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FHF
Ferrell Hirt Ferrell
A CHANGING WORLDEIGHTH EDITION
McGraw-Hill/IrwinCopyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
part
CHAPTER 10 Managing Human Resources
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9-2
CHAPTER 9 Motivating the Workforce
Creating the Human
Resource Advantage
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Human Relations
The study of the behavior of individuals and groups in
organizational settings
Motivation
An inner drive that directs a person’s behavior towards a goal
or satisfaction of a need
9-3
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Motivating the Workforce
What motivates employees to perform?
How can managers boost morale?
How do you maximize worker performance?
How can you encourage creativity and innovation?
9-4
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Morale
An employee’s attitude toward his or her
job, employer and colleagues
Morale is a prominent aspect of human relations
9-5
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Morale
High Morale
Higher productivity, returns to shareholders, worker productivity
and loyalty
Lower absenteeism and employee turnover
Low Morale
Contributes to absenteeism, high employee turnover and lack of commitment
9-6
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Morale
Morale Boosters
Respect
Involvement
Appreciation
Compensation
Promotion
Pleasant work environment
Positive organizational culture
9-7
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Rewards
Intrinsic Rewards
The personal satisfaction and enjoyment you feel from
attaining a goal
Feeling of accomplishment
Extrinsic Rewards
Benefits and/or recognition you receive from someone else
Awards, benefits, pay increases
Intrinsic and extrinsic rewards both are important in motivating
employees to contribute to business goals
9-8
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Employee Motivation
• It can be difficult to motivate employees
• Motivation is difficult to define and varies from person to person
9-9
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Classic Theory of Motivation
Early 20th century
Frederick W. Taylor & Lillian Gilbreth
Scientific focus on work tasks & productivity
Money
Thought to be the sole motivator for workers
Satisfactory pay & job security motivate employees to work hard
9-10
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Hawthorne Studies
1924-1932 at the Hawthorne Works Plant
Elton Mayo
• Postulated that physical conditions in workplace stimulate productivity
Findings show social and psychological factors influence
productivity/morale
Marks beginning of concern for human relations in the workplace
9-11
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Theories of Employee Motivation
Maslow’s Hierarchy of Needs
Herzberg’s Two-Factor Theory
McGregor’s Theory X and Theory Y
Theory Z
Variations on Theory Z
Equity Theory
Expectancy Theory
9-12
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Maslow’s Hierarchy of Needs
9-13
Source: Adapted from Abraham H. Maslow, “A Theory of Human Motivation,” Psychology Review 50 (1943), pp. 70–396. American Psychology Association.
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Maslow’s Hierarchy of Needs
Physiological Needs
Basic needs for food, water, shelter
Security Needs
Protection from physical and economic harm
Social Needs
Need for love, companionship
Esteem Needs
Self-respect and respect from others
Self-actualization
Maximizing one’s full potential
9-14
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Herzberg’s Two-Factor Theory
Hygiene Factors
Focus on the work setting, not the content of the work
• Wages, working conditions, company policies, job security
Motivational Factors
Focus on content of the work itself
• Achievement, recognition, involvement, responsibility, advancement
9-15
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McGregor’s Theory X and Theory Y
Theory X
Considered the traditional management view
Assumes that workers
Generally dislike work
Must be forced to do their jobs
Average worker avoids responsibility and prefers direction
9-16
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McGregor’s Theory X and Theory Y
Theory Y
Considered the humanistic management view
Assumes
Expending physical effort is natural (people like to work)
People will assume responsibility and self-control to achieve objectives
(workers want to satisfy social, esteem and self-actualization needs)
People will commit to objectives once they realize there will be a personal
reward
Most organizations do not adequately utilize imagination, ingenuity,
creativity and intelligence of workers
9-17
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Theory Z
A management philosophy that stresses employee
participation in all aspects of company decision making
Incorporates many Japanese ideas about management (trust and
intimacy) adapted for use in the U.S.
9-18
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Variations on Theory Z
Quality Circles (or Quality-Assurance Teams)
Participative Management
Employee Involvement
Self-Directed Work Teams (SDWT)
All strive to give employees more control over their jobs
Make them responsible for outcomes
9-19
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Equity Theory
The assumption that how much people are
willing to contribute to an organization depends
on their assessment of the fairness (equity) of the rewards
they will receive in exchange
Equal pay for equal work
Employees who do not feel equitably treated may slack off on
the job or steal to level the field
9-20
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Expectancy Theory
Assumes that motivation depends not only on
how much a person wants something but also on how
likely he or she is to get it
Someone who wants something and has a reasonable
expectation to achieve it will be highly motivated
9-21
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Motivating Employees
Behavior Modification
Changing behavior and encouraging appropriate actions by
relating the consequences of behavior to the behavior itself
Reward
Punishment
9-22
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Strategies for Motivating Employees
Job Rotation
Movement of employees from one job to another to
relieve the boredom often associated with job
specialization
The drawback is that it does not totally eliminate risk of
boredom
9-23
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Strategies for Motivating Employees
Job Enlargement
Addition of more tasks to a job instead of treating each
task as separate
Seeks to counteract the boredom of division of labor
Many small firms use job enlargement
Requires training employees in new tasks
9-24
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Strategies for Motivating Employees
Job Enrichment
Incorporating motivational factors
(achievement, recognition, responsibility) into the job
Idea developed by Herzberg in the 1950s
Gives employees feedback on their performance
Rewards for good performance
9-25
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Strategies for Motivating Employees
Flexible scheduling strategies
Flextime
• Allows employees to choose their start and end times
Compressed Workweek
• 40 hours in a 4-day workweek
Job Sharing
• Occurs when two people share the same job
9-26
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Importance of
Motivational Strategies
Fosters employee loyalty
Boosts productivity
Influences on pay, promotion, job design
Nature of relationships
Nature of the job itself
Characteristics of the organization
9-27
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