StaffMotivationManagement员工动机管理实务

HumanResourceManagement,Motivation,andLabor-ManagementRelationsChapter9Explaintheimportanceofhumanresourcemanagement.Describehowrecruitmentandselectioncontributetoplacingtherightpersoninajob.Explainhowtrainingprogramsandperformanceappraisalshelpemployeesgrowanddevelop.Outlinethemethodsemployersusetocompensateemployees.Discussemployeeseparationandtheimpactofdownsizingandoutsourcing.ExplainhowMaslow’shierarchy-of-needstheory,goalsetting,jobdesign,andmanagers’attitudesrelatetoemployeemotivation.Summarizetheroleoflaborunionsandthetacticsoflabor-managementconflicts.12345671)Providingqualified,well-trainedemployeesfortheorganization.2)Maximizingemployeeeffectivenessintheorganization.3)Satisfyingindividualemployeeneedsthroughmonetarycompensation,benefits,opportunitiestoadvance,andjobsatisfaction.Humanresourcemanagement-functionofattracting,developing,andretainingenoughqualifiedemployeestoperformtheactivitiesnecessarytoaccomplishorganizationalobjectives.Threemainobjectives:•25%ofhumanresourceprofessionalsreportashortageofjobcandidateswithdegreesinscience,engineering,technologyandmathematics.•78millionBabyBoomerswillretirewithonly46millionGenerationXworkerstoreplacethem.•HRmustbecreativeinsearchingforqualifiedemployees.•Businesseslookbothinternallyandexternally.•Mustfollowlegalrequirements.•CivilRightsActof1964•EqualEmploymentOpportunityCommissionprograms•CivilRightsActof1991•Failuretofollowtheseexposescompanytoriskoflitigation.•Hiringisacostlyprocessforemployers.•Someemployersrequireemploymenttests.•Newlyhiredemployeeoftencompletesanorientationprogram–Informemployeesaboutcompanypolicies–Employeemanuals–Describebenefits/programs–Training•TrainingPrograms–On-the-jobTraining–ClassroomandComputer-basedTraining–ManagementDevelopment•Performanceappraisal-evaluationofanemployee’sjobperformance•Somefirmsconductpeerreviewswhileotherfirmsallowemployeestoreviewtheirsupervisorsandmanagers.•Mayconducta360-degreeperformancereview,aprocessthatgathersfeedbackfromareviewpanelthatincludesco-workers,supervisors,teammembers,subordinates,andsometimescustomers.•Wages-compensationbasedonanhourlypayrateortheamountofoutputproduced.•Salary-compensationcalculatedonaperiodicbasis,suchasweeklyormonthly.•Mostfirmsbasecompensationdecisionsonfivefactors:1)Salariesandwagespaidbyothercompaniesthatcompeteforthesamepeople2)Governmentlegislation,includingthefederal,state,orlocalminimumwage3)Thecostofliving4)Thefirm’sabilitytopay5)Workerproductivity•EmployeeBenefits-Rewardssuchasretirementplans,healthinsurance,vacation,andtuitionreimbursementprovidedforemployeeseitherentirelyorinpartatthecompany’sexpense•30%oftotalemployeecompensation.•Somebenefitsrequiredbylaw:–SocialSecurityandMedicarecontributions–Stateunemploymentinsuranceandworkers’compensationprograms•Costsofhealthcareareincreasinglybeingshiftedtoworkers.•Retirementplanshavebecomeabigareaofconcernforbusinesses.•Employeesareprovidedarangeofoptionsfromwhichtheycanchoose.–Medical,dental,vision,lifeanddisabilityinsurance•Manycompaniesalsoofferflexibletimeoffpoliciesinsteadofestablishingasetnumberofholidays,vacationsdaysandsickdays.•56%ofcompaniessurveyedusepaidtimeoff(PTO)programs.–Morethan½claimtheyhavereducedunscheduledabsences•Allowemployeestoadjusttheirworkinghoursandplacesofworktoaccommodatetheirpersonalneeds.•Flextimeallowsemployeestosettheirownworkhourswithinconstraintsspecifiedbythefirm.•Acompressedworkweekallowsemployeestoworktheregularnumberofweeklyhoursinfewerthanthetypicalfivedays.•Ajobsharingprogramallowstwoormoreemployeestodividethetasksofonejob.•Ahome-basedworkprogramallowsemployees,ortelecommuters,toperformtheirjobsfromhomeinsteadofattheworkplace.–Nearly75%oftheU.S.workforcewillsoonhavetheabilitytotelecommutefromhome—oralmostanywhereelse.•Voluntaryturnover:employeesleavefirmstostarttheirownbusinesses,takejobswithotherfirms,movetoanothercity,orretire.–Somefirmsaskemployeeswholeavevoluntarilytoparticipateinexitinterviewstofindoutwhytheydecidedtoleave.–Successfulcompaniesareclearlyfocusedonretainingtheirbestworkers.•Involuntaryturnover:employersterminateemployeesbecauseofpoorjobperformance,negativeattitudestowardworkandco-workers,ormisconductsuchasdishonestyorsexualharassment.–Necessarybecausepoorperformerslowerproductivityandemployeemorale.–Employersmustcarefullydocumentreasonswhenterminatingemployees.•Downsizing-processofreducingthenumberofemployeeswithinafirmbyeliminatingjobs•Downsizingdoesn’tguaranteeimprovementsorcostsavings.•Devastatingimpactonemployeemorale•Encouragesemployeestoputindividualcareersuccessaheadofcompanyloyalty•Outsourcing-contractingwithanotherbusinesstoperformtasksorfunctionspreviouslyhandledbyinternalstaffmembers•Focusonbusinesscompetitivenessandflexibility•Getbestpriceamongcompetingbidderswhileavoidinglong-termcostsofin-houseoperations•Motivationstartswithgoodemployeemorale,thementalattitudeofemployeestowardtheiremployerandjobs.•Highmorale=signofawell-managedorganization•Poormoraleshowsupthroughabsenteeism,employeeturnover,strikes,fallingproductivity,andr