StaffMotivationManagement员工动机管理实务

StaffMotivationManagement员工动机管理实务2023/12/28StaffMotivationManagement员工动机管理实务Explaintheimportanceofhumanresourcemanagement.Describehowrecruitmentandselectioncontributetoplacingtherightpersoninajob.Explainhowtrainingprogramsandperformanceappraisalshelpemployeesgrowanddevelop.Outlinethemethodsemployersusetocompensateemployees.Discussemployeeseparationandtheimpactofdownsizingandoutsourcing.ExplainhowMaslow’shierarchy-of-needstheory,goalsetting,jobdesign,andmanagers’attitudesrelatetoemployeemotivation.Summarizetheroleof

laborunionsandthetacticsoflabor-managementconflicts.1234567LearningGoalsStaffMotivationManagement员工动机管理实务Providingqualified,well-trainedemployeesfortheorganization.Maximizingemployeeeffectivenessintheorganization.Satisfyingindividualemployeeneedsthroughmonetarycompensation,benefits,opportunitiestoadvance,andjobsatisfaction.VitaltoAllOrganizationsHumanresourcemanagement-functionofattracting,developing,andretainingenoughqualifiedemployeestoperformtheactivitiesnecessarytoaccomplishorganizationalobjectives.Threemainobjectives:StaffMotivationManagement员工动机管理实务HumanResourceResponsibilitiesStaffMotivationManagement员工动机管理实务25%ofhumanresourceprofessionalsreportashortageofjobcandidateswithdegreesinscience,engineering,technologyandmathematics.78millionBabyBoomerswillretirewithonly46millionGenerationXworkerstoreplacethem.HRmustbecreativeinsearchingforqualifiedemployees.Businesseslookbothinternallyandexternally.Recruitment&SelectionStaffMotivationManagement员工动机管理实务Mustfollowlegalrequirements.CivilRightsActof1964EqualEmploymentOpportunityCommissionprogramsCivilRightsActof1991Failuretofollowtheseexposescompanytoriskoflitigation.Hiringisacostlyprocessforemployers.Someemployersrequireemploymenttests.SelectingandHiringEmployeesStaffMotivationManagement员工动机管理实务OrientationandTrainingNewlyhiredemployeeoftencompletesanorientationprogramInformemployeesaboutcompanypoliciesEmployeemanualsDescribebenefits/programsTrainingTrainingProgramsOn-the-jobTrainingClassroomandComputer-basedTrainingManagementDevelopmentStaffMotivationManagement员工动机管理实务Performanceappraisal-evaluationofanemployee’sjobperformanceSomefirmsconductpeerreviewswhileotherfirmsallowemployeestoreviewtheirsupervisorsandmanagers.Mayconducta360-degreeperformancereview,aprocessthatgathersfeedbackfromareviewpanelthatincludesco-workers,supervisors,teammembers,subordinates,andsometimescustomers.PerformanceAppraisalsStaffMotivationManagement员工动机管理实务Wages-compensationbasedonanhourlypayrateortheamountofoutputproduced.Salary-compensationcalculatedonaperiodicbasis,suchasweeklyormonthly.Mostfirmsbasecompensationdecisionsonfivefactors:SalariesandwagespaidbyothercompaniesthatcompeteforthesamepeopleGovernmentlegislation,includingthefederal,state,orlocalminimumwageThecostoflivingThefirm’sabilitytopayWorkerproductivityCompensationStaffMotivationManagement员工动机管理实务IncentiveCompensationStaffMotivationManagement员工动机管理实务EmployeeBenefits-Rewardssuchasretirementplans,

healthinsurance,vacation,andtuitionreimbursement

providedforemployeeseitherentirelyorinpartatthe

company’sexpense30%oftotalemployeecompensation.Somebenefitsrequiredbylaw:SocialSecurityandMedicarecontributionsStateunemploymentinsuranceandworkers’compensationprogramsCostsofhealthcareareincreasinglybeingshiftedto

workers.Retirementplanshavebecomeabigareaofconcernforbusinesses.EmployeeBenefitsStaffMotivationManagement员工动机管理实务Employeesareprovidedarangeofoptionsfromwhichtheycanchoose.Medical,dental,vision,lifeanddisabilityinsuranceManycompaniesalsoofferflexibletimeoffpoliciesinsteadofestablishingasetnumberofholidays,vacationsdaysandsickdays.56%ofcompaniessurveyedusepaidtimeoff(PTO)programs.Morethan½claimtheyhavereducedunscheduledabsencesFlexibleBenefitsStaffMotivationManagement员工动机管理实务Allowemployeestoadjusttheirworkinghoursandplacesofworktoaccommodatetheirpersonalneeds.Flextimeallowsemployeestosettheirownworkhourswithinconstraintsspecifiedbythefirm.Acompressedworkweekallowsemployeestoworktheregularnumberofweeklyhoursinfewerthanthetypicalfivedays.Ajobsharingprogramallowstwoormoreemployeestodividethetasksofonejob.Ahome-basedworkprogramallowsemployees,ortelecommuters,toperformtheirjobsfromhomeinsteadofattheworkplace.Nearly75%oftheU.S.workforcewillsoonhavetheabilitytotelecommutefromhome—oralmostanywhereelse.FlexibleWorkStaffMotivationManagement员工动机管理实务Voluntaryturnover:employeesleavefirmstostarttheirownbusinesses,takejobswithotherfirms,movetoanothercity,orretire.Somefirmsaskemployeeswholeavevoluntarilytoparticipateinexitinterviewstofindoutwhytheydecidedtoleave.Successfulcompaniesareclearlyfocusedonretainingtheirbestworkers.Involuntaryturnover:employersterminateemployeesbecauseofpoorjobperformance,negativeattitudestowardworkandco-workers,ormisconductsuchasdishonestyorsexualharassment.Necessarybecausepoorperformerslowerproductivityand

employeemorale.Employersmustcarefullydocumentreasonswhenterminating

employees.EmployeeSeparationStaffMotivationManagement员工动机管理实务Downsizing-processofreducingthenumberofemployeeswithinafirmbyeliminatingjobsDownsizingdoesn’tguaranteeimprovementsorcostsavings.DevastatingimpactonemployeemoraleEncouragesemployeestoputindividualcareersuccessaheadofcompanyloyaltyDownsizing/OutsourcingOutsourcing

-contractingwithanotherbusinesstoperformtasksorfunctionspreviouslyhandledbyinternalstaffmembersFocusonbusinesscompetitivenessandflexibilityGetbestpriceamongcompetingbidderswhileavoidinglong-termcostsofin-houseoperationsStaffMotivationManagement员工动机管理实务Motivationstartswithgoodemployeemorale,themental

attitudeofemployeestowardtheiremployerandjobs.Highmorale=signofawell-managedorganizationPoormoraleshowsupthroughabsenteeism,

employeeturnover,strikes,fallingproductivity,and

risingemployeegrievancesMotivatingEmployeesStaffMotivationManagement员工动机管理实务Maslow’shierarchyofneeds:peoplehavefivelevelsofneedsthattheyseektosatisfy.Asatisfiedneedisnotamotivator;onlyneedsthatremainunsatisfiedcaninfluencebehavior.People’sneedsarearrangedinahierarchyofimportance;oncetheysatisfyoneneed,atleastpartially,anotheremergesanddemandssatisfaction.PhysiologicalneedsSafetyneedsSocial(belongingness)needsEsteemneedsSelf-actualizationneedsMaslow’sHierarchyofNeedsTheoryStaffMotivationManagement员工动机管理实务Herzberg’sTwo-FactorTheoryHygieneFactorsJobEnvironmentSalaryJobSecurityPersonalLifeWorkingConditionsStatusInterpersonalRelationsSupervisionCompanyPoliciesMotivatorFactorsAchievementRecognitionAdvancementThejobitselfGrowthOpportunitiesResponsibilityStaffMotivationManagement员工动机管理实务ExpectancyTheoryandEquityTheoryExpectancyTheory–theprocesspeopleusetoevaluatethelikelihoodtheireffortwillyieldthedesiredoutcomeandhowmuchtheywanttheoutcome.EquityTheory–individual’sperceptionoffairandequitabletreatment.StaffMotivationManagement员工动机管理实务Goal:

target,objective,orresultthatsomeonetriestoaccomplish.Goal-settingtheory

-peoplewillbemotivatedtotheextenttowhichtheyacceptspecific,challenginggoalsandreceivefeedbackthatindicatestheirprogresstowardgoalachievement.Goal-SettingTheoryStaffMotivationManagement员工动机管理实务Systematicandorganizedapproachthatallowsmanagerstofocusonattainablegoalsandachievethebestresults.MBOhelpsmotivateindividualsbyaligningtheirobjectiveswiththegoalsoftheorganization.MBOPrincipals:Aseriesofrelatedorganizations,goals,andobjectivesSpecificobjectivesforeachindividualParticipativedecisionmakingSettimeperiodtoaccomplishgoalsPerformanceevaluationandfeedbackManagementbyObjectiveStaffMotivationManagement员工动机管理实务Jobenlargement:

jobdesignthatexpandsanemployee’sresponsibilitiesbyincreasingthenumberandvarietyoftasksassignedtotheworker.JobDesign&MotivationJobenrichment:changeinjobdutiestoincreaseemployees’authorityinplanningtheirwork,decidinghowitshouldbedone,andlearningnewskills.StaffMotivationManagement员工动机管理实务Twoassumptionsmanagermakeaboutemployees,

accordingtopsychologistDouglasMcGregor:TheoryX:employeesdislikeworkandtrytoavoidit

wheneverpossible;managersmustcoerceorcontrolthem

orthreatenpunishmenttoachievetheorganization’sgoals.TheoryY:typicalpersonlikesworkandlearnstoaccept

andseekresponsibilities;managersassumecreativepeople

solvework-relatedproblems.AthirdtheoryfrommanagementprofessorWilliamOuchi:TheoryZ:workerinvolvementiskeytoincreasedproductivityforthecompanyandimprovedqualityofworklifeforemployees.Managers’AttitudesandMotivationStaffMotivationManagement员工动机管理实务Laborunion:

groupofworkerswhohavebandedtogethertoachievecommongoalsintheareasofwages,hours,andworkingconditions.Foundatlocal,national,andinternationallevels.TheorganizedeffortsofPhiladelphiaprintersin1786resultedinthefirstU.S.minimumwage-$1aday.12%ofthenation’sfull-timeworkforcebelongtolaborunions.Labor-ManagementRelationsStaffMotivationManagement员工动机管理实务NationalLaborRelationsActof1935(WagnerAct)-legalizedcollectivebargainingandrequiredemployerstonegotiatewithelectedrepresentativesoftheiremployees.FairLaborStandardsActof1938-settheinitialfederalminimumwageandmaximumbasicworkweekforworkersemployedinindustriesengagedininterstatecommerce;outlawedchildlabor.Taft-HartleyActof1947(Labor-ManagementRelationsAct)-limitedunions’powerbyprohibitingavarietyofunfairpractices,includingcoercingemployeestojoinunionsandcoercingemployerstodiscriminateagainstemployeeswhoarenotunionmembers.Landrum-GriffinActof1959(Labor-ManagementReportingandDisclosureAct)-amendedtheTaft-HartleyActtopromotehonestyanddemocracyinrunningunions’internalaffairs.LaborLegislationStaffMotivationManagement员工动机管理实务Collectivebargaining:

processofnegotiationbetweenmanagementandunionrepresentativesforthepurposeofarrivingatmutuallyacceptablewagesandworkingconditionsforemploy