Day 2 – Morning Presentation
HRM Focus
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Recruiting
Retention – how to retain key skills
Rouse
Re-Developing Skills
1
What do people want from work?
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What makes you happy at work?
Small group discussion
2
Herzberg’s Motivation Theory
3
Studies have shown that people
are motivated …
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Intrinsic
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A person’s internal desire to do something,
Based on interest, challenge, growth, which leads
to personal satisfaction.
Job design; Job Rotation; Job Enlargement; Job
Enrichment; Organizational Culture; Work/life
balance; Recognition
Extrinsic
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Motivation that comes from outside the person,
such as pay, bonuses, and other tangible rewards.
4
Agenda
Intrinsic
1.
Job design
2.
Job rotation
3.
Job enlargement
4.
Job enrichment
5.
Organizational
Culture
6.
Work * Life
Balance
Extrinsic
1.
Compensation
2.
Other incentives
3.
Types of plans
4.
Satisfying Needs
Other – Equity
perceptions
5
Intrinsic Considerations
• Autonomy - choice
• Variety – non repetition
• Task Identity – like what
they do
• Feedback – want to
know how they are
doing
• Task Significance - meaning
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Job Rotation
Variety
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Job rotation moves
employees from job to
job. Jobs themselves
are not actually
changed; only the
workers are rotated.
7
Variety
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Job enlargement
expands the
number of related
tasks in the job.
It adds similar
duties to provide
greater variety.
8
Job Enrichment
Job enrichment adds new
sources of needs satisfaction
to jobs. It increases
responsibilities, autonomy,
and control.
9
Personal Experiences?
1.
2.
3.
Job rotation
Job enlargement
Job enrichment
Which did you like the
most?
10
Organizational Culture
(Intrinsic Motivation)
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What is the culture of your School?
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How would you describe it to others?
11
Examining Organizational
Cultures
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Cultures are collective beliefs that in turn shape
behavior. They are a form of a shared paradigm.
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Cultures are based in part on emotion which are
particularly conspicuous when change is threatened.
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Cultures are based on a foundation of history. The
potential loss of the past in part explains the resistance
to change.
12
Examining Organizational
Cultures
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Cultures are defined by, and subsequently define
symbols.
Although cultures resist change, they are
constantly changing. This paradoxical condition
limits the speed of change and consumes large
quantities of energy.
Cultures are more probabilistic than deterministic a set of fuzzy imperatives.
13
Schein – what creates culture
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What Leaders Pay Attention to, Measure, and Control
Leader Reactions to Critical Incidents and Organizational
Crises
Observed Criteria for Resource Allocation
Deliberate Role Modeling, Teaching, and Coaching
Observed Criteria for Recruitment, Selection, Promotion,
Retirement, and Excommunication
Organization Design and Structure
Rites and Rituals of the Organization
Design of Physical Space, Facades, and Buildings
Stories About Important Events and People
Discuss HRM’s role in shaping culture?
14
Work life Balance
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Alternative work schedules
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(Intrinsic Motivation)
Flex time offered by 59 / 100 best
companies to work for in NA
Telecommuting 18 / 100
Child care services
Family leave
Unreasonable workloads biggest reason
for people leaving
15
Summary - Intrinsic
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Well designed job;
Interesting job
Responsibility
Control
Meaning
Safe
Performance /
inclusive Culture;
Work/life balance
16
Extrinsic - Compensation
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What is an effective
compensation plan?
What are the problems
if you have a bad plan?
What are the key
issues?
Evaluate the differences
between different
incentive plans.
Revisit Pfeffer
17
Jeffry Pfeffer - article
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Use of variable pay contingent on some
measure of performance is a key HRM
success factor.
18
Objectives of Compensation Plans
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Acquire qualified
individuals
Retain present employees
Ensure equity
Reward desired behaviour
Control costs
Comply with legal
requirements
Administrative efficiency
19
Types of Compensation Plans
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Piece work
Skills-based pay
Profit-related pay
Profit sharing
Individual
performance-related
pay
Team-based pay
Employee stock
ownership plan
20
Maslow revisited
(or why compensation works)
Pay Levels
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Absolute
Needs Served
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Relative
Physiological & Security
(food, clothing, shelter)
Social & Esteem (keeping
up with the Jones)
21
Discussion – Record Company
Executives - stock up1$ =
$1,500
 Hourly - 10% sales increased
= get a day holiday
 Production - $.25 / record
 Sales - new store = $50
Questions
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Problems with system?
Recommendations? Why?
22
Compensation Issue - Equity
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Internal Equity - Perceived equity of a
pay system within an organization.
External Equity - Perceived fairness in
pay relative to what other employers
are paying for the same type of work.
e.g. Studies made of wages and salaries paid by
other organizations within the employer’s
labour market.
23
Challenges To Equity
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Market Forces - some
jobs need to be paid
more (others less)
Union power
Productivity - value
added
Government constraints
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minimum wage
contracts with
Government
Individual Perceptions
24
Employee Motivation &
Job Satisfaction
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Direction, intensity, duration - key
points regarding motivation
Job
Satisfaction
causes
Performance
Equitable
Rewards
Performance
causes
Job
Satisfaction
25
Management Reward Follies
We hope for:
Teamwork and collaboration
Innovative thinking and risk taking
Development of people skills
Employee involvement and
empowerment
But we reward:
The best individual team members
Proven methods and no mistakes
Technical achievements and
accomplishments
High achievement
Tight control over operations,
resources
Long-term growth
Another year’s efforts
Commitment to total quality
Candor
Quarterly earnings
Shipment on schedule, even with
defects
Reporting good news
Summary - Opportunities for
improving Employee Retention
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Team Orientation
Respect for People
Use of realistic job previews
Fair appraisal reviews
Exclusion of political factors
Fair compensation structures
Communication
Performance-based
compensation
Pay incentives
Intrinsic
Valued benefits
Extrinsic
Safe
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Job enrichment and job
satisfaction
Alternative work schedules
Family leave
Child care services
Training opportunities
Promotion
Internal transfers
Diversity management
Prevention of sexual
harassment
27
Case Study
Evaluating the non-traditional Incentive
Systems at Howe 2 Ski Store
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Assume you are a consultant hired to advise
Maria Howe – what would you recommend
she do to solve the problems at her stores?
Hint – examine the intrinsic and extrinsic
motivators
Be sure to support your answer.
28
Case Summary
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Company started by Maria Howe
Three “Ski and Windsurfing” shops
“State-of-art” skis and clothing (high end)
Therefore, she needs good “sales people” and staff
Problems are now occurring – Increased competition
+ Employee productivity is going down – what to do?
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Buyers – who purchase the equipment
Moulders – technicians who get skis ready / repair
Sales clerks – on the floor people who sell
Credit officers – arrange loans for clients
Cashiers – at the check out till
Stockers – who fill the selves and make displays
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Presentation Time
30
Company Feedback
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Key - discuss what is happening
in your organization but you also
need to critique it - why is it
good or bad (link to course
material)
31