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Day 2 – Morning PresentationHRM Focus

Recruiting Retention – how to retain key

skills Rouse Re-Developing Skills

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What do people want from work?

What makes you happy at work? Small group discussion

Herzberg’s Motivation Theory

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Studies have shown that people are motivated …

Intrinsic 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 Motivation that comes from outside the person,

such as pay, bonuses, and other tangible rewards.

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Agenda

Intrinsic1. Job design2. Job rotation3. Job enlargement4. Job enrichment5. Organizational

Culture6. Work * Life

Balance

Extrinsic1. Compensation2. Other incentives3. Types of plans4. Satisfying Needs

Other – Equity perceptions

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• Autonomy - choice

• Variety – non repetition

• Task Identity – like what they do

• Feedback – want to know how they are doing

• Task Significance - meaning

Intrinsic Considerations

Variety

Job rotation moves employees from job to job. Jobs themselves are not actually changed; only the workers are rotated.

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Job Rotation

Variety

Job enlargement expands the number of related tasks in the job. It adds similar duties to provide greater variety.

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Job Enrichment

Job enrichment adds new sources of needs satisfaction to jobs. It increases responsibilities, autonomy, and control.

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Personal Experiences?

1. Job rotation2. Job enlargement3. Job enrichment

Which did you like the most?

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Organizational Culture (Intrinsic Motivation)

What is the culture of your School?

How would you describe it to others?

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Examining Organizational Cultures

Cultures are collective beliefs that in turn shape

behavior. They are a form of a shared paradigm.

Cultures are based in part on emotion which are

particularly conspicuous when change is

threatened.

Cultures are based on a foundation of history.

The potential loss of the past in part explains the

resistance to change.

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Examining Organizational Cultures

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.

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Schein – what creates culture

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?

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Work life Balance (Intrinsic Motivation)

Alternative work schedules 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

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Summary - Intrinsic Well designed job; Interesting job Responsibility Control Meaning Safe Performance /

inclusive Culture; Work/life balance

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Extrinsic - Compensation 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

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Jeffry Pfeffer - article Use of variable pay contingent on

some measure of performance is a key HRM success factor.

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Objectives of Compensation Plans

Acquire qualified individuals Retain present employees Ensure equity Reward desired behaviour Control costs Comply with legal

requirements Administrative efficiency

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Types of Compensation Plans

Piece work Skills-based pay Profit-related pay Profit sharing Individual

performance-related pay

Team-based pay Employee stock

ownership plan

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Maslow revisited(or why compensation works)

Pay Levels

Absolute

Relative

Needs Served

Physiological & Security (food, clothing, shelter)

Social & Esteem (keeping up with the Jones)

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Discussion – Record Company Executives - stock up1$ =

$1,500 Hourly - 10% sales

increased = get a day holiday

Production - $.25 / record Sales - new store = $50Questions

Problems with system? Recommendations? Why?

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Compensation Issue - Equity

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.

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Challenges To Equity

Market Forces - some jobs need to be paid more (others less)

Union power Productivity - value

added Government

constraints minimum wage contracts with

Government Individual Perceptions

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Employee Motivation &Job Satisfaction

Direction, intensity, duration - key points regarding motivation

JobSatisfaction

PerformanceJob

Satisfaction

Performance

Equitable Rewards

causes

causes

We hope for:

Teamwork and collaboration

Innovative thinking and risk taking

Development of people skills

Employee involvement and empowerment

High achievement

Long-term growth

Commitment to total quality

Candor

But we reward:

The best individual team members

Proven methods and no mistakes

Technical achievements and accomplishments

Tight control over operations, resources

Another year’s efforts

Quarterly earnings

Shipment on schedule, even with defects

Reporting good news

Management Reward Follies

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Summary - Opportunities for improving Employee Retention 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 Valued benefits Safe

Job enrichment and job satisfaction

Alternative work schedules

Family leave Child care services Training opportunities Promotion Internal transfers Diversity management Prevention of sexual

harassmentExtrinsic

Intrinsic

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Case Study

Evaluating the non-traditional Incentive Systems at Howe 2 Ski Store

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.

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Case Summary 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?

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

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Company Feedback 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)