lecture 6_hrm (part i).pptx

7/24/2019 Lecture 6_HRM (Part I).pptx

1/20

Copyright 2012 Pearson Education,

Inc. Publishing as Prentice Hall

8-1

#

Copyright 2015 Pearson Education, Inc.

EmployeeBehaior

and!otiation

8


2/20


3/20



8-3Copyright 2015 Pearson Education, Inc.

Basic Motivation Concepts and Theories

Motivation the set of forces

that cause

people to

behave in certainways

ClassicalTheory of

Motivation

theory holdingthat workers are

oti!ated solely

by oney


4/20




Early Behavioral Theory

Hawthorne Effect tendency for productivity to increase when

workers believe they are receiving special

attention from management


5/20


6/20




Theory " and Theory #


7/20


Inc. Publishing as Prentice Hall8-7Copyright 2015 Pearson Education, Inc.

Maslow%s Hierarchy of &eeds Model

Hierarchy of Human Nee! Moe" theory of motivation describing five levels of

human needs and arguing that basic needs

must be fulfilled before people work to satisfy

higher'level needs


8/20



Maslow%s Hierarchy of Human &eeds


9/20


Inc. Publishing as Prentice Hall8-#Copyright 2015 Pearson Education, Inc.

Contemporary Motivation Theory

E$%ectancy Theory theory of motivation holding that people are

motivated to work toward rewards that they

want and that they believe they have a

reasonable chance of obtaining


10/20


Inc. Publishing as Prentice Hall8-1&Copyright 2015 Pearson Education, Inc.

Contemporary Motivation Theory (cont.)

E'uity Theory theory of

motivation holding

that people

evaluate theirtreatment by the

organi$ation

relative to the

treatment of others


11/20



(ob Enrichment and (ob edesign

(o) Enrichment method of increasing )ob satisfaction by

adding one or more motivating factors to )ob

activities

(o) *ee!i+n

method of increasing )ob satisfaction by

designing a more satisfactory fit between

workers and their )obs


12/20



(ob edesign *rograms

,om)inin+ Ta!! involves enlarging )obs and increasing their

variety to make employees feel that their work

is more meaningful

.ormin+ Natura" /or 0rou%!

help employees see the importance of their

)obs in the total structure of the firm

E!ta)"i!hin+ ,"ient *e"ation!hi%! letting employees interact with customers


13/20



Modified +ork ,chedules

/or harin+ (o) harin+ method of increasing )ob satisfaction by

allowing two or more people to share a single

full'time )ob

."e$time ro+ram!

method of increasing )ob satisfaction by

allowing workers to ad)ust work schedules on

a daily or weekly basis


14/20



Modified Work Schedules (cont.)

Te"ecommutin+ form of fle-time that allows people to perform

some or all of a )ob away from standard office

settings


15/20



The .oundations of Human esource Management

Human re!ource mana+ement H*M the set of organi$ational activities directed at

attracting/ developing/ and maintaining an

effective workforce0

Human ,a%ita"

reflects the organi$ation%s investment in

attracting/ retaining/ and motivating an

effective workforce


16/20


17/20



The H *lanning *rocess


18/20



.orecasting H 2emand and ,upply

1 .oreca!tin+ internal supply the number and type of employees who will

be in the firm at some future date

2 .oreca!tin+ external supply the number and type of people who will beavailable for hiring from the labor market at

large


19/20


Inc. Publishing as Prentice Hall8-1#Copyright 2015 Pearson Education, Inc.

Forecasting H !emand and Supply (cont.)

*e%"acement ,hart list of each management position/ who

occupies it/ how long that person will likely

stay in the )ob/ and who is 1ualified as a

replacement

Em%"oyee nformation y!tem i""!

nventory

computeri$ed system containing informationon each employee%s education/ skills/ work

e-periences/ and career aspirations


20/20

Copyright 2012 PearsonEducation Inc Publishing as 8-2&Copyright 2015 Pearson Education, Inc.

lecture 6_hrm (part i).pptx

Documents