Lighting the Fire: Employee Motivation, Workforce Trends, and Labor Relations

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 1

Motivating Employees
Engagement Morale

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 2

What Is Motivation?
Needs Actions Outcomes

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 3

Workforce Motivation
Monetary rewards Fair treatment Satisfying work Work-life balance

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 4

Theories of Motivation
Frederick W. Taylor Maslows Hierarchy of Needs Herzbergs Two-Factor Theory Theory X, Theory Y, and Theory Z Equity Theory Expectancy Theory
Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 5

Frederick W. Taylor
Scientific management Monetary rewards Personal productivity

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 6

Maslows Hierarchy
Self-actualization Self-esteem needs Social needs Safety needs Physiological needs

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 7

Herzbergs Two-Factor Theory

Hygiene Factors
Working conditions Pay and security Company policies Supervisors Interpersonal relations

Motivational Factors
Achievement Recognition Responsibility Work itself Personal growth

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 8

McGregors Assumptions
Theory X Employees
Irresponsible Lack ambition Dislike work Avoid responsibility Motivated by extrinsic rewards
Prentice Hall, 2007

Theory Y Employees
Goal seeking Creative Like work Accept responsibility Motivated by intrinsic rewards

Excellence in Business, 3e

Chapter 10 - 9

Ouchis Theory Z
Long-term employment Consensus-based decision making Individual responsibility Slow evaluation and promotion Informal control and formal measures Moderate career specialization Holistic concern for the individual
Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 10

Equity Theory
Ratio comparison Expected inputs Expected outputs

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 11

Expectancy Theory
Employee performance Expectancy about performance Expectancy about rewards Attractiveness of rewards

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 12

Workplace Motivation Strategies

Setting goals Reinforcing behavior

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 13

Management by Objectives
1. 1. 1. 1. Setting goals Planning action Implementing goals Reviewing performance

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 14

Reinforcement Theory
Positive reinforcement Obtain pleasant consequences Negative reinforcement Avoid unpleasant consequences

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 15

Keeping Pace with Todays Workforce

Staffing challenges Demographic challenges Alternative work arrangements

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 16

Staffing Challenges
Workforce alignment Employee loyalty Employee workloads Work-life balance

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 17

Aligning the Workforce and the Organization

External Forces
Changing Markets Competition

Internal Forces
Strategy Shifts Information Systems

Employees
Personal Goals Better Jobs

Advances in Technology Production Systems Temporary Retirement Government Regulations

Prentice Hall, 2007

Product Sales
Excellence in Business, 3e

Permanent Retirement
Chapter 10 - 18

Fostering Employee Loyalty

Manage effectively and ethically Give employees a stake Take care of employees Work with employees

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 19

Monitoring Employee Workloads

Employee burn-out Long work hours Ghost work Communication technology

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 20

Work-Life Balance
Job enrichment Job redesign

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 21

Demographic Challenges
Workforce diversity Understanding Embracing Maximizing

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 22

Workforce Diversity Issues

Immigration Globalization Age Gender Race Religion
Excellence in Business, 3e Chapter 10 - 23

Prentice Hall, 2007

Diversity Initiatives
Policies Procedures Training

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 24

Quality of Work Life

Job enrichment Reduces specialization Expands responsibilities Job redesign Restructures work Coordinates skills and jobs
Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 25

Demographic Challenges
Workforce diversity Alternative work programs

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 26

Diversity Issues
Globalization Aging workforce Gender equality Sexual harassment

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 27

Workplace Diversity Initiatives

Policies Procedures Training

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 28

Alternative Work Arrangements

Flextime Telecommuting Job sharing Flexible career paths

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 29

Working With Labor Unions

Wages and benefits Working conditions Job security

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 30

Collective Bargaining Process

1. 1. 1. 1. 1. Preparing to meet Meeting Reaching an agreement Voting and ratification Signing the agreement

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 31

Resolving an Impasse
Mediation Arbitration

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 32

When Negotiations Break Down

Labor Strike Boycott Publicity Management Strikebreakers Lockouts Injunctions
Prentice Hall, 2007 Excellence in Business, 3e Chapter 10 - 33

Union Membership Today

Unions included 35% of the workforce in the 1950s Unions include 13.5% of todays workforce

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 34

The Labor Movement Today

Health-care costs International competition

Prentice Hall, 2007

Excellence in Business, 3e

Chapter 10 - 35