: Lighting the Fire: Employee Motivation, Workforce Trends, and Labor Relations
Lighting the Fire: Employee Motivation,
Workforce Trends, and Labor Relations
Learning Objectives
1.
2.
3.
4.
5.
6.
7.
Compare Maslow’s hierarchy of needs and Herzberg’s two-factor theory, then explain
their application to employee motivation
Explain why expectancy theory is considered by some to be the best description of
employee behavior
Discuss four staffing challenges employers are facing in today’s workplace
Explain the challenges and advantages of a diverse workforce
Discuss four alternative work arrangements that companies can use to address
workplace challenges
Cite three options unions can exercise when negotiations with management break down
Cite three options management can exercise when negotiations with a union break
down
Summary of Learning Objectives
1.
Compare Maslow’s hierarchy of needs and Herzberg’s two-factor theory, then
explain their application to employee motivation.
Maslow’s hierarchy organizes individual needs into five categories and proposes that the
individual must satisfy the most basic needs before being able to address higher-level
needs. Based on the assumption that employees want to “climb to the top” of Maslow’s
pyramid, managers should provide opportunities to satisfy those higher-level needs.
Herzberg’s two-factor theory covers the same general set of employee needs but divides
them into two distinct groups. His theory suggests that hygiene factors – such as
working conditions, company policies, and job security – can influence employee
dissatisfaction, but an improvement in these factors will not motivate employees. Only
motivational factors, such as recognition and responsibility, can improve employee
performance.
2.
Explain why expectancy theory is considered by some to be the best
description of employee behavior.
Expectancy Theory, which suggests that the effort employees put into their work,
depends on expectations about their own ability to perform, expectations about the
rewards that the organization will give in response to that performance, and the
attractiveness of those rewards relative to their individual goals, is considered a good
model because it considers the linkages between effort and outcome. For instance, if
employees think a linkage is “broken,” such as having doubts that their efforts will yield
acceptable performance or worries that they will perform well but no one will notice,
they are likely to put less effort into their work.
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3.
Discuss four staffing challenges employers are facing in today’s workplace.
The four challenges identified in the chapter are:
1.
aligning the workforce with the organization’s needs
2.
fostering employee loyalty in a time when most companies can no longer
guarantee lifetime employment
3.
monitoring employee workloads and making sure employees are not in danger of
burnout
4.
helping employees find a balance, at least temporarily, between the demands of
their personal and professional lives
4.
Explain the challenges and advantages of a diverse workforce.
Smart business leaders recognize diverse workforces bring a broader range of
viewpoints and ideas, they help companies understand and identify with diverse
markets, and they enable companies to tap into the broadest possible pool of talent.
Supervisors face the challenge of communicating with these diverse employees,
motivating them, and fostering cooperation and harmony among them. Team face the
challenge of working together closely, and companies are challenged to coexist
peacefully with business partners and with the community as a whole.
5.
Discuss four alternative work arrangements companies are offering their
employees.
To meet today’s staffing and demographic challenges, companies are offering their
employees:
1.
flextime – the ability to vary their work hours and days
2.
telecommuting – the ability to work from home or another location
3.
job sharing – the ability to share a single full-time job with a co-worker
4.
flexible career paths – the opportunity to leave the workforce for an extended
period then return
6.
Explain the two steps unions take to become the bargaining agent for a group
of employees.
First, unions distribute authorization cards to employees, which designate the union as
the bargaining agent, and if at least 30 percent (but usually a majority) of the target
group signs the cards, the union asks management to recognize it. Second, if
management is unwilling to do so, the union asks the National Labor Relations Board to
sponsor a certification election. If a majority of the employees vote in favor of being
represented by the union, the union becomes the official bargaining agent for the
employees.
7.
Cite three options unions can exercise when negotiations with management
break down.
Unions can conduct strikes, organize boycotts, and use publicity to pressure
management into complying with union proposals. A strike is a temporary work
stoppage, which the union hopes will cost management enough in lost earnings so that
management will be forced to accept union demands. A boycott is a union tactic
designed to pressure management into making concessions by convincing sympathizers
to refuse to buy or handle the product of the target company. A negative publicity
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campaign against the target company is a pressure tactic designed to smear the
reputation of the company in hopes of gaining management’s attention.
8.
Cite three options management can exercise when negotiations with a union
break down.
To pressure a union into accepting its proposals, management may continue running the
business with strikebreakers (nonunion workers hired to do the jobs of striking workers),
institute a lockout of union members by preventing union employees from entering the
workplace, or seek an injunction against a strike or other union activity.
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Brief Chapter Outline
I.
Motivating Employees
A.
What Is Motivation?
B.
Theories of Motivation
1.
Maslow's Hierarchy of Needs
2.
Herzberg’s Two-Factor Theory
3.
McGregor’s Theory X and Theory Y
4.
Ouchi’s Theory Z
5.
Equity Theory
6.
Expectancy Theory
C.
Motivational Strategies
1.
Setting Goals
2.
Reinforcing Behavior
II.
Keeping Pace with Today’s Workforce
A.
Staffing Challenges
1.
Aligning the Workforce with Organizational Needs
2.
Fostering Employee Loyalty
3.
Monitoring Workloads and Employee Burnout
4.
Managing Work-Life Balance
B.
Demographic Challenges
1.
Workforce Diversity Issues
a.
Immigration and Globalization
b.
Age
c.
Gender
d.
Race
e.
Religion
2.
Diversity Initiatives
C.
Alternative Work Arrangements
1.
Flextime
2.
Telecommuting
3.
Job Sharing
4.
Flexible Career paths
III.
Working with Labor Unions
A.
How Unions Are Structured
B.
How Unions Are Organized
C.
The Collective Bargaining Process
1.
Meeting and Reaching an Agreement
2.
Exercising Options When Negotiations Break Down
a.
Labor's Options
b.
Management's Options
The Labor Movement Today
E.
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Detailed Chapter Outline:
Lecture Notes & Teaching Suggestions
I.
Motivating Employees
A.
What is motivation?
1.
Motivation is the combination of forces that moves individuals to take
certain actions and to avoid others in pursuit of individual objectives
2.
Motivational strategies have little value if they do not translate into action
that helps the business
3.
Every motivational theory or approach must consider three basic steps:
a.
Need
b.
Action
c.
Outcome – the employee observes the outcome of the action and
determines whether or not the effort was worthwhile
4.
Money as a motivator
a.
plays a critical role, but is not the ultimate motivator
b.
employees also expect to be treated fairly and want the
opportunity to pursue satisfying, meaningful work
B.
Theories of Motivation
1.
Scientific Management
a.
Frederick W. Taylor is credited with development
b.
an approach that sought to improve employee efficiency through
the scientific study of work
c.
analyzed work and business processes to develop better methods
d.
had a direct influence on the US rising as a global industrial power
in the first half of 1990s
2.
Maslow’s Hierarchy of Needs
a.
proposed the theory that behavior is determined by a variety of
needs
b.
organized these needs into five categories
•
Physiological needs – the basic survival needs of food,
clothing and shelter
•
Safety needs
•
Social needs – the need to give and receive love and to
feel a sense of belonging
•
Esteem needs – the need for a sense of self-worth and
integrity
•
Self-actualization – the need to become everything one
can become
c.
employees who reach self-actualization work because they feel
their work is worthwhile and satisfying in itself
d.
during difficult times, employees may temporarily downplay
higher-level needs and focus on meeting basic or safety needs
e.
a convenient way to classify human needs, but should not be
viewed as a rigid sequence
•
A person need not completely satisfy each level of need
before being motivated by a higher need
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•
At any one time, most people are motivated by a
combination of needs
Teaching Suggestion – Classroom Discussion:
Ask students to discuss which of Maslow’s hierarchy of needs affects them most right
now. Do they believe that those same sets of needs will hold true ten years from now?
Why or why not? Are certain businesses well suited to fulfilling certain needs? Is there a
way to change jobs to allow them to fill several types of needs at once?
3.
4.
5.
6.
Herzberg’s Two-Factor Theory
a.
Hygiene factors
•
Associated with dissatisfying experiences
•
Management can lessen worker dissatisfaction by
improving hygiene factors
•
But such improvements seldom influence satisfaction
b.
Motivators
•
Examples include achievement, recognition, responsibility
and other personally rewarding factors
•
Managers can help employees feel more motivated by
increasing these areas
c.
Herzberg’s theory is related to Maslow’s hierarchy
•
The hygiene factors resemble the lower-level needs
•
The motivators closely resemble higher-level needs
Douglas McGregor’s Theory X and Theory Y
a.
Theory X
•
Believe that employees dislike work and can be motivated
only by the fear of losing their jobs or other extrinsic
rewards, such as money, promotion and tenure
•
Emphasizes physiological and safety needs and tends to
ignore Maslow’s higher-level needs
•
Emphasizes authority
b.
Theory Y
•
Believes that employees like work and can be motivated by
working for goals that promote creativity or for causes
they believe in
•
These managers seek to motivate through intrinsic
rewards
•
Emphasizes growth and self-direction
Ouchi’s Theory Z
a.
Assumes that employees are more motivated is they are involved
in all aspects of decision-making and they are treated like family
b.
Managers who utilize this theory believe employees with a sense
of identity and belonging are more likely to perform their jobs well
c.
Is embraced in one form or another by most Fortune 500 firms
Equity Theory
a.
employee satisfaction depends on the perceived ratio of inputs to
outputs
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b.
7.
is a state of inequity if perceived, employees probably won’t be
happy and will attempt to make adjustments to realign the
inequity
Expectancy Theory
a.
considered by my experts to offer the best explanation of
employee motivation
b.
links employees’ efforts to the outcomes they expect from that
effort
c.
focuses less on the specific forces that motivate and more on the
process employees follow to seek job satisfaction
d.
the effort the employees will put forth depends on:
•
Their expectations about their own ability to perform
•
Their expectation about the rewards the organization will
give in response to that performance
•
The attractiveness of those rewards relative to their
individual goals
Teaching Suggestion – Small Group Work
Have students form small groups of three to four students. If your students are involved in teambased project in class, have them sit with the students in their small team. Ask them to consider
how they would utilize the various theories of motivation to influence and inspire their peers in a
situation where they have no hierarchical authority, but where their rewards are based upon the
outcomes managed by all of the team members. If there are working in teams in class, ask them to
consider the various motivation theories and determine how to utilize the theories to motivate their
class team members. This exercise will encourage students to move beyond just considering the
typical motivators of money.
C.
Motivational Strategies
1.
range of motivational decisions managers face is almost endless
2.
every motivational strategy needs to consider two critical aspects:
a.
Setting Goals
•
Suggest the idea that goals can motivate employees
•
Management by objectives (MBO)
−
A company-wide process that empowers employees
and involves them in goal setting and decision
making
−
Consists of four steps:
o
Setting goals
o
Planning actions
o
Implementing plans
o
Reviewing performance
−
Key element is collaborative goal setting
b.
Reinforcing Behavior
•
Positive reinforcement – offers pleasant consequences for
completing or repeating a desired action
•
Negative reinforcement – allows people to avoid
unpleasant consequences by behaving in the desired way
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II.
Keeping Pace with Today’s Workforce
A.
Staffing Challenges
1.
Aligning the Workforce with Organizational Needs
a.
External challenges that can affect the ideal size and composition
of the workforce
•
Changing market needs
•
The emergence and exit of various competitors
•
Advances in technology
•
New government regulation
b.
Internal challenges that can affect the ideal size and composition
of the workforce
•
Shifts in strategy
•
Changes to information and production systems
•
Growing or declining product sales
c.
employees also pursue their own personal and professional goals
d.
the brain drain – losing valuable skills and knowledge of
experienced employees
e.
Rightsizing – periodic realignments in the workforce to match the
business’ needs more precisely
•
Downsizing – reducing the workforce
•
Sometimes companies add workers
2.
Fostering Employee Loyalty
a.
the notion of lifetime employment with one company is gone; so
how is loyalty fostered?
b.
also, some employees no longer want to stay with one company
for their lifetime
c.
managers can respond to this challenge in several ways,
including:
•
Manage their companies effectively and ethically
•
Give employees a stake in the success of the firm
•
Take better care of their employees
•
Work with employees to align their career goals with the
company’s goals
3.
Monitoring Workloads and Avoiding Employee Burnout
a.
eighty-hours weeks are the exceptions, but many employees are
still feeling the strain of extra work
b.
very common problem after downsizing
c.
the inability to ever really get away due to technology (cell
phones, PDAs)
d.
employee burnout – a state of physical and emotional exhaustion
that can result from constant exposure to stress over a long
period of time
e.
widespread burnout rates raise two questions:
•
How bad is the problem?
−
Many people now work more hours per week than
in the recent past
−
However, stress has actually declined
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Does all the extra time really help companies in the long
run?
−
The quality of work is often much more important
than the quantity
−
“Seat time” is often easier to measure than work
quality, so numbers of hours often become the
measurement
Managing Work-Life Balance
a.
the idea that employees, managers, entrepreneurs need to
balance the competing demands of their professional and personal
lives
b.
one realistic approach may be that things will be out of balance
from time to time and thus, careers should be designed around
that fact
c.
many companies are trying to assist employees with this challenge
by:
•
providing on-site daycare facilities
•
flexible work schedules
•
other options designed to improve quality of work life
(QWL)
•
job enrichment – reduces specialization and makes work
more meaningful by expanding each job’s responsibilities
•
job redesign – restructures work to provide a better fit
between employees’ skills and their jobs
Demographic challenges
1.
Workforce Diversity Issues
•
4.
B.
Teaching Suggestion – Reflection and Group Discussion:
Ask students to spend about 10 to 15 minutes exploring the issues of diversity in their college
or university. In what ways does their school do a good job of enhancing diversity on
campus? In what ways could more be done? This topic may be sensitive for some students in
your class. Other students may have the experience of, “What’s the big deal?” Your handling
of the topic will set the tone for the discussion.
a.
b.
smart business leaders recognize the competitive
advantage of having a diverse workforce
•
diverse employees bring a broader range of
viewpoints and ideas
•
help the company understand and identify with
diverse markets
•
enable companies to tap into the broadest possible
pool of talent
challenges
•
supervisors face challenges with a more diverse
workforce
−
communicating
−
motivating
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c.
d.
e.
−
fostering harmony and cooperation
•
Teams face the challenge of working together
closely
•
Companies are challenged to coexist peacefully
with business partners and the community as a
whole
Immigration and Globalization
•
An international workforce now exists because of:
−
Offshoring
−
Hiring employees to establish operations in
other countries
−
Hiring immigrants
•
There are a number of benefits, including:
−
Cost advantages
−
Access to specialized talents
−
Local market knowledge
Age
•
The baby boom generation
−
currently dominates the middle and uppertiers of the workforce
−
is nearing retirement age and triggering
many age-related issues
−
determining the age at which baby boomers
will retire remains a difficult question; many
are remaining in the workforce
longer/retiring later because:
o rising health-care costs
o reductions in company pension plans
o individual savings that shrunk during the
dot.com market decline
o desire to stay active longer
−
there are benefits to older workers staying
in the workplace longer, including:
o greater flexibility in work hours and pay
o lower absenteeism
o lower turnover rate
o ability to train younger workers
•
some older workers have not always found the
workplace to be so inclusive and welcoming; age
discrimination still occurs far too often
•
additionally, some younger workers feel
discriminated again because other employees
believe they have not “paid their dues”
Gender
•
Women today earn about 80% of men’s median
pay, even though women hold 46% of executive,
administrative and managerial positions, only 10%
are senior executives
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Partly responsible is the glass ceiling – an invisible
barrier that keeps women and minorities from
reaching highest-level positions
−
One theory suggests that top management
has long been dominated by white males
who tend to hire and promote employees
most like themselves
−
Stereotyping leads decision makers to
believe that family life will interfere with a
woman’s work
−
Women are often relegated to less visible
assignments, so their work goes unnoticed
•
In recent years women have made significant
strides to overcome sexism – job discrimination on
the basis of gender due to a number of societal and
organizational changes, including:
−
Company’s long-term commitments to hire
more women
−
Company-sponsored networking
−
Career planning for women
−
Diversity training
−
Mentoring programs
•
Sexual harassment takes two forms, including:
−
The obvious request for sexual favors with
an implicit reward or punishment related to
work
−
More subtle creation of a sexist and
uncomfortable work environment
−
Both men and women can be sexually
harassed, but the majority of incidents
continues to be against women
−
Many companies are now enforcing strict
anti-harassment policies
f.
Religion
•
Employees believe they should be able to express
their beliefs in the workplace
•
Companies want to avoid situation in which openly
expressed religious differences might cause friction
among workers or distract employees from their
responsibilities
•
Some companies are allowing employees to form
faith-based support groups
Diversity Initiatives
a.
many companies are finding that embracing diversity in
the richest sense is simply good business
b.
are taking steps, including:
•
Contracting with more suppliers owned by women
and people of color
•
2.
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Adding more women and minorities to boards of
directors
•
Targeting a more diverse customer base
•
Offering diversity training to promote
understanding
c.
some companies see their diversity efforts as a way to
produce the best products in a competitive marketplace
d.
opinions differ as to whether support groups for specific
groups of employees help or hurt efforts to embrace
diversity
Alternative Work Arrangements
•
C.
Teaching Suggestion – Small Group Discussion:
Have students get in small groups of four to five students. Ask them to imagine they’re the
executives at a local business with which they are all familiar. What would they do to
enhance the quality of work life for their employees? How flexible would they be, as
managers, in taking steps to ensure that their employees had adequate work-life balance?
1.
2.
Flextime
a.
A scheduling system that allows employees to choose their
own hours within certain limits
b.
Can be adjustments in starting and ending times, or the
length and number of work days
c.
Can be very motivational for some employees and
produce important benefits, including:
•
Reduction in turnover
•
Greater adaptation to business cycles
•
The ability to operate around the clock
•
Maintenance of morale and performance, especially
after reengineering
d.
There are drawbacks, including:
•
Supervisors who feel uncomfortable and less in
control
•
Co-workers who resent flextimers
•
The assumptions that those who work flexhours
don’t take their jobs as seriously
Telecommuting
a.
Working from home or another location using computers
and telecommunications equipment
b.
20% of adult workers utilized this approach in 2001
c.
Telework – an umbrella term for all kinds of remote work
from home, satellite offices and the road – far exceeding
forecaster’s predictions
d.
Organizations are investing in more technology making
telework even more possible
e.
However, some work simply cannot be completed away
from the office
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f.
g.
The advantages to telecommuting include:
•
Saving the company money by eliminating
unnecessary offices
•
Consolidation of offices
•
Reduction of related overhead costs
•
Allows the hiring of talented people in distant areas
without required relocation
•
Allows employees to set own hours, save on jobrelated expenses, and spend more time with
families
There are limitations, however, including:
•
Midlevel managers relinquish direct, visual
employee supervision
•
Concern that people working at home will work less
•
New management approaches are necessary
Teaching Suggestion – Classroom Discussion:
Telecommuting is a hot issue these days as we enter an era of Internet communications.
More and more workers are choosing to telecommute rather than putting in time at the office
daily. But with this innovation comes problems. Telecommuters sometimes feel excluded
from events or “out of the loop;” whereas, non-telecommuters feel overburdened sometimes
by the work that get passed their way because telecommuters are inaccessible. Are there
ways to alleviate the stress for both types of employees? What do students think?
3.
4.
Job sharing
a.
Two employees share a single full-time job and split the
salary and benefits
b.
Has been slow to gain acceptance
c.
Arrangements usually given to people who already work
for the company
d.
Many variations used from splitting each day, splitting the
week, or alternating weeks
Flexible Career Paths
a.
an alternative work arrangement in which employees want
to leave the workforce for an extended period of time
b.
there are drawbacks, including:
•
Skills can become outdated quickly
•
Network of industry contacts can grow stale
•
There is a stigma of being less committed
c.
pressure to accommodate workers from multiple angles:
•
Companies realize that their investment in
development employees is lost if workers do not
return
•
Many women want to be able to balance career
advancement and having children
•
Fathers want to spend more time with their
children
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III.
Working with Labor Unions
A.
Conflicts can arise between employees who want job security, sufficient pay and
meaningful work, and business owners pressed to increase productivity and
profits
B.
Labor unions – organizations that seek to protect employee interests by
negotiating with employers – strive to manage these conflicts
1.
Historically, labor unions played an important role in employeemanagement relations and are responsible for the creation of a number
of employee-centered laws
2.
Employees often turn to unions if they:
a.
Are dissatisfied with their current job conditions
b.
Believe that unionization can improve those conditions
c.
Are willing to overlook negative stereotypes associated with
unions in recent years
Teaching Suggestion – Classroom Brainstorming:
Ask students to identify the negative stereotypes they have heard regarding unions and union
members. After identifying a stereotype, ask that student to provide the evidence of that
stereotype – did they witness this stereotype in a film, family discussions, or music? Now ask
students to list the reasons that a person may decide to belong to a union. There may be
members of your class who are union members themselves or have family members in union.
What are the positive benefits they have witnessed?
3.
4.
C.
Unions can give employees stronger bargaining power
However, not all employees support unions because may believe:
a.
Unions stifle individual initiative
b.
Unions are not necessary to ensure fair treatment
c.
That companies that have successfully resisted unionization have
been more likely to adapt participative management styles
5.
However, even the best working conditions is not guarantee that
employees won’t unionize
How Unions are Structured
1.
Locals
a.
Represent employees in a specific geographic area or facility
b.
Each local is a hierarchy with a board base of rank-and-file
members
c.
These members pay an initiation fee, regular dues and vote to
elect officials
d.
A shop steward works in the facility as a regular employee and
serves as a liaison with supervisors when problems arise
e.
An elected full-time business agent may:
•
Also be utilized to serve large locals or locals representing
employees in several locations
•
Visit the various work sites to negotiate with management
and enforce the union’s agreements
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2.
D.
National Union
a.
A nationwide organization composed of many local unions that
represent employees in specific locations
b.
International unions have members in more than one country
c.
National unions are responsible for such activities as:
•
Organizing new areas or industries
•
Negotiating industry wide contracts
•
Assisting locals with negotiations
•
Administering benefits
•
Lobbying congress
•
Lending assistance in the event of a strike
3.
AFL-CIO
a.
A labor federation
b.
Consists of a variety of nation unions and locals not associated
with any other national union
c.
Primary roles include:
•
To promote the political objectives of the labor movement
•
To provide assistance to member unions in their collectivebargaining efforts
•
More recently has been involved with recruiting new
members, organizing new locals and publicizing unions in
general
How Unions Organize
1.
Generally start by visiting with employees, although may be approached
by dissatisfied employees
2.
Employees who express interest are sent information about the union
3.
Authorization cards are distributed which employees use to designate the
union as their bargaining agent
4.
If more than 30% of employees sign, the union may ask management to
recognize it; however, recognition typically not sought unless a majority
sign
5.
Often a company’s management is unwilling to recognize the union at
this stage
6.
Then union can then ask the National Labor Relations Board (NLRB) to
supervise a certification election – the process by which a union becomes
the official bargaining agent for a company’s employees
7.
If the majority of the affected employees support unionization, the union
becomes certified
8.
When management becomes aware that unionization is being organized,
they may mount an active campaign to highlight the disadvantages
9.
Even when certification is won, there is not guarantee that it will
represent a particular group forever
a.
Sometimes employees become dissatisfied
b.
A decertification vote can remove the union’s right to represent
those employees
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E.
The Collective Bargaining Process – union and management negotiators work
together to forge the human relations policies that will apply to the unionized
employees for a certain period of time; most labor contracts are a compromise
between what employees and management desire
1.
Meeting and reaching an agreement
a.
Union representatives and management sit down together and
state their opening positions
b.
Each demand is discussed point by point with both sides seeking a
compromise they can accept
c.
After many stages of bargaining each party presents its package
of terms and any gaps are then dealt with
d.
Resolving an impasse
•
Mediation – bringing in an impartial third party to study
the situation and make recommendations or resolutions of
differences
•
Arbitration – a process in which an impartial referee listens
to both sides and then makes a judgment by accepting
one side’s view
Compulsory arbitration –parties are required by a
government agency to submit to arbitration
Voluntary arbitration – the parties agree on their
own to arbitrate
2.
Exercising options when negotiations break down
Teaching Suggestion – Small Group Discussion:
Have students form small groups and discuss the various options used by union members and
management to resolved contact differences. Which approaches do they believe are most
useful? Which tactics do they believe should be avoided and why? After small groups have
discussed these questions, ask students to share their summaries with the entire class.
a.
b.
Labor’s options
•
Strike – a temporary work stoppage aimed at forcing
management to accept union demands
•
Picketing – union members march with signs and leaflets,
trying to persuade others to join them
•
Boycott – union members and sympathizers refuse to buy
or handle the product of a target company
•
Publicity or corporate campaigns – might include sending
investors alerts that question the firm’s solvency, staging
rallies, letter writing campaigns, stimulating negative
stories in the press
Management’s options
•
Strikebreakers – legally replacing striking union workers
with nonunion employees
•
Lockouts – management present union employees from
entering the workplace in order to pressure the union to
accept a contract proposal
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Injunctions – a court order prohibiting union workers from
taking certain actions
The Labor Movement Today
1.
Unions remain a significant force, but membership continues to decline
2.
Key reasons for this decline include:
a.
The shift from a manufacturing-based economy to a service
economy
b.
The changing nature of the workforce
c.
Inertia on the part of labor leaders
3.
Interest again seems to be increasing in the face or corporate scandals
and increasing economic uncertainty
•
F.
Teaching Suggestion – Reflection and Class Discussion:
Have students list the various reasons they would join a union. Under what conditions would
becoming a union member make sense? Even if there were benefits to be gained, what are
the barriers they would encounter – both psychologically and from an employment
perspective?
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Potential Difficulties and Suggestions Solutions
1.
Students (especially those who have no previous work experience) may not completely
understand that money is not the only thing that motivates people. As our society
becomes more educated, the focus (while people will always be motivated by money)
changes to such things as quality of work life and continuing education. To emphasize
this, you may want to ask the students to do the following:
•
Ask students to interview three to five individuals who are employed. Using the
theories described in the chapter, each group should prepare a list of questions
to try to uncover what motivates each of the people interviewed.
•
The students should conclude that, indeed, individuals are not all motivated in
the same manner. There are many differences and it is management’s job to
identify what motivates each individual and utilize that information to maximize
the performance of that employee.
Answers to End-of-Chapter Questions
Test Your Knowledge
Questions for Review
1.
What is motivation?
Motivation is the combination of forces that moves individuals to take certain actions
and to avoid others in pursuit of individual objectives.
2.
In what ways are Maslow’s hierarchy and Herzberg’s two-factor theory
similar?
Maslow’s hierarchy organizes individual needs into five categories and proposes that the
individual must satisfy the most basic needs before being able to address higher-level
needs. Based on the assumption that employees want to “climb to the top” of Maslow’s
pyramid, managers should provide opportunities to satisfy those higher-level needs.
Herzberg’s two-factor theory covers the same general set of employee needs but divides
them into two distinct groups. His theory suggests that hygiene factors – such as
working conditions, company policies, and job security – can influence employee
dissatisfaction, but an improvement in these factors will not motivate employees. Only
motivational factors such as recognition and responsibility, can improve employee
performance.
3.
What is expectancy theory?
Expectancy Theory, which suggests that the effort employees put into their work,
depends on expectations about their own ability to perform, expectations about the
rewards that the organization will give in response to that performance, and the
attractiveness of those rewards relative to their individual goals, is considered a good
model because it considers the linkages between effort and outcome. For instance, if
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employees think a linkage is “broken,” such as having doubts that their efforts will yield
acceptable performance or worries that they will perform well but no one will notice,
they are likely to put less effort into their work.
4.
What is the glass ceiling?
The glass ceiling is an invisible barrier that keeps women and minorities from reaching
the highest-level positions. One theory about the glass ceiling suggests that top
management has long been dominated by white males who tend to hire and promote
employees who look, act, and think as they do. Another theory states that stereotyping
by male middle managers leads them to believe that family life will interfere with a
woman’s work. As a result, women are relegated to less-visible assignments in the
company, so their work goes unnoticed by top executives and their careers stagnate.
5.
What is quality or work life, and how does it influence employee motivation?
Quality of work life is the environment created by work and job conditions. When
quality of work life is high, individual workers gain the chance to use their special
abilities, improve their skills, and balance their lives, which motivates them to work
harder.
Questions for Analysis
6.
Why do managers often find it difficult to motivate employees who remain
after downsizing?
The prevalence of downsizing that occurred in the 1990s has made it seem as though
no job is secure. Even when an employee survives a downsizing, she may still fear
being laid-off in the future. What’s more, employees can come to feel that the quality of
their work does not help their chances for long-term job security. As a result, workers
can become jaded and may even be openly hostile toward management.
7.
How can diversity initiatives benefit a company?
Diversity initiatives can benefit a company in several ways. First, companies can
increase sensitivity in conflict resolution and in all company interactions by instigating
diversity initiative programs. Perhaps more importantly, a company can benefit from
diverse perspectives. A company can rethink primary tasks, and redefine markets,
products, strategies, missions, and business practices by exploring a diversity initiative.
Also, a company can benefit from the varying perspectives of a diverse workforce.
8.
What are some of the advantages and disadvantages of alternative work
arrangements?
Not only do today’s employees want alternative work arrangements, but also they want
safe and comfortable working conditions and pay that rewards their contributions to the
organization. At the same time, however, business owners must focus on using
company resources to increase productivity and profits. In the best of times and in the
most enlightened companies, these two sets of needs can often be met simultaneously.
However, when the economy slows down and competition speeds up, balancing the
needs of employees with those of management can be a challenge.
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9.
10.
Why do employees choose to join labor unions? Why do they not join labor
unions?
Employees form and join labor unions to protect their interests when those interests
conflict with employers’ policies and practices. Employees are particularly likely to join
unions if they’re dissatisfied with job and employment conditions, if they believe the
union can improve job conditions, and if they can overlook the negative stereotypes of
unions. Employees don’t join unions when they believe that doing so will stifle individual
initiative and won’t help to ensure fair treatment by employers.
Ethical Considerations: You’ve got a golf game scheduled for Sunday
afternoon, and you’ve worked all weekend to write a proposal to be
presented Monday morning. The proposal is more or less finished, but a few
more hours of work would make it polished and persuasive. Do you cancel
the game?
This question speaks to the need of employees trying to balance their work lives and
home lives. The answer to this question depends on the needs of the individual
employee. If the employee feels the need to balance work and free time, he or she
might want to take the time to play golf. However, if the employee feels the need to
“get ahead” at work, he or she might decide to stay home and polish the proposal.
Questions for Application
11.
Some of your talented and hardworking employees come to you one day and
say they do not feel challenged. They expected to be able to diversify their
skills more and take on greater responsibility than they now have. How do
you respond?
This can be a difficult situation if the employee works in a narrowly defined job function.
However, because she is a dedicated worker who shows promise, it is in the long-term
best interest of the company for you to help her grow and remain happy. Sit down with
her and discuss what skills she feels she can be using more to contribute to the
organization’s goals. Find out what skills she would like to develop more and try to
come up with ways for her to sharpen those skills. The company may have a training
program, or another employee might be able to use her help on a project. Have her
develop some personal goals that mesh with the organization’s goals. If the goals are
appropriate, help her efforts to achieve them.
12.
Assume you are the plant manager for a company that manufactures tires for
cars and light trucks. To compete more economically in the global market,
the company is seriously considering closing the plant within the next year
and moving manufacturing operations to Southeast Asia. Upon hearing about
the possible plant closing, the union votes to launch a strike in one week if its
demands for job security aren’t met. Because of a recent surge in orders, the
company is not in a position to close the plant yet. What are your options as
you continue to negotiate with union representatives? Which option would
you choose and why?
Options include bringing in strikebreakers, using management and other employees to
take over the jobs of striking workers, locking the employees out of the plant, or giving
in to employee demands. Seeking an injunction would not be an option in this case.
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Likewise, it is probably too late for an industry pact to have much effect. A good first
step is to try to work with union negotiators to identify ways that both the company’s
and the employees’ interests can be met. One example is to offer job training and
placement services in the event the plant does end up closing. However, if the union
refuses to budge, strikebreakers, and perhaps even permanent replacement workers,
may be necessary.
13.
Integrated: How do economic concepts such as profit motive and competitive
advantage (see Chapter 1) affect today’s workforce?
Profit motive and competitive advantage (seeking an advantage over other companies in
terms of price, service, quality or innovation) seek to keep companies competitive in an
increasingly broad market. To do this, companies have downsized, hired temporary
workers, and lay off unskilled employees. Firms have also increased the number of
technically skilled employees as we become a more technical world. While these actions
improve the overall quality of employees, they have created some anxiety in today’s
workforce.
14.
Integrated: Why is it difficult for small businesses to allow employees to
telecommute, share jobs, and work flexible hours?
Answers may vary according to the students’ knowledge of small business operations
and staffing. Small businesses do not have extra employees and usually have employees
doing many different jobs, thereby making it necessary for employees to be physically at
work for the work hours of the small business.
Practice Your Knowledge
Handling Difficult Situations on the Job: Removing the Obstacles from the On
Ramp
Responses to “Your Task”
This is a managerial dilemma if there ever was one. On the one hand, you need to
attract as many of these people back as you can, precisely because you need their
high level of skill and experience. On the other hand, if your reward them for that
skill and experience, some of your other employees may accuse you of giving
returnees special treatment. How should you handle this thorny situation? What
points would you make to the workforce in order to educate them on the company’s
need for these talented people and to assure them everyone will be treated fairly?
How can you resolve this issue without making either group feel that they have
been treated unfairly?
While students’ answers will vary, most will include the following points:
•
Employees should be encouraged to return if there are going to be no hard feelings on
either parties’ part
•
Students should suggest various approaches that management could use to ensure that
all employees believe they are being treated fairly.
•
Students should discuss the various motivational tools that could be offered to
encourage and reward both sets of employees.
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Building Your Team Skills
Debate the pros and cons of telecommuting for an accounting, computer programming, or
graphics design firm. Break into groups of four students with two students taking the
employees’ pro side, and the other two taking management’s con side. As you prepare for this
debate, consider the following factors: employee motivation, staffing challenges, quality of work
life, costs, control, and feasibility.
During your team’s debate, let one side present its arguments while the other side takes notes
on the major points. After both sides have completed their presentations, discuss all the
supporting points and try to reach a consensus as to whether or not your firm will support
telecommuting. Draft a one-page statement outlining your team’s conclusion and reasoning,
and then share it during a class discussion.
Compare your team’s conclusion and reasoning with those of other teams. Do most teams
believe telecommuting is a good or bad idea? What issues do most teams agree on?
What issues do they disagree on?
Student answers will vary.
Expand Your Knowledge
Exploring Career Opportunities
Is an alternative work arrangement such as flextime, job sharing, or telecommuting in your
career future? This exercise will help you think about whether these work arrangements fit into
your career plans.
1.
Look at the list of possible business careers in Prologue. Of the careers that
interest you, which seem best suited to flextime? To job sharing? To
telecommuting?
When making these decisions, students should consider the duties of the job and
whether or not it could be completed with little or no interaction with colleagues. Jobs
that require a lot of time with other colleagues, in meetings, or dealing with production
would not be well suited to telecommuting. Jobs that require a lot of interaction with
customers or clients are not well suited to flextime.
2.
Select one of the careers that seems suited to telecommuting. What job
functions do you think could be performed at home or from another remote
location?
Answers will vary depending on students’ responses.
3.
Thinking about the same career, do you think it would be possible to split the
job’s responsibilities with a co-worker under a job-sharing arrangement?
What issues, if any, might you need to resolve first?
Answers will vary depending on students’ responses. Be sure to support students in
considering the ways in which a team approach could help them to view the duties of
their jobs in a new way.
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Developing Your Research Skills
Select one or two articles from recent issues business journals or newspapers (print or online
editions) that relate to employee motivation or morale.
1.
What is the problem or trend discussed in the article(s) and how is it
influencing employee attitudes or motivation?
Answers will vary, as they will depend upon the articles selected by the students.
2.
Is this problem unique to this company, or does it have broader implications?
Who is affected by it now, and whom do you think might be affected by it in
the future?
Answers will vary, as they will depend upon the articles selected by the students.
3.
What challenges and opportunities does this situation present to the
company or industry? The employees? Management?
Answers will vary, as they will depend upon the articles selected by the students.
Exploring the Best of the Web
URLs for all Internet exercises are provided at the website for this book,
www.prenhall.com/bovee. When you log on to the text website, select Chapter 10, then select
“Student Resources,” click on the name of the featured website, and follow the detailed
navigational directions to complete these exercises.
Explore these chapter-related websites, review their content, and answer the following
questions for each website you visit:
1.
What is the purpose of this website?
2.
What kinds of information does this website contain? Please be specific.
3.
How is the information provided at this website useful for businesspeople?
Consumers?
4.
How did you expand your knowledge of motivation and employeemanagement relations by reviewing the material at this website? What new
things did you learn about these topics?
Working Hard on the Web
Frustrated workers and managers now have a place to go to voice their opinions, commiserate
with other, and get advice on how to motivate employees. This place is Hard@Work, a website
created “to reduce the oversupply of fear and alienation in the workplace by meeting the pentup demand for constructive communication about what is happening on the job.” Visitors can
hand around the “Water Cooler” to chat with others about work issues and careers; play
“Stump the Mentor,” which offers suggestions for handling sticky work situations; or dig into
the “Rock Pile,” which features realistic case studies. Hard@Work offers something for workers
and job seekers alike.
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www.hardatwork.com
1.
What is the purpose of this website?
The purpose of this website is to provide easily understandable information to
employees and managers about topics/concerns that are found in the workplace. This
information comes in the form of short articles and the ability to discuss concerns with
other visitors.
2.
What kinds of information does this website contain? Please be specific.
This information comes in the form of short articles and the ability to discuss concerns
with other visitors. There is “The Water Cooler” that allows discussions among visitors;
“Stump the Mentor,” which is a question/answer section; “The Company Store,” which
provides for online purchasing of books, etc. about the workplace and “The Rock Pile,”
which contains articles on the following topics:
•
Challenge to Authority – The Big Huff
•
Employee Participation – The Day the Music Stopped
•
Leave Policy – Pregnant Pauses
•
Office Politics – The Tricky Backhand
•
On-the-Job Romance – Assuming the Position
•
Salary – The Lion's Share
•
Threatening Behavior – The Exploding Mechanic
•
Work Life/Home Life – The Disappearing Act
3.
How is the information provided at this website useful for businesspeople?
Consumers?
The information provided is aimed specifically at businesspeople. While not particularly
cutting edge in terms of scholarly material, this website is useful to those who want to
be introduced to issues they will encounter in the workplace.
4.
How did you expand your knowledge of motivation and employeemanagement relations by reviewing the material at this website? What new
things did you learn about these topics?
Students’ answers will vary depending upon where they spent time at this website.
However, they should be able to provide some insights they gained about organizational
life and the issues that workers and managers encounter.
Learn the Language of Equal Opportunity
The Equal Employment Opportunity Commission (EEOC) offers an extensive array of
information online for both employees and employers. Explore the categories of employment
discrimination and learn how the government defines each type. Learn more about the
employment laws that employers are expected to follow, or see the steps employees can take
when they believe they have been discriminated against.
www.eeoc.gov
1.
What is the purpose of this website?
This extensive website is invaluable for finding information about equity in the
workplace.
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2.
What kinds of information does this website contain? Please be specific.
The following list of links can be found at the homepage of this website.
About Equal Employment Opportunity (EEO)
Federal EEO Laws
Discriminatory Practices
Employers And Other Entities Covered By EEO Laws
Discrimination by Type:
Facts and Guidance
Age
Disability
Equal Pay
National Origin
Pregnancy
Race
Religion
Retaliation
Sex
Sexual Harassment
Filing a Charge of Discrimination
How to File a Charge
Contact Your Local Field Office
EEOC's Charge Processing Procedures
Mediation
Employers & EEOC
EEO-1 Survey
Small Businesses
EEOC Investigations
Mediation
Federal Agencies and Employees
Federal EEO Coordination
Information for Federal Employees and Applicants
Management Directive 715
Information for Agencies
Federal Sector Alternative Dispute Resolution
Federal Sector Training
Federal Sector Appellate Decisions (Including The Digest of EEO Law)
Reference and Research
Other EEOC Sites
About the EEOC
How to Contact Us
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The Commission
Commission Meetings
Initiatives:
§
Youth@Work
§
New Freedom
§
Freedom to Compete
Annual Reports
Strategic Planning
Commission Task Force Reports
Office of the Inspector General
EEOC History
FOIA/Privacy Act
Jobs at EEOC / SOARS
Doing Business with EEOC
Laws, Regulations and Guidance
Laws Enforced by EEOC
EEOC Regulations
Compliance Manual
Enforcement Guidances and Related Documents
Memoranda of Understanding
Title VII 40th Anniversary Celebration
Statistics
Enforcement Statistics
Employment Statistics
Special Reports
Census 2000 Special EEO File
Equal Employment Opportunity Data Posted Pursuant to the No Fear Act
Litigation
Statistics
Litigation Settlement Monthly Reports
Regional Attorneys' Manual
Office of General Counsel Annual Report: FY 2004
A Study of the Litigation Program: 1997 - 2001
Commission Appellate and Amicus Briefs
Training and Outreach
No-Cost Outreach and Education
Training Institute
Federal Sector Training
New Freedom Initiative Seminars
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Information in Print
EEOC Publications
EEOC Poster
3.
How is the information provided at this website useful for businesspeople?
Consumers?
This information is particularly helpful to employers in learning about their
responsibilities in ensuring workplaces that are free from discrimination. This website is
also useful for employees who want to learn more about how they are protected in the
workplace.
4.
How did you expand your knowledge of motivation and employeemanagement relations by reviewing the material at this website? What new
things did you learn about these topics?
Students’ responses will vary widely depending upon what they investigated at this
website. They should be able to provide information about the kinds of protection given
to workers against discrimination. They can be asked to consider whether that sort of
protection is motivating to employees, or de-motivating to employers.
Spreading the Union Message
Of all the websites devoted to union causes, the AFL-CIO’s site offers perhaps the most
extensive collection of statistics, information, and commentaries on union issues and programs.
The site is designed to educate members and prospective members about union activities and
campaigns. Topics include union membership campaigns, safety and family issues, and much
more. The AFL-CIO also maintains online directories with the e-mail addresses of members of
Congress plus sample letters to encourage communication with legislators. Browse this site to
get the latest on union initiatives as well as information about trends in the labor movement
today. What worker issues and advantages of union membership are being highlighted?
www.aflcio.org/home.htm
1.
What is the purpose of this website?
While student responses may vary, the following will address some possible answers.
The site is designed to educate members and prospective members about union
activities and campaigns.
2.
What kinds of information does this website contain? Please be specific.
While student responses may vary, the following will address some possible answers.
This website provides the following: extensive collection of statistics, information, and
commentaries on union issues and programs; union membership campaigns, safety and
family issues; latest on union initiatives; information about trends in the labor movement
today; worker’s rights; working families agenda; how and why people join unions.
3.
How is the information provided at this website useful for businesspeople?
Consumers?
While student responses may vary, the following will address some possible answers.
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This website is useful for both businesspeople and consumers because it provides
information such as what is listed above (#2). This information can help both
businesspeople and consumers alike to understand the importance of employee
participation and involvement on the job. Businesspeople can learn to encourage
employee involvement and include employees in the decision-making processed.
Consumers and businesspeople can also view the online directories with the e-mail
addresses of members of Congress plus sample letters to encourage communication
with legislators.
4.
How did you expand your knowledge of motivation and employeemanagement relations by reviewing the material at this website? What new
things did you learn about these topics?
Students’ responses will depend, in large part, on the material currently posted on the
website.
Answers to Boxed Features
Box 1: Safety and Security in a Complex World: Which Theory Will Solve the
Problem of Employee Theft?
Questions for Critical Thinking
1.
How should managers explain to their workforces the necessity to implement
security controls?
Manages may find that explaining to employees the exact costs incurred due to theft
may be helpful. These costs are transferred to lower expenditures on employees, such
as decreases in benefits, salaries and training, etc. As well as increased costs for
consumers, which all employees are. Managers could also use the framework of
Maslow, Herzberg or Equity Theory to assist employees in understanding when security
controls are being implemented. Employees could also be included in determining what
security controls should be implemented.
2.
Could Herzberg’s hygiene factors help explain employee theft and
embezzlement? Why or why not?
Herzberg’s theory suggests that hygiene factors – such as working conditions, company
policies, and job security – can influence employee dissatisfaction, but an improvement
in these factors will not motivate employees. Thus, his notion about hygiene factors
may explain why employees steal – they are feeling dissatisfied because of the working
conditions or lack of job security. However, an employer should not assume that simply
by improving those conditions that all theft will stop.
Box 2: Minding Your Own Business: Are We Having Fun Yet?
Questions for Critical Thinking
1.
Under which level of Maslow’s hierarchy of needs would you place having fun
at work?
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Having fun at work would most readily be included as part of Maslow’s Hierarchy in
terms of meeting social needs and perhaps esteem needs.
2.
Does fun have any role in serious workplaces, such as hospitals or power
plants? Explain your answer.
Experts in this area have found that having fun at work is critical to employees feeling
good about the organization in which they work. The article “Fun and the Bottom Line:
Using Humor to Retain Employees” by David Granirer talks about this very notion. This
article can be found at:
http://humanresources.about.com/od/employeeretention/l/aahumor_retain.htm. More
about David Granirer can be found at:
http://humanresources.about.com/gi/dynamic/offsite.htm?site=http://www.granirer.com
A Case for Critical Thinking
Brewing Up People Policies at Starbucks
Critical Thinking Questions
1.
Why do Starbucks’ human resources managers need to be kept informed
about any changes in the number and timing of new store openings planned
for the coming year?
When there is a shortage of labor and few people want to work behind a retail counter,
Starbucks’ aggressive global expansion plans requiring 700 new employees every month
to be recruited, trained, and retained creates quite a challenge for the human resources
managers. If the store opening schedule changes (i.e., picks up the pace or slows
down), the HR managers will have to increase or decrease the candidates in their
recruitment process accordingly.
2.
How does Starbucks benefit from using a part-time labor force?
Using the part-time labor force provides flexibility to both the company and the
employees. Starbucks’ motivation for the use of part-timers is not driven by saving
money in benefits because the company offers benefits to all employees (partners) who
are working at least 20 hours. The company can benefit from the use of part-time labor
force given that the labor shortage is creating a tough situation for any firms to obtain
qualified employees, especially in a retail environment. These employees can later be
converted into full-time employees if the company has the need and the employees are
willing.
3.
How does Starbucks’ liberal employee-benefits program help its employees
balance their work and family obligations?
It offers employees programs such as flextime, access to employee assistance
specialists, and referral for child-care and elder-care support. It allows the employees to
balance work and family obligations and in turn reduce the stress that may negatively
affect the workplace.
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4.
Go to Chapter 10 of this text’s website at www.prenhall.com/mescon and
click on the hotlink to get to the Starbucks website. Follow the online
instructions to see how Starbucks presents its HR policies to potential
employees. Browse the pages that discuss working at Starbucks, reading
about company culture, diversity, benefits, and learning and career
development, to answer the following questions: Why would Starbucks post
information about company culture in this section of the website? Why would
job candidates be interested in learning about the culture as well as the
employee benefits and training at Starbucks?
Starbucks posts information about company culture in this section to inform potential
employees what the values of the company are and to allow individuals to determine
whether they believe that there is a match between them and the company. Knowing up
front the value, benefits, and training information is a strong recruiting tool for
Starbucks. It may attract individuals who may not have considered the company, but
may become interested, given these benefits.
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