D thida aye maintaining workforce(22.1.15)

1. Maintaining Effective Workforce
Partnership with Workforce
Daw Thida Aye
Lecturer
Department of Management Studies
Yangon University of Economics

2. Company Strategy
Attract an Effective Workforce
HRM Planning
Job Analysis
Recruiting
Selecting
Maintain an Effective Workforce
Wage and Salary
Benefits
Labor Relations
Termination
Develop an Effective Workforce
Training
Development
Appraisal
Strategic Human Resource Management
Source: Adopted from Daft, Richard. L (2003)

3. Maintaining an Effective Workforce
 HR professionals are required to maintain a workforce that
has been recruited and developed.
 Maintenance of the current workforce involved
 compensation
 benefits or reward
 wages and salaries, and
 occasional terminations.

4. Compensation
 All monetary payments and
 All goods and commodities used instead of money to
reward employees
 Important part of HRM
 Facilitate to attract and retain talented workers
 Impact on strategic performance
 HR managers design the compensation structure to fit
company’s strategies

5. Compensation and Benefits (reward)
Financial Nonfinancial
Direct Indirect Job Job
Environment
Wages Uniform Skill Varity Sound
Policy
Salaries Health Care Task Identity Competent
Employees
Commission Task Significance Working Condition
Autonomy Flextime
Feedback Job Sharing

6. Intrinsic vs. Extrinsic Rewards
6
Intrinsic = InsideIntrinsic = Inside
Feeling of JobFeeling of Job
WellWell DoneDone
PridePride
Sense ofSense of
AchievementAchievement
Extrinsic = OutsideExtrinsic = Outside
PraisePraise
SalarySalary
IncreaseIncrease
StatusStatus
RecognitionRecognition
PromotionsPromotions
GiftsGifts

7. Wages and Salaries
 The most common approach to employees compensation is
job-based pay
 Problems
 fail to reward needed to maintain
 emphasis on organizational hierarchy and centralised
decision making and control
 Skilled based system- if employees with higher skill levels,
they received higher pay
 Also called competency based

8. Compensation equity
 Good managers strive to maintain a sense of fairness and
equity within the pay structure
 Job evaluation- the process of determining the value of job
through an examination of job content
 Can compare jobs and internally equitable pay rate
determined
 Employees are experienced that the pay rate are fair
relative to other job

9. Equity TheoryEquity TheoryEquity TheoryEquity Theory
Ratio
Comparison*
Employee’s
Perception
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.
9

10. Benefits
 Compensation packages are more than money
 Some benefits are required by law
 Social Security, Unemployment Compensation, Workers’
Compensation
 Other types of benefits are optional
 Health Insurance, Vacations, Daycare, Fitness Centers
 Employees are beginning to absorb more health insurance
costs
 Many organizations offer cafeteria-plan benefits to address the
diverse needs of employees
Copyright ©2010 by South-Western,
a division of Cengage Learning. All
rights reserved.
10

11. Termination
 Retirement
 Voluntary Departure
 Mergers & Cutbacks
 Poor Performance
 Termination dismisses poor performers
 Opportunity to learn about dissatisfaction through exit
interview
Copyright ©2010 by South-Western,
a division of Cengage Learning. All
rights reserved.
11

12. Nonfinancial Compensation

13. The Job as a Total Compensation Factor
 Unwillingness to change jobs for additional financial
compensation suggests that the job itself is indeed an
important reward
 A job may be so boring or unpleasant that an individual
dreads going to work
 This condition is sad considering the time a person devotes
to his or her job
 When work is bored, life may not be very pleasant

14. Designing Motivating Jobs
 Job Design
 The way into which tasks can be combined to form
complete jobs.
 Factors influencing job design:
 Changing organizational environment/structure
 The organization’s technology
 Employees’ skill, abilities, and preferences
 Job enlargement
 Increasing the scope (number of tasks) in a job.
 Job enrichment
 Increasing responsibility and autonomy (depth) in a job. 14

15. Job Design for Motivation
Job Design - application of motivational theories
to the structure of work
15

16. Job Design for Motivation
Job Simplification - improve task efficiency by
reducing the number of tasks
Job Rotation - moving employees from one job to
another to provide them with variety and stimulation
Job Enlargement - combining a series of tasks into
one new, broader job to give employees variety and
challenge
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17. Job Design for Motivation
Job Enrichment - incorporating achievement,
recognition, and other high-level motivators into
the work
Work redesign – altering jobs to increase both the
quality of employee’s work experience and their
productivity
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18. Cyber work
 A possibility of a never ending workday created through the used
of technology
 Cell phone and internet have stretched work at both ends
 Individuals could turn off their smart phones, notebooks or
pocket devices to prevent such inconvenient intrusions
 Many career minded people will not make this decision
 As they are competing with others for promotions and bonuses,
these individuals will choose to be available when needed

19. The Job Environment as a Total
Compensation Factor

20. Workplace Flexibility
 Balance work and personal lives time is important
 Employees are requesting flexible benefit including
telecommuting from home, flextime, and a compressed
workweek
 When labour market are tight, the competition for highly
skilled workers becomes intense
 For survival, must find and sustain balance between quality of
life for employees and organization goals
 Workplace flexibility is a key strategic factor for employers to
attract and retain talented people
 Flexible workplace can result- increased productivity,
improved recruitment, retention of employees and enhanced
company’s image

21. Desired Outcomes of HRMDesired Outcomes of HRM
 Attraction
 Retention
 Job Performance
 Productivity
 Employee Safety and Health
 Attendance
 Job Satisfaction
 Competitive Advantage
 Company Performance

22. The Changing Social Contract
New Contract Old Contract
Employee
Employability, personal
responsibility
Partner in business improvement
Learning
Job security
A cog in the machine
Knowing
Employer
Continuous learning, incentive
compensation
Creative development
opportunity
Challenging assignments
Information and resources
Traditional compensation
package
Standard training programs
Routine jobs
Limited information

23. New Motivational Compensation Programs
 Pay for Performance (Merit Pay)
 Skill-Based Pay
 Gain Sharing
 Employee Stock Ownership Plan (ESOP)
 Lump-Sum Bonuses
 Pay for Knowledge
 Flexible Work Schedule
 Team-based Compensation

24. Maslow’s and Herzberg’s Ideas Compared

25. McGregor’s Theory X and Theory Y
Theory X
 People dislike work and
will seek to avoid it
 Workers are un-ambitious,
irresponsible, lazy, and
not to be trusted
 Workers have to be
controlled
 Such people have security
as their greatest need
Theory Y
 People enjoy work
 People seek responsibility
 They do not wish to be
controlled
 Workers desire to satisfy
social and self-actualizing
needs

26. The TheoryThe Theory
of Needsof Needs
DavidDavid
McClellandMcClelland
The TheoryThe Theory
of Needsof Needs
DavidDavid
McClellandMcClelland
Need forNeed for
AchievementAchievement
(nAch)(nAch)
Need forNeed for
AchievementAchievement
(nAch)(nAch)
Need forNeed for
PowerPower
(nPow)(nPow)
Need forNeed for
PowerPower
(nPow)(nPow)
Need forNeed for
AffiliationAffiliation
(nAff)(nAff)
Need forNeed for
AffiliationAffiliation
(nAff)(nAff)
Motivation theory: David McClelland
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27. The Major Factors Affecting Motivating
 Pay rate
 Security of livelihood
 Prospects of promotion, advancement, and
improvement in living standards
 Social grouping
 Styles and quality of leadership
 The nature of the work
 Sense of challenge in relations to the worker’s ability
 Desire for autonomy and responsibility
 Opportunity to participate in decision making
 Working conditions

28. MotivateMotivate
DiverseDiverse
WorkforceWorkforce
MotivateMotivate
DiverseDiverse
WorkforceWorkforce
Be
aware of
cultural
differences
Recognize
people
have
different needs
Other issues: Diversity of workforce
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29. Use Pay to Motivate
Pay forPay for
PerformancePerformance
Pay forPay for
PerformancePerformance
Pay forPay for
CompetencyCompetency
Pay forPay for
CompetencyCompetency
Pay forPay for
TimeTime
Pay forPay for
TimeTime
Other issues: payment
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30. From Theory to Practice:
Guidelines for Motivating Employees
 Recognize individual
differences
 Match people to jobs
 Use goals
 Ensure that goals are
perceived as attainable
 Individualize rewards
 Link rewards to
performance
 Check the system for
equity
 Use recognition
 Don’t ignore money
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31. Motivating in the New Workplace
• Empowerment
• Giving Meaning to Work
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32. Empowerment
Delegation of power or authority to
subordinates.
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33. Four Empowering Elements
1. Employees receive information about company
performance
2. Employees have knowledge and skills to contribute to
company goals
3. Employees have the power to make substantive decisions
4. Employees are rewarded based on the company
performance
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34. Giving Meaning to Work
 The way to create engaged, motivated
employees and high performance has less
to do with extrinsic rewards such as pay
and much more to do with fostering an
environment in which people can flourish.
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35. • The manager’s role is not to control others
but to organize the workplace in such a
way that each person can learn,
contribute, and grow.
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36. How To Motivate People ?
 Know your people
 Use right kind of rewards
 Develop positive expectation
 Minimize frustration
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37. PARTNER
Working with the top Management Team as a partner in:
 Participating in defining Business Strategy.
 Actively live up to Vision and mission statement
 Influencing change in Strategy in view of the organizations
Talent Base, or ability to build one in the short Term.
 Develop capacity building
 Implementing the HR component of the Business Strategy.

38. Partnership Through Team BuildingPartnership Through Team Building
 Share information openlyShare information openly
 Participate in the team’s taskParticipate in the team’s task
 Encourage each otherEncourage each other
 Share responsibilityShare responsibility
 Develop a climate of trust and respect.Develop a climate of trust and respect.
 Encourage open dialogueEncourage open dialogue
 Delegate to team members as much as possible.Delegate to team members as much as possible.

39. Employee motivation works best as
a partnership between employer and
employee.
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40. The employee’s contributions to the
motivation partnership
 Be self-motivated.
 Search for the “right” job and work
environment.
 Be willing to learn.
 Commit to the organization’s vision, mission,
core values and goals.
 Communicate needs, concerns and ideas to the
employer.
 Listen to the employer’s point of view.
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41. The employer’s contributions to the partnership
 Remove employee dissatisfiers such as
poor working conditions,
unsafe equipment,
exhausting physical work combined with
excessively long work days and weeks,
unfair pay,
disagreeable supervisors,
unreasonable rules and policies,
unchallenging work,
obnoxious co-workers and
conflict with co-workers.
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42. Which practices are you adopted?
1. Closely supervise my subordinates in order to get better work from
them.
2. Set the goals and objectives for my subordinates and sell them on their
merits of my plans.
3. Set up controls to ensure that my subordinates are getting the job done.
4. Make sure that my subordinates’ work is planned out for them.
5. Check with my subordinates daily to see if they need any help.
6. Step in as soon as reports indicate that the job is slipping.
7. Push my people to meet schedules if necessary.
8. Have frequent meetings to learn from other what is going on.

43.  WE CAN’T SPELL S CCESS WITHOUT
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