PowerPoint to accompany Chapter 2 Engaging and motivating
employees and managing organisational change Slide 2 Copyright 2010
Pearson Australia (a division of Pearson Australia Group Pty Ltd)
9781442517981/ Hrtel l/Human Resource Management/2nd edition)
Lecture objectives Motivating employees Positive leaders &
positive work environments Psychological contract Motivating during
times of change Emotional intelligence CHRM decision-making
framework in action Conclusion Slide 3 Copyright 2010 Pearson
Australia (a division of Pearson Australia Group Pty Ltd)
9781442517981/ Hrtel l/Human Resource Management/2nd edition)
Motivating employees Work Motivation is defined as the stimulation
of effort required to achieve and maintain organisational goals No
two people are alike Unique values, attitudes, beliefs, strengths,
expectations and ideas Unlike other resources (financial and
technical), human resources are very difficult to predict
Management must direct employee behaviour towards organisational
goals Understanding why people work is essential to this task Slide
4 Copyright 2010 Pearson Australia (a division of Pearson Australia
Group Pty Ltd) 9781442517981/ Hrtel l/Human Resource Management/2nd
edition) Motivating employees Positive leaders: work with employees
strengths, quickly address negative behaviours that may arise, as
part of promoting a PWE. Positive work environment (PWE): where
employees feel supported and fairly rewarded, have self-efficacy
and integrity, and perceive an environment of trust and
organisational justice. Slide 5 Copyright 2010 Pearson Australia (a
division of Pearson Australia Group Pty Ltd) 9781442517981/ Hrtel
l/Human Resource Management/2nd edition) Motivating employees
through HRM Intrinsic factors Soft factors (e.g., friendly work
environment) Extrinsic factors Hard factors (e.g., money, status,
big office) A balance between the two is generally preferred Slide
6 Copyright 2010 Pearson Australia (a division of Pearson Australia
Group Pty Ltd) 9781442517981/ Hrtel l/Human Resource Management/2nd
edition) Hard and Soft HRM paradox Hard and soft HRM reflect focus
on managerial control strategies versus the nature of people Hard
HRM Humans are viewed as costs (McGregors Theory X) Soft HRM Humans
are viewed as people (Theory Y) A combination of the two may be
used, although soft HRM is preferred as it values people as an
organisations most valuable assets. Slide 7 Copyright 2010 Pearson
Australia (a division of Pearson Australia Group Pty Ltd)
9781442517981/ Hrtel l/Human Resource Management/2nd edition)
Integration of hard and soft HRM Slide 8 Copyright 2010 Pearson
Australia (a division of Pearson Australia Group Pty Ltd)
9781442517981/ Hrtel l/Human Resource Management/2nd edition)
Theories of motivation Traditional views of motivation were based
on scientific management and later on human relations Content
theories: Humans have certain wants and needs that direct behaviour
Process theories: Highlight thought patterns that underlie
decisions of whether or not to engage in certain behaviour Be aware
of limitations of each theory Slide 9 Copyright 2010 Pearson
Australia (a division of Pearson Australia Group Pty Ltd)
9781442517981/ Hrtel l/Human Resource Management/2nd edition)
Maslows hierarchy Slide 10 Copyright 2010 Pearson Australia (a
division of Pearson Australia Group Pty Ltd) 9781442517981/ Hrtel
l/Human Resource Management/2nd edition) Psychological contracts
and motivation Psychological contracts: intangible, informal
contracts that the employee perceives constitute their employment
relationship Transactional Relational Ideology infused
Psychological contracts can impact upon employees discretionary
behaviours (and their motivation to work) Slide 11 Copyright 2010
Pearson Australia (a division of Pearson Australia Group Pty Ltd)
9781442517981/ Hrtel l/Human Resource Management/2nd edition) HR
ethics, psychological contracts and motivation Deontological
theory: Business is ethical when treating people with respect is
the goal. Utilitarian theory: Business is ethical when people are
the means to maximise positive business consequences for the
majority of stakeholders (e.g. shareholders) Stakeholder theory:
business is ethical when all stakeholders mutually benefit (e.g.
employees, shareholders, customers, suppliers, unions and the local
community) Slide 12 Copyright 2010 Pearson Australia (a division of
Pearson Australia Group Pty Ltd) 9781442517981/ Hrtel l/Human
Resource Management/2nd edition) Organisational justice perceptions
Distributional justice: Justice perceptions regarding the fairness
of the distribution of resources within the organisation Procedural
justice: Justice perceptions regarding the procedures that are used
within the organisation Interactional justice: Justice perceptions
regarding interpersonal interactions (e.g. honesty, politeness, and
dignity) Especially critical in time of constant changes Slide 13
Copyright 2010 Pearson Australia (a division of Pearson Australia
Group Pty Ltd) 9781442517981/ Hrtel l/Human Resource Management/2nd
edition) Diversity Diverse workplaces (e.g. race, gender, sexual
orientation, age, disabilities, lifestyle and values) Key cultural
orientations: Individualists: typically associated with Western
cultures such as Australia, U.S. and NZ (Hofstede, 1980);
satisfying individual goals Collectivists: typically associated
with Eastern cultures such as China, Thailand and Japan (Hofstede,
1980); seek to benefit the group and community Slide 14 Copyright
2010 Pearson Australia (a division of Pearson Australia Group Pty
Ltd) 9781442517981/ Hrtel l/Human Resource Management/2nd edition)
Motivation during times of change Organisational change: any
alteration which causes a shift in the status quo, affecting the
structure and resources of an organisation Organisational change
affects the ability to engage and motivate employees Employee
motivation levels may change at any time as can the focus of
motivation (e.g., productive vs. counterproductive behaviours)
Continual monitoring is necessary Slide 15 Copyright 2010 Pearson
Australia (a division of Pearson Australia Group Pty Ltd)
9781442517981/ Hrtel l/Human Resource Management/2nd edition) Types
of organisational change Planned: Any deliberate, structured
execution of a shift in the status quo Unplanned: Unanticipated
change which is generally forced upon the company Incremental: A
series of small changes Radical: Large-scale and drastic change.
There are five stages of radical change: Planning, enabling,
launching, catalysing and maintaining Slide 16 Copyright 2010
Pearson Australia (a division of Pearson Australia Group Pty Ltd)
9781442517981/ Hrtel l/Human Resource Management/2nd edition) HRM
strategies for change Change success depends a great deal on the
attitude that an organisation adopts towards its employees during
the change process. Change initiatives that adopt a caring attitude
towards employees, together with a concern for economic results
tend to be more successful than initiatives that simply focus on
economic results. Communication, Voice, and Justice Cultivation of
a culture of emotional awareness (e.g. emotional intelligence)
Slide 17 Copyright 2010 Pearson Australia (a division of Pearson
Australia Group Pty Ltd) 9781442517981/ Hrtel l/Human Resource
Management/2nd edition) The CHRM decision-making framework Slide 18
Copyright 2010 Pearson Australia (a division of Pearson Australia
Group Pty Ltd) 9781442517981/ Hrtel l/Human Resource Management/2nd
edition) Step 1 Screening HR-environmental factors Monitor/analyse
data (past, present and future): e.g. Unfriendly CEO and senior
management in the past; redundancies Internal/organisational
environment: e.g. Diversity-closed culture (gender bias?) External
environment: e.g. Stricter Airline Regulations since 2001 Slide 19
Copyright 2010 Pearson Australia (a division of Pearson Australia
Group Pty Ltd) 9781442517981/ Hrtel l/Human Resource Management/2nd
edition) Step 2 Detect HR potential problem or opportunity Lack of
employee motivation Low absenteeism and high turnover Gender
discrimination claims Slide 20 Copyright 2010 Pearson Australia (a
division of Pearson Australia Group Pty Ltd) 9781442517981/ Hrtel
l/Human Resource Management/2nd edition) Step 3 Verify /falsify
potential problem or opportunity Motivational factors Management
style Redundancy effects Slide 21 Copyright 2010 Pearson Australia
(a division of Pearson Australia Group Pty Ltd) 9781442517981/
Hrtel l/Human Resource Management/2nd edition) Step 4 Devise plan
and success criteria Change the management style to develop respect
for and trust from employees Ask employees what motivates them to
work (learn about their values) Identify employees thoughts, fears
and concerns relating to the redundancies Identify and address
areas where employees perceive discrimination Slide 22 Copyright
2010 Pearson Australia (a division of Pearson Australia Group Pty
Ltd) 9781442517981/ Hrtel l/Human Resource Management/2nd edition)
Step 5 Implement the plan Develop an employee motivation, perceived
discrimination and redundancies related questionnaire within 4
weeks Have employees answer the questionnaire within the following
2 weeks Once the questionnaire content is analysed, change
management styles to respond to needs in the areas of perceived
gender discrimination, redundancy effects and motivation Slide 23
Copyright 2010 Pearson Australia (a division of Pearson Australia
Group Pty Ltd) 9781442517981/ Hrtel l/Human Resource Management/2nd
edition) Step 6 Evaluate against success criteria Distribute the
questionnaire on an annual basis and examine trends Identify
percentage of reduction in employee absenteeism, turnover and
discriminatory claims Slide 24 Copyright 2010 Pearson Australia (a
division of Pearson Australia Group Pty Ltd) 9781442517981/ Hrtel
l/Human Resource Management/2nd edition) Conclusion Engaging and
motivating employees is an important part of the SHRM process
People work (and are motivated) for different reasons Positive
leaders, psychological contracts and cultural orientations are all
critical in motivating and engaging employees in their work
Organisational change can impact on employee motivation and
behaviour HR managers must continually monitor the workplace Slide
25 Copyright 2010 Pearson Australia (a division of Pearson
Australia Group Pty Ltd) 9781442517981/ Hrtel l/Human Resource
Management/2nd edition) The Psychological Contract from two
perspectives leader and employee
http://www.youtube.com/watch?v=EUdH9KmWe nc&feature=related
http://www.youtube.com/watch?v=iD9jLSWUlC8 &feature=related
Models of Motivation http://www.youtube.com/watch?v=CF2c1q_OvdE
http://www.youtube.com/watch?v=o87s-2YtG4Y
http://www.youtube.com/watch?v=fd3-Esb- m3o&feature=related
