StaffMotivationManagement員工動(dòng)機(jī)管理實(shí)務(wù)

1、Human Resource Management, Motivation, and Labor-Management RelationsChapter 91Explain the importance of human resource management.Describe how recruitment and selection contribute to placing the right person in a job.Explain how training programs and performance appraisals help employees grow and d

2、evelop.Outline the methods employers use to compensate employees.Discuss employee separation and the impact of downsizing and outsourcing.Explain how Maslows hierarchy-of-needs theory, goal setting, job design, and managers attitudes relate to employee motivation.Summarize the role of labor unions a

3、nd the tactics of labor-management conflicts.1234567Learning Goals2Providing qualified, well-trained employees for the organization.Maximizing employee effectiveness in the organization.Satisfying individual employee needs through monetary compensation, benefits, opportunities to advance, and job sa

4、tisfaction.Vital to All OrganizationsHuman resource management - function of attracting, developing, and retaining enough qualified employees to perform the activities necessary to accomplish organizational objectives. Three main objectives:3Human Resource Responsibilities425% of human resource prof

5、essionals report a shortage of job candidates with degrees in science, engineering, technology and mathematics.78 million Baby Boomers will retire with only 46 million Generation X workers to replace them.HR must be creative in searching for qualified employees.Businesses look both internally and ex

6、ternally.Recruitment & Selection5Must follow legal requirements.Civil Rights Act of 1964Equal Employment Opportunity Commission programsCivil Rights Act of 1991Failure to follow these exposes company to risk of litigation.Hiring is a costly process for employers. Some employers require employment te

7、sts.Selecting and Hiring Employees6Orientation and TrainingNewly hired employee often completes an orientation programInform employees about company policiesEmployee manualsDescribe benefits/programsTrainingTraining ProgramsOn-the-job TrainingClassroom and Computer-based TrainingManagement Developme

8、nt7Performance appraisal - evaluation of an employees job performance Some firms conduct peer reviews while other firms allow employees to review their supervisors and managers.May conduct a 360-degree performance review, a process that gathers feedback from a review panel that includes co-workers,

9、supervisors, team members, subordinates, and sometimes customers.Performance Appraisals8Wages - compensation based on an hourly pay rate or the amount of output produced.Salary - compensation calculated on a periodic basis, such as weekly or monthly.Most firms base compensation decisions on five fac

10、tors:Salaries and wages paid by other companies that compete for the same people Government legislation, including the federal, state, or local minimum wage The cost of living The firms ability to pay Worker productivity Compensation9Incentive Compensation10Employee Benefits - Rewards such as retire

11、ment plans, health insurance, vacation, and tuition reimbursement provided for employees either entirely or in part at the companys expense30% of total employee compensation.Some benefits required by law:Social Security and Medicare contributionsState unemployment insurance and workers compensation

12、programsCosts of health care are increasingly being shifted to workers.Retirement plans have become a big area of concern for businesses.Employee Benefits11Employees are provided a range of options from which they can choose.Medical, dental, vision, life and disability insuranceMany companies also o

13、ffer flexible time off policies instead of establishing a set number of holidays, vacations days and sick days.56% of companies surveyed use paid time off (PTO) programs.More than claim they have reduced unscheduled absencesFlexible Benefits12Allow employees to adjust their working hours and places

14、of work to accommodate their personal needs.Flextime allows employees to set their own work hours within constraints specified by the firm.A compressed workweek allows employees to work the regular number of weekly hours in fewer than the typical five days.A job sharing program allows two or more em

15、ployees to divide the tasks of one job.A home-based work program allows employees, or telecommuters, to perform their jobs from home instead of at the workplace.Nearly 75% of the U.S. workforce will soon have the ability to telecommute from homeor almost anywhere else.Flexible Work13Voluntary turnov

16、er: employees leave firms to start their own businesses, take jobs with other firms, move to another city, or retire. Some firms ask employees who leave voluntarily to participate in exit interviews to find out why they decided to leave. Successful companies are clearly focused on retaining their be

17、st workers. Involuntary turnover: employers terminate employees because of poor job performance, negative attitudes toward work and co-workers, or misconduct such as dishonesty or sexual harassment. Necessary because poor performers lower productivity and employee morale. Employers must carefully do

18、cument reasons when terminating employees.Employee Separation14Downsizing - process of reducing the number of employees within a firm by eliminating jobsDownsizing doesnt guarantee improvements or cost savings.Devastating impact on employee moraleEncourages employees to put individual career success

19、 ahead of company loyaltyDownsizing/OutsourcingOutsourcing - contracting with another business to perform tasks or functions previously handled by internal staff membersFocus on business competitiveness and flexibilityGet best price among competing bidders while avoiding long-term costs of in-house

20、operations15Motivation starts with good employee morale, the mental attitude of employees toward their employer and jobs.High morale = sign of a well-managed organizationPoor morale shows up through absenteeism, employee turnover, strikes, falling productivity, and rising employee grievancesMotivati

21、ng Employees16Maslows hierarchy of needs: people have five levels of needs that they seek to satisfy.A satisfied need is not a motivator; only needs that remain unsatisfied can influence behavior. Peoples needs are arranged in a hierarchy of importance; once they satisfy one need, at least partially

22、, another emerges and demands satisfaction.Physiological needsSafety needsSocial (belongingness) needsEsteem needsSelf-actualization needsMaslows Hierarchy of Needs Theory17Herzbergs Two-Factor TheoryHygiene FactorsJob EnvironmentSalaryJob SecurityPersonal LifeWorking ConditionsStatusInterpersonal R

23、elationsSupervisionCompany PoliciesMotivator FactorsAchievementRecognitionAdvancementThe job itselfGrowth OpportunitiesResponsibility18Expectancy Theory and Equity TheoryExpectancy Theory the process people use to evaluate the likelihood their effort will yield the desired outcome and how much they

24、want the outcome.Equity Theory individuals perception of fair and equitable treatment.19Goal: target, objective, or result that someone tries to accomplish.Goal-setting theory - people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicate

25、s their progress toward goal achievement.Goal-Setting Theory20Systematic and organized approach that allows managers to focus on attainable goals and achieve the best results.MBO helps motivate individuals by aligning their objectives with the goals of the organization.MBO Principals:A series of rel

26、ated organizations, goals, and objectivesSpecific objectives for each individualParticipative decision makingSet time period to accomplish goalsPerformance evaluation and feedbackManagement by Objective21Job enlargement: job design that expands an employees responsibilities by increasing the number

27、and variety of tasks assigned to the worker.Job Design & MotivationJob enrichment: change in job duties to increase employees authority in planning their work, deciding how it should be done, and learning new skills.22Two assumptions manager make about employees, according to psychologist Douglas Mc

28、Gregor:Theory X: employees dislike work and try to avoid it whenever possible; managers must coerce or control them or threaten punishment to achieve the organizations goals.Theory Y: typical person likes work and learns to accept and seek responsibilities; managers assume creative people solve work

29、-related problems.A third theory from management professor William Ouchi:Theory Z: worker involvement is key to increased productivity for the company and improved quality of work life for employees.Managers Attitudes and Motivation23Labor union: group of workers who have banded together to achieve

30、common goals in the areas of wages, hours, and working conditions.Found at local, national, and international levels.The organized efforts of Philadelphia printers in 1786 resulted in the first U.S. minimum wage - $1 a day.12% of the nations full-time workforce belong to labor unions.Labor-Managemen

31、t Relations24National Labor Relations Act of 1935 (Wagner Act) - legalized collective bargaining and required employers to negotiate with elected representatives of their employees. Fair Labor Standards Act of 1938 - set the initial federal minimum wage and maximum basic workweek for workers employe

32、d in industries engaged in interstate commerce; outlawed child labor. Taft-Hartley Act of 1947 (Labor-Management Relations Act) - limited unions power by prohibiting a variety of unfair practices, including coercing employees to join unions and coercing employers to discriminate against employees wh

33、o are not union members.Landrum-Griffin Act of 1959 (Labor-Management Reporting and Disclosure Act) - amended the Taft-Hartley Act to promote honesty and democracy in running unions internal affairs.Labor Legislation25Collective bargaining: process of negotiation between management and union represe

34、ntatives for the purpose of arriving at mutually acceptable wages and working conditions for employees.Issues involved can include:WagesWork hoursBenefitsUnion activities and responsibilitiesGrievance handling and arbitrationLayoffsEmployee rights and seniorityThe Collective Bargaining Process26Most labor-management negotiati