1. © 2006 Pearson Education Canada Inc.Chapter 9 - 1 Chapter 9 Motivating Today’s Workforce and Handling Employee- Management Relations

2. © 2006 Pearson Education Canada Inc.Chapter 9 - 2 Understanding Human Relations Needs of Management Management Employees Employees

3. © 2006 Pearson Education Canada Inc.Chapter 9 - 3 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

4. © 2006 Pearson Education Canada Inc.Chapter 9 - 4 Management by Objectives (MBO) SettingGoals 1 ImplementingPlans 3 PlanningAction 2 ReviewingPerformance 4

5. © 2006 Pearson Education Canada Inc.Chapter 9 - 5 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

6. © 2006 Pearson Education Canada Inc.Chapter 9 - 6 Frederick W. Taylor Monetary Rewards Personal Productivity ScientificManagementScientificManagement

7. © 2006 Pearson Education Canada Inc.Chapter 9 - 7 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

8. © 2006 Pearson Education Canada Inc.Chapter 9 - 8 Self-Esteem Needs Social Needs Safety Needs Physiological Needs Self-Actualization Maslow’s Hierarchy Five Need Categories

9. © 2006 Pearson Education Canada Inc.Chapter 9 - 9 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

10. © 2006 Pearson Education Canada Inc.Chapter 9 - 10 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

11. © 2006 Pearson Education Canada Inc.Chapter 9 - 11 Ouchi’s Theory Z EmployeeInvolvementEmployeeInvolvementFamilyEnvironmentFamilyEnvironment

12. © 2006 Pearson Education Canada Inc.Chapter 9 - 12 Staffing Challenges Skilled-Labour Shortage Downsizing & Rightsizing Quality of Work and Life

13. © 2006 Pearson Education Canada Inc.Chapter 9 - 13 Skilled-Labour Shortage Revised Pay Systems Career-Development Programs Educational Programs

14. © 2006 Pearson Education Canada Inc.Chapter 9 - 14 Rightsizing the Workforce Employee loyalty Employee burnout Job insecurity Technological advancements Information overload

15. © 2006 Pearson Education Canada Inc.Chapter 9 - 15 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

16. © 2006 Pearson Education Canada Inc.Chapter 9 - 16 Quality of Work Life Job Enrichment ReducesSpecializationReducesSpecialization ExpandsResponsibilitiesExpandsResponsibilities Job Redesign RestructuresWorkRestructuresWork Coordinates Skills and Jobs Coordinates

17. © 2006 Pearson Education Canada Inc.Chapter 9 - 17 Demographic Challenges Workforce Diversity Gender Issues Immigration Aging Population Diversity Initiatives The Glass Ceiling Sexism Sexual Harassment

18. © 2006 Pearson Education Canada Inc.Chapter 9 - 18 Alternative Work Arrangements Flextime Telecommuting Job Sharing

19. © 2006 Pearson Education Canada Inc.Chapter 9 - 19 Working With Labour Unions Wages and Benefits Working Conditions Job Security

20. © 2006 Pearson Education Canada Inc.Chapter 9 - 20 Collective Bargaining Process Preparing to Meet Preparing MeetingMeeting Reaching an Agreement Agreement 123 Voting and Ratification Ratification 4 5

21. © 2006 Pearson Education Canada Inc.Chapter 9 - 21 Resolving an Impasse Mediation Arbitration

22. © 2006 Pearson Education Canada Inc.Chapter 9 - 22 When Negotiations Break Down LabourManagement StrikeStrike BoycottBoycott PublicityPublicity StrikebreakersStrikebreakers LockoutsLockouts InjunctionsInjunctions