cards 3

1. Why Motivation Matters

• Structure alone isn’t enough; employees must be committed to goals.
  
  

• Motivating employees = key management function.
  
  

• Managers must treat employees as people, not machines.
  
  

• Motivation comes from pay, recognition, growth opportunities, work environment, etc.
  
  

2. Early Perspectives on Motivation

• Pre-Industrial Revolution: small businesses → productivity straightforward.
  
  

• Industrial Revolution: factories needed management strategies for large groups.
  
  

Taylor’s Scientific Management

• Jobs broken into specialized tasks for efficiency.
  
  

• Focused on piece-rate pay.
  
  

• Critique: ignores human satisfaction.
  
  

Hawthorne Studies

• Employee satisfaction increases productivity.
  
  

• Pay isn’t the only motivator → social factors matter.
  
  

• Gave rise to the human relations movement.
  
  

3. Motivation Theories

Maslow’s Hierarchy of Needs

• Needs order: Physiological → Safety → Social → Esteem → Self-actualization.
  
  

• People are motivated by unmet needs at the lowest level.
  
  

Theory X & Theory Y (Douglas McGregor)

• Theory X: people dislike work → need control & coercion.
  
  

• Theory Y: people enjoy work → will commit to goals and seek responsibility.
  
  

ERG Theory (Clayton Alderfer)

• Existence: basic needs.
  
  

• Relatedness: social needs.
  
  

• Growth: personal development.
  
  

• Overlapping needs allowed.
  
  

• Includes frustration-regression.
  
  

Herzberg’s Two-Factor Theory

• Maintenance factors: pay, security → prevent dissatisfaction.
  
  

• Motivation factors: recognition, responsibility → increase satisfaction.
  
  

Reinforcement Theory

• Behavior shaped through rewards & punishments.
  
  

Equity Theory

• Motivation affected by perceived fairness of rewards relative to effort.
  
  

Expectancy Theory

• Motivation = how much an employee wants a reward × how likely they believe they can achieve it.
  
  

4. Goal-Setting & Management Techniques

Goal-Setting Theory

• Employees are motivated when they and managers set goals together.
  
  

• Effective goals are tough but achievable and clearly measurable.
  
  

Management by Objectives (MBO)

• Developed by Peter Drucker (1954).
  
  

• Focus on results, not activities.
  
  

• Steps:
  
  

  1. Agree on objectives.
     
     

  2. Clarify roles/responsibilities.
     
     

  3. Evaluate performance regularly.
     
     

  4. Collaborate & provide support.
     
     

• Key: collaborative goal-setting + management support.
  
  

Flexibility to Motivate

• Modern workforce needs flexibility: flextime, job sharing, telecommuting.
  
  

• Helps attract and retain diverse employees.
  
  

Job Enrichment & Empowerment

• Job enrichment: increase variety, responsibility, control over tasks.
  
  

• Counteracts boredom of repetitive tasks (opposite of Taylor’s specialization).
  
  

• Includes job enlargement, job rotation, job redesign.
  
  

• Job rotation example: GE leadership program → rotates employees through roles to train & motivate.
  
  

• Empowerment: involve employees in decisions → increases commitment.
  
  

• Can include employee ownership (ESOPs) → direct reward for company success.
  
  

5. Practical Takeaways for Managers

• Combine classical theories with Equity & Expectancy theories.
  
  

• Money alone isn’t enough → recognition, growth, empowerment, flexibility matter.
  
  

• Engage employees in goal-setting → increases commitment.
  
  

• Ensure fair reward distribution and clear communication.
  
  

• Job enrichment & empowerment → motivated, stable workforce.
  
  

Unit 5: Lesson 9 – Attracting and Keeping the Best Employees

1. What is HRM?

• Human resources (HR): the people who work for a company. They are valuable because they can leave anytime, unlike machines.
  
  

• HRM (Human Resources Management): everything a company does to manage its employees.
  Three main goals:
  
  

  1. Hire people (acquisition)
     
     

  2. Keep them happy and productive (maintenance)
     
     

  3. Help them grow and improve (development)
     
     

• HR tasks are shared: small companies → managers do HR; big companies → HR department helps.
  
  

2. Planning for Employees

• Companies need to plan how many employees they will need and what skills are required.
  
  

• Ways to plan:
  
  

  1. Simple: hire more if sales grow.
     
     

  2. Advanced: use computer models.
     
     

• Helpful tools:
  
  

  1. Replacement chart: shows who could replace key employees if needed.
     
     

  2. Skills inventory: list of employees’ skills and experience.
     
     

3. Job Analysis

• Job analysis: figuring out what a job involves and what skills are needed.
  
  

• Outputs:
  
  

  • Job description: tasks and responsibilities
    
    

  • Job specification: skills, knowledge, and experience needed
    
    

• Job analysis helps with hiring, pay, and performance reviews.
  
  

• Needs updating if: the company reorganizes, grows, or technology changes.
  
  

4. Diversity in the Workplace

• Diversity: differences in people (gender, age, culture, religion, abilities).
  
  

• Why it matters:
  
  

  • Brings new ideas and creativity
    
    

  • Attracts more talent
    
    

  • Helps understand customers better
    
    

• Example: Canada’s workforce is very diverse (women ≈ 48%, older workers ≈ 19%, university grads ≈ 31%).
  
  

5. Recruiting Employees

• Recruiting: attracting qualified candidates.
  
  

• Steps: 1) attract, 2) screen, 3) interview, 4) compare, 5) check references, 6) offer job.
  
  

• Methods:
  
  

  • Old: newspapers, radio, TV
    
    

  • Modern: job fairs, networking, online platforms (LinkedIn, company websites)
    
    

  • Employee referrals (current workers recommend friends)
    
    

6. Pay and Benefits

• Compensation: salary + bonuses + benefits.
  
  

• Needs to be:
  
  

  • Competitive → attract talent
    
    

  • Fair → keep employees
    
    

  • Affordable → company still makes profit
    
    

• Extra perks: flexible hours, childcare, education support, career growth opportunities.
  
  

• Example: Google → free meals, fitness classes, laundry, haircuts, concierge services.
  
  

7. Orientation and Training

• Orientation: helps new employees get familiar with the company, their job, and expectations.
  
  

• Training: improves employees’ skills to do their jobs better.
  
  

• Development: teaches skills for future roles (time management, leadership, creativity).
  
  

• Methods: on-the-job, classroom, online courses, seminars
  
  

8. Performance Reviews

• Performance appraisal: review of how well employees are doing.
  
  

• Helps decide promotions, training needs, or improvements.
  
  

• Can include 360-degree feedback: feedback from peers, bosses, and subordinates.
  
  

9. HR Laws

• HR laws protect employees and make workplaces safe.
  
  

• Cover: rights, safety, and anti-discrimination (race, gender, age, abilities).
  
  

HR staff teach managers to follow these laws.