creative
Like work
Accept responsibility
Motivated by intrinsic rewards
In the 1960s, psychologist Douglas McGregor identified two radically different sets of assumptions that underlie most management thinking. He classified these sets of assumptions as Theory X and Theory Y.
According to McGregor, Theory X-oriented managers believe that employees dislike work and can be motivated only by the fear of losing their jobs or by extrinsic rewards such as money, promotions, and tenure. This management style emphasizes physiological and safety needs and tends to ignore the higher-level needs.In contrast, Theory Y-oriented managers believe that employees like work and can be motivated by working for goals that promote creativity or for causes they believe in. Thus, Theory Y-oriented managers seek to motivate employees through intrinsic rewards.
The assumptions behind Theory X emphasize authority; the assumptions behind Theory Y emphasize growth and self-direction.
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10. Ouchi’s Theory Z Employee involvement Family environment
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11. Equity Theory Ratio comparison Expected inputs Expected outputs
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12. Expectancy Theory Employee performance Expectancy about performance
Expectancy about rewards
Attractiveness of rewards
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13. Workplace Motivation Strategies
Setting goals
Reinforcing behavior
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14. Management by Objectives
Setting goals
Planning action
Implementing goals
Reviewing performance
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15. Reinforcement Theory Positive reinforcement
Obtain pleasant consequences
Negative reinforcement
Avoid unpleasant consequences
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16. Staffing Challenges Skilled-labor shortage Rightsizing the workforce
Quality of work and life
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17. Skilled Labor Shortage
Revised pay systems
Career-development programs
Educational programs
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18. Rightsizing the Workforce
Employee loyalty
Employee burnout
Job insecurity
Technological advancements
Information overload
More than 4.6 million job cuts were announced in the 1990s. Factors contributing to downsizing decisions included company reorganizations, business downturns, elimination of unprofitable product lines, outsourcing, mergers and acquisitions, and a general mismatch between employee job skills and job demands. Even though corporate downsizing continues today, what is puzzling is a concurrent trend toward “upsizing,” or massive hiring--and often within the same firm. This phenomenon can best be explained by the needs of companies to rightsize, or realign their workforces into business growth areas.
As you can imagine, rightsizing is a contributing factor to declining employee loyalty. Rightsizing is also putting pressure on remaining employees to work longer hours. Such long hours can lead to employee burnout, which is characterized by emotional exhaustion, depersonalization, and lower levels of achievement. Other sources of employee burnout are job insecurity, technological advancements, and information overload.
Job insecurity. Workers anxious about job security feel they have to give 150 percent (or more) or risk being seen as expendable.
Technological advancements. New technology allows employees to work from home, but being wired to the office 24 hours a day can add extra pressure.
Information overload. Managers claim they’re unable to handle the vast amounts of information they now receive.
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19. The Committed Employee: Then and Now
Characteristic
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
Employee loyalty is not what it used to be. A recent survey confirms that even today’s most valuable, committed workers often put career development, life, and family issues before company goals. The table above illustrates this shift in workforce commitment.
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20. Quality of Work Life Job enrichment Reduces specialization
Expands responsibilities
Job redesign
Restructures work
Coordinates skills and jobs
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21. Demographic Challenges
Workforce diversity
Alternative work programs
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22. Diversity Issues Globalization Aging workforce Gender equality
Sexual harassment
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23. Workplace Diversity Initiatives
Policies
Procedures
Training
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24. Alternative Work Arrangements
Flextime
Telecommuting
Job sharing
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25. Working With Labor Unions
Wages and benefits
Working conditions
Job security
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26. Overview of Labor Unions
Advantages
Strength in numbers
Bargaining power
Disadvantages
Restricts individuality
Negative stereotypes
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27. Collective Bargaining Process
Preparing to meet
Meeting
Reaching an agreement
Voting and ratification
Signing the agreement
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28. Resolving an Impasse Mediation Arbitration © Prentice Hall, 2005
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29. When Negotiations Break Down
Labor
Strike
Boycott
Publicity
Management
Strikebreakers
Lockouts
Injunctions
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30. Labor Movement Today Unions included 35% of the workforce in the 1950s
Unions include 13.5% of today’s workforce
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31. Declining Union Membership
Decline in manufacturing
Rise in service industries
Changes in the workforce
Flat organization structures
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32. The Labor Movement Today
Traditional causes
Good wages
Safe conditions
Fringe benefits
New causes
Job security
Healthcare costs
International competition
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