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Human_Relations_and_Motivation_CERVANTESJM.pptXXXXX
- 3. Motivating the Workforce Whatmotivates employees to perform? How can managers boost morale? How do you maximize worker performance? How can you encourage creativity and innovation? Nature of Human Relations
- 4. Determining what motivates employeesto perform on the job is the focus of human relations. Motivating the Workforce
- 5. •Motivation is aninner drive that directs a person’s behavior toward goals. •A goal is the satisfaction of a need •A need is the difference between a desired state and the actual state. What is motivation? Motivating the Workforce
- 6. The basic modelof motivation shows that when a need exists, an individual engages in goal-directed behavior designed to satisfy that need. Motivating the Workforce
- 7. Morale – anemployee’s attitude toward his or her job, employer, and colleagues. High Morale •High levels of productivity •High returns to stakeholders •Employee loyalty Motivating the Workforce
- 8. Low Morale •Absenteeism •Lack ofcommitment •High turnover Motivating the Workforce
- 9. Morale Boosters: •Respect •Involvement •Appreciation •Compensation •Promotion •Pleasant workenvironment •Positive organizational culture Motivating the Workforce
- 10. Google’s focus onhappy, committed employees -- •Massage therapy •Laundry service •Gourmet meals & snacks Motivating the Workforce
- 11. Intrinsic rewards –personal satisfaction derived from goal attainment Extrinsic rewards – benefits/recognition received from someone else. Perceptions of Rewards Motivating the Workforce
- 12. Classical Theory ofMotivation Money – sole motivator for workers. Taylor & Gilbreth – scientific focus on work tasks & productivity. Satisfactory pay & job security – motivate employees to work hard.
- 13. Hawthorne Studies Elton Mayo– postulated that physical conditions in workplace stimulate productivity. Productivity increased regardless of light levels Hawthorne Effect – marks beginning of concern for human relations in the workplace
- 14. Primary reason foraccepting position Motivating the Workforce
- 15. Theories of EmployeeMotivation Colgate-Palmolive provides new parents three additional weeks of paid leave in addition to the leave mandated by the Family Leave Act.
- 16. Maslow’s Hierarchy of Needs Self- Actualization Needs EsteemNeeds Social Needs Security Needs Physiological Needs
- 17. Maslow’s Hierarchy ofNeeds Physiological needs – basic needs for food, water, shelter Security needs– protection from physical & economic harm Social needs – need for love, companionship Esteem needs – self-respect and respect from others Self-actualization – maximizing one’s potential
- 18. Herzberg’s Two-Factor Theory Hygienefactors – 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
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- 20. McGregor’s Theory Xand Theory Y Theory X – Assumption that workers generally dislike work and must be forced to do their jobs. Theory Y – Humanistic view of management. Assumption workers like to work and seek out responsibility to satisfy social, esteem, and self-actualization needs.
- 21. William Ouchi TheoryZ A management philosophy that stresses employee participation in all aspects of company decision making.
- 22. Comparison of American,Japanese & Theory Z Management Styles
- 23. Equity Theory 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.
- 24. Strategies for MotivatingEmployees Behavior Modification – changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself. “Behavior is a function of its consequences.”
- 25. Job Design –strategies managers use to help improve employee motivation: •Job rotation •Job enlargement •Job enrichment •Flexible scheduling Strategies for Motivating Employees
- 26. Job Design Strategies Jobrotation – movement of employees from one job to another to relieve the boredom often associated with job specialization.
- 27. Job enlargement –addition of more tasks to a job instead of treating each task as separate. Job Design Strategies
- 28. Job Design Strategies Jobenrichment – incorporating motivational factors (achievement, recognition, responsibility) into the job.
- 29. Job Design Strategies Flexiblescheduling strategies – • Flextime • Compressed workweek • Job sharing
- 30. Importance of MotivationalStrategies •Foster employee loyalty •Boost productivity •Influence on pay, promotion, job design •Nature of relationships •Nature of the job itself •Characteristics of the organization
- 31. The Six P’s– Motivational Teaching Strategies • Projects – motivate the autonomous or inquisitive child • People – motivate the gregarious or affiliation-driven child • Praise – motivates the status-driven or recognition- driven or affiliation-driven child • Prizes – motivates the status-driven or recognition- driven or affiliation-driven or power-driven child • Prestige – motivates the autonomous or status-driven or aggressive or power-driven child • Power – motivates the power-driven or autonomous or aggressive-driven child
- 32. Remember… If the childcannot learn the way that we teach, we must teach the way that he learns. -Richard Lavoie
- 37. Human Resource and Motivationin the Work Place REPORTER: JOANNA MARIE B. CERVANTES MAED-ADMIN AND SUPERVISION
Editor's Notes
- #8 .