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BA 101 Introduction to Business. 10. Employee Motivation, Workforce Trends, and Labor Relations. What Is Motivation?. Needs. Actions. Outcomes. Monetary Rewards. Fair Treatment. Satisfying Work. Work-Life Balance. Workforce Motivation. Theories of Motivation. Frederick W. Taylor - PowerPoint PPT Presentation
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BA 101 Introduction to Business
10. Employee Motivation, Workforce Trends, and Labor
Relations
What Is Motivation?
Needs
Outcomes
Actions
Workforce Motivation
Monetary Rewards
Fair Treatment
Satisfying Work
Work-Life Balance
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
Frederick W. Taylor
MonetaryRewards
PersonalProductivity
ScientificScientificManagementManagement
Self-Esteem NeedsSelf-Esteem Needs
Social NeedsSocial Needs
Safety NeedsSafety Needs
Physiological NeedsPhysiological Needs
Self-Self-ActualizationActualization
Maslow’s Hierarchy
Five NeedCategories
Herzberg’s Two-Factor Theory
MotivationMotivation
•AchievementAchievement•RecognitionRecognition•ResponsibilityResponsibility•Work itselfWork itself•Personal growthPersonal growth
HighlyHighlySatisfiedSatisfied
HighlyHighlyDissatisfiedDissatisfied
Neither SatisfiedNeither SatisfiedNor DissatisfiedNor Dissatisfied
Motivators InfluenceMotivators InfluenceSatisfaction LevelSatisfaction Level
Hygiene FactorsHygiene FactorsInfluence SatisfactionInfluence Satisfaction
Area of Area of SatisfactionSatisfaction
Area ofArea ofDissatisfactionDissatisfaction
Hygiene FactorsHygiene Factors
•Working conditionsWorking conditions•Pay and securityPay and security•Company policiesCompany policies•SupervisorsSupervisors•Interpersonal relationshipsInterpersonal relationships
McGregor’s Assumptions
Theory X EmployeesTheory X Employees Theory Y EmployeesTheory Y Employees
Dislike workDislike work
Motivated by threats Motivated by threats
Avoid responsibilitiesAvoid responsibilities
Value securityValue security
Enjoy workEnjoy work
Committed to goals Committed to goals
Accept responsibilitiesAccept responsibilities
Have mental potentialHave mental potential
Ouchi’s Theory Z
Informal Controlwith Formal
Measurements
Slow Evaluationand Promotion
Moderate Degreeof Career
Specialization
Holistic Concernfor the Individual
Consensus-BasedDecision Making
Long-TermEmployment
IndividualResponsibility
Equity TheoryRatio
Comparison*Employee’sPerception
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes B
Inputs B
Outcomes B
Inputs B
Outcomes B
Inputs B
<
=
>
Inequity (Under-Rewarded)
Equity
Inequity (Over-Rewarded)
*Where A is the employee, and B is a relevant other or referent.
Expectancy Theory
IndividualEffort
IndividualPerformance
OrganizationalRewards
IndividualGoals
Quality ofeffort put forthdepends on. . .
…expectationsof
…and expectationsof
…attractiveness of rewards relative to
Workplace Motivation Strategies
SettingSettingGoalsGoals
ReinforcingReinforcingBehaviorBehavior
Management by Objectives
Setting Goals
Planning Action
Implementing Plans
Reviewing Performance
1
2
3
4
Reinforcement Theory
Behavior ModificationBehavior Modification
Avoid UnpleasantAvoid UnpleasantConsequencesConsequences
Obtain PleasantObtain PleasantConsequencesConsequences
PositiveNegative Reinforcement
Work-Life Balance
Job EnrichmentJob Enrichment
ReducesReducesSpecializationSpecialization
ExpandsExpandsResponsibilitiesResponsibilities
Job RedesignJob Redesign
RestructuresRestructuresWorkWork
CoordinatesCoordinatesSkills and JobsSkills and Jobs
Workforce Diversity Issues
Immigration
Age
Religion
Gender
Race
Globalization
Alternative Work Arrangements
Flextime
Telecommuting
Job Sharing
Flexible Career Paths
Working With Labor Unions
Wages and BenefitsWages and Benefits
Working ConditionsWorking Conditions
Job SecurityJob Security