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