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Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-1 Chapter 9 – Part 2 Human Resource Management, Motivation,

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Presentation on theme: "Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-1 Chapter 9 – Part 2 Human Resource Management, Motivation,"— Presentation transcript:

1 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-1 Chapter 9 – Part 2 Human Resource Management, Motivation, and Labor-Management Relations

2 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-2 Employee Separation ●Employer or employee can take the initiative to terminate employment –Exit interview—conversation designed to find out why an employee decided to leave ●Downsizing—process of reducing the number of employees within a firm by eliminating jobs.

3 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-3 Employee Separation ●Outsourcing—practice of contracting out work previously performed by company employees. –Complements today’s focus on business competitiveness and flexibility ●Using Contingent Workers –Contingent worker—employee who works part time, temporarily, or for the period of time specified in a contract. –Commonly called “contractors”

4 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-4 Motivating Employees ●Effective human resource management makes important contributions to employee motivation ●Morale—mental attitude of employees toward their employer and jobs.

5 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-5 Motivating Employees ●Maslow’s Hierarchy of Needs Theory –According to the theory, people have five levels of needs that they seek to satisfy:  Physiological  Safety  Social  Esteem  Self-actualization

6 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-6

7 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-7 Motivating Employees ●Job Design and Motivation –Job enlargement—job design that expands an employee’s responsibilities by increasing the number and variety of tasks they entail. –Job enrichment—change in job duties to increase employee’s authority in planning their work, deciding how it should be done, and learning new skills.

8 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-8 Motivating Employees ●Manager’s Attitudes and Motivation Worker motivation is influenced by the attitudes that managers display towards employees –Theory X—assumption that employees dislike work and will try to avoid it –Theory Y—assumption that employees enjoy work and seek social, esteem, and self-actualization fulfillment –Theory Z—assumption that employee involvement is key to productivity and quality of work life

9 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-9 ●Theory Z Management: A Blend of American and Japanese Methods

10 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved Union-Management Relations ●Development of Labor Unions –Labor Unions—group of workers who have banded together to achieve common goals in the areas of wages, hours, and working conditions. –AFL—CIO

11 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved ●Labor Legislation

12 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved Union-Management Relations ●Collective Bargaining Process –Collective Bargaining—process of negotiation between management and union representatives for the purpose of arriving at mutually acceptable wages and working conditions for employees.

13 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved ●Steps in the Grievance Procedure

14 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved Union-Management Relations ●Settling Union-Management Disputes –Grievance—formal complaint filed by an employee or a union that management is violating some provision of a union contract. –Mediation—process which brings in a third party, called a mediator, to make recommendations for settling differences –Arbitration—bringing in an impartial third party called an arbitrator to render a binding decision in the dispute

15 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved Union-Management Relations ●Union Tactics –Strike (walkout)—temporary work stoppage by employees until a dispute is been settled or a contract signed –Picketing—workers marching at a plant entrance to protest some management practice –Boycott—effort to prevent people from purchasing a firm’s goods or services

16 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved Union-Management Relations ●Management Tactics –Lockout—a management strike to bring pressure on union members by closing the firm  Strikebreakers –Injunction—court order prohibiting some practice – to prevent excessive picketing or certain unfair union practices –Employers’ associations—employers group that cooperates and presents a united front in dealing with labor unions

17 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved Union-Management Relations ●Employee-Management Relations in Nonunion Organizations –Nonunion companies often offer compensation and benefits comparable to those of unionized firms

18 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved ●Grievance Programs for Nonunion Employees

19 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved Union-Management Relations ●Employee-Management Relations in Nonunion Organizations –Job Security in Nonunion Companies  Primary motivation for workers to form labor unions  To reduce staffing levels, firms may try to provide alternatives to layoffs

20 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 1-20

21 Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved Discussion ●How have you seen employers motivate employees? –has it been effective? why or why not? ●What motivates you to work? ●Have you had experience being in a union? ●As an employee, would you want to be in a union? ●As an employer, would you want your employees to be unionized?


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