EMPLOYEE MOTIVATION,

TODAYS WORKFORCE AND

LABOR RELATIONS

What this module all about?

A pleasant day! I hope you’re fine! And find this module interesting to you. This module really
helps you to develop your knowledge in motivating your employees someday if you have a business.

What you are expected to learn?

Students who successfully complete this course will be able to:

1. Learn what is employment motivation
2. Identify some tips to motivate your employees
3. Know how important is the good labor relationships
4. Prepare yourself when you become a business man
 How to learn from this module?

I’d like you to imagine that you are the manager of the company. Do you have a great desire to
be a good manager to your employee someday?

Don’t afraid, because you can be a good manager. Be interested to this module and open your
mind to learned and study this module very well.

You can do it!

 Pre-test

Choose the correct answer.

1. It is a key to the overall effectiveness of an organization.
a. Employee motivation
b. Morale
c. Labor relations
2. It is defined as "psychological forces that determine the direction of a person's behavior
in an organization, a person's level of effort and a person's level of persistence."
a. Workforce
b. Motivating employees
c. Motivation
3. Giving employees more responsibility and decision-making authority increases their
realm of control over the tasks for which they are held responsible and better equips them
to carry out those tasks.
a. Innovation

b. Empowerment

c. Learning

4. It is different, diverse, and constantly changing.

a. Employee motivation
b. Morale
c. Labor relations
5. It can refer broadly to any dealings between management and workers about employment
conditions.
a. Employee motivation
b. Morale
c. Labor relations
EMPLOYEE MOTIVATION, TODAYS WORKFORCE AND LABOR RELATIONS

Motivating employees can be a manager's biggest challenge. Employee motivation is a key to the
overall effectiveness of an organization. An understanding of the applied psychology within a
workplace, also known as organizational behavior, can help achieve a highly motivated
workforce.

According to Gareth R. Jones and Jennifer M. George's book, "Contemporary Management,"

motivation is defined as "psychological forces that determine the direction of a person's behavior
in an organization, a person's level of effort and a person's level of persistence."

Jones and George list direction of behavior, effort and persistence as key components toward
motivation. The behavior that a person chooses is direction of behavior. Effort measures how
hard an employee works. Persistence occurs when an employee continues trying in the face of
difficulties, instead of giving up.

The intentions, desires, goals, and needs that determine human and animal behavior. An inquiry
is made into a person's motives in order to explain that person's actions.

Different roles have been assigned to motivational factors in the causation of behavior. Some
have defined motivation as a nonspecific energizing of all behavior. Others define it as recruiting
and directing behavior, selecting which of many possible actions the organism will perform. The
likely answer is that both aspects exist. More specific determinants of action may be
superimposed on a dimension of activation or arousal that affects a variety of actions
nonselective. The situation determines what the animal does; arousal level affects the vigor,
promptness, or persistence with which the animal does it.

Early drive theorists saw motivated behavior as adjunct to physiological mechanisms of

homeostasis, that is, the mechanisms by which the body regulates internal variables such as
temperature, blood sugar level, and the volume and concentration of body fluids. Thus,
motivated behavior forms part of a negative-feedback loop, an arrangement characteristic of
regulatory systems.

However, the homeostatic model faces difficulties. First, not all “basic biological drives” work
this way. Second, motivated behavior can be influenced by external as well as internal factors.
Since these external influences are not coupled with the animal's internal state, they can lead to
behavior that does not promote homeostasis and may even threaten it. To add to the complexity,
internal and external factors are not independent and additive; rather they interact with each
other. In such cases, internal influences affect behavior by setting the animal's responsiveness to
certain external signals. The interaction occurs in the opposite direction as well: external signals
can affect internal state. Third, especially in humans, vigorous and persistent goal-directed
behavior can occur in the absence of any physiological need.

Even relatively simple motives can be influenced by much more than the existing internal and
external situation. They respond to potential or expected factors, as registered by cognitive
apparatus. Even relatively simple motives such as hunger and thirst are responsive to cognitive
factors.

To a hungry rat, food becomes a goal. The rat will make various responses, including arbitrary
learned ones or operants that lead to contact with food. A rat can be trained to do whatever else is
necessary (within its capabilities) to attain its goal. It is this flexibility of goal-directed behavior
that justifies the concept of motivation. If an animal will do whatever is necessary to obtain food,
it must want food. Internal factors then may act by setting the goal status of environmental
commodities: the effect of hunger is to make food a goal.

If this idea is generalized, motivated behavior can be thought of as guided by a feedback control
system with a set point. A set point establishes a goal state which the control system seeks to
bring about. Behavior is controlled, not by present external or internal stimuli alone, but by a
comparison between the existing state of affairs and a desired state of affairs, that is, the set point
or goal, registered or specified within the brain. The animal then acts to reduce the difference
between the existing and the desired state of affairs.

This way of looking at motivation helps bridge the gap between simple motives in animals and
complex ones in humans. If to be motivated is to do whatever is necessary to bring about an
imagined state of affairs, then human motives can literally be as complex, and be projected as far
into the future, as human imaginations permit.
Another approach to motivation comes from ethology, which has formed links with cognitive
psychology. The broken-wing display of the piping plover provides an example. If a predator
approaches a nest with eggs, the parent bird may behave as if injured (hence easy prey) and thus
lead the intruder away from the nest. This action pattern is characteristic of the species and
unlearned in its gross topography; yet the bird monitors the intruder's behavior and modulates the
display accordingly. It may approach more closely and intensify the display if the intruder is not
at first diverted from its path. Thus a species-typical action pattern can be used in ways
suggestive of purpose and goal direction: the bird modifies it as necessary to promote the goal of
diverting the intruder.

Motivation and emotion are closely related. Indeed, it has been argued that emotions are the true
motivators and that other factors internal, situational, and cognitive take hold of behavior by way
of the emotions they evoke. In the simplest case, pleasure and displeasure have been recognized
for centuries as having motivational force. In more complex cases, the role of cognitive
operations, such as how an individual feels about an event, as well as what is done about it, can
depend heavily on how an individual thinks about it.

The culture in which an individual is raised has a powerful effect on how the individual behaves.
It has been argued that culture teaches its members what to believe are the consequences of a
specific action (cognitive), and how the individuals should feel about those consequences or
about the actions themselves.

Employee motivation is the level of energy, commitment, and creativity that a company's
workers apply to their jobs. In the increasingly competitive business environment of recent years,
finding ways to motivate employees has become a pressing concern for many managers. In fact,
a number of different theories and methods of employee motivation have emerged, ranging from
monetary incentives to increased involvement and empowerment. Employee motivation can
sometimes be particularly problematic for small businesses, where the owner often has spent so
many years building a company that he/she finds it difficult to delegate meaningful
responsibilities to others. But entrepreneurs should be mindful of such pitfalls, for the effects of
low employee motivation on small businesses can be devastating. Some of the problems
associated with unmotivated workers include complacency, declining morale, and widespread
discouragement. If allowed to continue, these problems can reduce productivity, earnings, and
competitiveness in a small business.

On the other hand, small businesses can also provide an ideal atmosphere for fostering employee
motivation, because employees are able to see the results of their contributions in a more
immediate way than in large firms. Besides increasing productivity and competitiveness, a highly
motivated work force can allow a small business owner to relinquish day-today, operational
control and instead concentrate on long-term strategies to grow the business. "Workers really do
want to be inspired about their work, and when they are, they work better, smarter, and harder,"
business coach Don Maruska told Entrepreneur.
Moreover, a business that institutes effective ways—whether tangible (such as a financial bonus)
or intangible (say, a plum assignment for an upcoming project)—of rewarding employees for
good work can be an invaluable tool in employee retention. "People enjoy working, and tend to
thrive in organizations that create positive work environments," one business researcher told HR
Focus. "[They thrive in] environments where they can make a difference, and where most people
in the organization are competent and pulling together to move the company forward.
Appropriately structured reward and recognition programs are important, but not exclusive,
components in this mix."

Employee motivation is the level of energy, commitment, and creativity that a company's
workers apply to their jobs. In the increasingly competitive business environment of recent years,
finding ways to motivate employees has become a pressing concern for many managers. In fact,
a number of different theories and methods of employee motivation have emerged, ranging from
monetary incentives to increased involvement and empowerment. Employee motivation can
sometimes be particularly problematic for small businesses, where the owner often has spent so
many years building a company that he/she finds it difficult to delegate meaningful
responsibilities to others. But entrepreneurs should be mindful of such pitfalls, for the effects of
low employee motivation on small businesses can be devastating. Some of the problems
associated with unmotivated workers include complacency, declining morale, and widespread
discouragement. If allowed to continue, these problems can reduce productivity, earnings, and
competitiveness in a small business.

On the other hand, small businesses can also provide an ideal atmosphere for fostering employee
motivation, because employees are able to see the results of their contributions in a more
immediate way than in large firms. Besides increasing productivity and competitiveness, a highly
motivated work force can allow a small business owner to relinquish day-today, operational
control and instead concentrate on long-term strategies to grow the business. "Workers really do
want to be inspired about their work, and when they are, they work better, smarter, and harder,"
business coach Don Maruska told Entrepreneur.

Moreover, a business that institutes effective ways—whether tangible (such as a financial bonus)
or intangible (say, a plum assignment for an upcoming project)—of rewarding employees for
good work can be an invaluable tool in employee retention. "People enjoy working, and tend to
thrive in organizations that create positive work environments," one business researcher told HR
Focus. "[They thrive in] environments where they can make a difference, and where most people
in the organization are competent and pulling together to move the company forward.
Appropriately structured reward and recognition programs are important, but not exclusive,
components in this mix."
What Motivates?

One approach to employee motivation has been to view "add-ins" to an individual's job as the
primary factors in improving performance. Endless mixes of employee benefits—such as health
care, life insurance, profit sharing, employee stock ownership plans, exercise facilities,
subsidized meal plans, child care availability, company cars, and more—have been used by
companies in their efforts to maintain happy employees in the belief that happy employees are
motivated employees.

Many modern theorists, however, propose that the motivation an employee feels toward his or
her job has less to do with material rewards than with the design of the job itself. Studies as far
back as 1950 have shown that highly segmented and simplified jobs resulted in lower employee
morale and output. Other consequences of low employee motivation include absenteesism and
high turnover, both of which are very costly for any company. As a result, "job enlargement"
initiatives began to crop up in major companies in the 1950s.

On the academic front, Turner and Lawrence suggested that there are three basic characteristics
of a "motivating" job:

1. It must allow a worker to feel personally responsible for a meaningful portion of the work
accomplished. An employee must feel ownership of and connection with the work he or
 she performs. Even in team situations, a successful effort will foster awareness in an
individual that his or her contributions were important in accomplishing the group's tasks.
2. It must provide outcomes which have intrinsic meaning to the individual. Effective work
that does not lead a worker to feel that his or her efforts matter will not be maintained.
The outcome of an employee's work must have value to himself or herself and to others
in the organization.
3. It must provide the employee with feedback about his or her accomplishments. A
constructive, believable critique of the work performed is crucial to a worker's motivation
to improve.

While terminology changes, the tenets of employee motivation remain relatively unchanged from
findings over half a century ago. Today's buzzwords include "empowerment," "quality circles,"
and “teamwork" All of these terms demonstrate the three characteristics of motivating jobs set
forth in the theory of Turner and Lawrence. Empowerment gives autonomy and allows an
employee to have ownership of ideas and accomplishments, whether acting alone or in teams.
Quality circles and the increasing occurrence of teams in today's work environments give
employees opportunities to reinforce the importance of the work accomplished by members as
well as receive feedback on the efficacy of that work.

In small businesses, which may lack the resources to enact formal employee motivation
programs, managers can nonetheless accomplish the same basic principles. In order to help
employees feel like their jobs are meaningful and that their contributions are valuable to the
company, the small business owner needs to communicate the company's purpose to employees.
This communication should take the form of words as well as actions. In addition, the small
business owner should set high standards for employees, but also remain supportive of their
efforts when goals cannot be reached. It may also be helpful to allow employees as much
autonomy and flexibility as possible in how their jobs are performed. Creativity will be
encouraged if honest mistakes are corrected but not punished. Finally, the small business owner
should take steps to incorporate the vision of employees for the company with his or her own
vision. This will motivate employees to contribute to the small business's goals, as well as help
prevent stagnation in its direction and purpose.

Motivation Methods

There are as many different methods of motivating employees today as there are companies
operating in the global business environment. Still, some strategies are prevalent across all
organizations striving to improve employee motivation. The best employee motivation efforts
will focus on what the employees deem to be important. It may be that employees within the
same department of the same organization will have different motivators. Many organizations
today find that flexibility in job design and reward systems has resulted in employees' increased
longevity with the company, improved productivity, and better morale.

EMPOWERMENT. Giving employees more responsibility and decision-making authority

increases their realm of control over the tasks for which they are held responsible and better
equips them to carry out those tasks. As a result, feelings of frustration arising from being held
accountable for something one does not have the resources to carry out are diminished. Energy is
diverted from self-preservation to improved task accomplishment.

CREATIVITY AND INNOVATION. At many companies, employees with creative ideas do

not express them to management for fear that their input will be ignored or ridiculed. Company
approval and toeing the company line have become so ingrained in some working environments
that both the employee and the organization suffer. When the power to create in the organization
is pushed down from the top to line personnel, employees who know a job, product, or service
best are given the opportunity to use their ideas to improve it. The power to create motivates
employees and benefits the organization in having a more flexible work force, using more wisely
the experience of its employees, and increasing the exchange of ideas and information among
employees and departments. These improvements also create an openness to change that can
give a company the ability to respond quickly to market changes and sustain a first mover
advantage in the marketplace.

LEARNING. If employees are given the tools and the opportunities to accomplish more, most
will take on the challenge. Companies can motivate employees to achieve more by committing to
perpetual enhancement of employee skills. Accreditation and licensing programs for employees
are an increasingly popular and effective way to bring about growth in employee knowledge and
motivation. Often, these programs improve employees' attitudes toward the client and the
company, while bolstering self-confidence. Supporting this assertion, an analysis of factors
which influence motivation-to-learn found that it is directly related to the extent to which
training participants believe that such participation will affect their job or career utility. In other
words, if the body of knowledge gained can be applied to the work to be accomplished, then the
acquisition of that knowledge will be a worthwhile event for the employee and employer.

QUALITY OF LIFE. The number of hours worked each week by American workers is on the
rise, and many families have two adults working those increased hours. Under these
circumstances, many workers are left wondering how to meet the demands of their lives beyond
the workplace. Often, this concern occurs while at work and may reduce an employee's
productivity and morale. Companies that have instituted flexible employee arrangements have
gained motivated employees whose productivity has increased. Programs incorporating flextime,
condensed workweeks, or job sharing, for example, have been successful in focusing
overwhelmed employees toward the work to be done and away from the demands of their private
lives.

MONETARY INCENTIVE. For all the championing of alternative motivators, money still
occupies a major place in the mix of motivators. The sharing of a company's profits gives
incentive to employees to produce a quality product, perform a quality service, or improve the
quality of a process within the company. What benefits the company directly benefits the
employee. Monetary and other rewards are being given to employees for generating cost-savings
or process-improving ideas, to boost productivity and reduce absenteeism. Money is effective
when it is directly tied to an employee's ideas or accomplishments. Nevertheless, if not coupled
with other, nonmonetary motivators, its motivating effects are short-lived. Further, monetary
incentives can prove counterproductive if not made available to all members of the organization.

OTHER INCENTIVES. Study after study has found that the most effective motivators of
workers are nonmonetary. Monetary systems are insufficient motivators, in part because
expectations often exceed results and because disparity between salaried individuals may divide
rather than unite employees. Proven nonmonetary positive motivators foster team spirit and
include recognition, responsibility, and advancement. Managers, who recognize the "small wins"
of employees, promote participatory environments, and treat employees with fairness and respect
will find their employees to be more highly motivated. One company's managers brainstormed to
come up with 30 powerful rewards that cost little or nothing to implement. The most effective
rewards, such as letters of commendation and time off from work, enhanced personal fulfillment
and self-respect. Over the longer term, sincere praise and personal gestures are far more effective
and more economical than awards of money alone. In the end, a program that combines
monetary reward systems and satisfies intrinsic, self-actualizing needs may be the most potent
employee motivator.

High motivation is the key to success in any endeavor. It may come from within a person
(intrinsic motivation) or from external influences (extrinsic motivation). For example, intrinsic
motivation is derived from engaging in exercise for its own sake, for the satisfaction and the
sheer enjoyment it brings, and for no external reason. Those who are intrinsically motivated give
up less easily and generally achieve higher levels of fitness than those who are solely motivated
by external rewards such as praise, money, and trophies.

The motivation to lose weight may also have intrinsic and extrinsic components: the dieter may
get a great sense of well being from eating healthily (intrinsic motivation), or may be dieting
mainly to acquire a body shape that gains praise and acceptability (extrinsic motivation).

Coaches and trainers recognize the importance of motivation and often adopt special strategies to
improve or maintain it. Motivational strategies include providing competition; giving pep talks,
praise and constructive criticism; and setting appropriate short-term goals. In order to train
successfully, exercisers must have sufficient motivation to expend time and energy on their
training and be able to endure a certain amount of fatigue, boredom, and discomfort. Many
coaches adopt the attitude encapsulated in the phrase ‘No pain, no gain!’, but this should not be
taken as an exhortation to over train and become injured or ill.
TODAYS WORKFORCE

Today's workplace is different, diverse, and constantly changing. The typical employer/employee
relationship of old has been turned upside down. The combination of almost limitless job
opportunities and less reward for employee loyalty has created an environment where the
business needs its employees more than the employees need the business.

The Five-Step PRIDE Model

Management's new challenge is to transform a high-turnover culture to a high-retention culture.

Retaining and motivating workers requires special attention and the responsibility falls squarely
on the shoulders of HR as well as managers and supervisors at all levels. They have to create a
work environment where people enjoy what they do, feel like they have a purpose and have pride
in the mission of the organization. It requires more time, more skill, and managers who care
about people. It takes true leadership.

Managers can improve their leadership position and motivate individuals within their
organizations by following the five-step PRIDE model:

• Provide a positive working environment

• Recognize, Reward and Reinforce the Right Behavior
 • Involve everyone
• Develop their skills and potential
• Evaluate and improve continuously

STEP 1 -- PROVIDE A POSITIVE

WORKING ENVIRONMENT

You don't have to be the highest paying employer to provide a positive and attractive work
environment. One of the most important factors is how employees "feel" about the company.
Motivated workers are more committed to the job and to the customer. On the other hand, de-
motivating workplaces force workers to vote with their feet.

Take for example Rodger McAlister who owns a construction equipment dealership in
Kentucky. His turnover is almost nonexistent. His employees and service technicians share a
profit-sharing plan that possibly means $700,000 upon retirement. Every year employees
celebrate their work anniversary with a cake and receive $100.00 for each year employed. Twice
a year employee's children receive a $50 savings bond when they bring in their "all A's" report
card. To minimize the we-they syndrome, every Friday employees rotate jobs. The person in the
parts department becomes a service technician and visa versa. This builds a stronger team and
improves both communication and retention.
 STEP 2 -- RECOGNIZE,
REWARD AND REINFORCE
THE RIGHT BEHAVIOR

Reward and recognition is not just a nice thing to do, but a critical element in the management
toolkit. People have a basic human need to feel appreciated and recognition programs help meet
that need. The second aspect of this science is management must create consequences for the
behavior important for business success.

One of the easiest and most effective recognition programs is "peer recognition." Peer
recognition allows employees to reward each other for doing a good job. It works because
employees themselves know whom works hard and deserves recognition. Also, workers may
value each other's opinion more than their supervisor's. (Peer pressure) Managers can't be
everywhere all the time. Therefore, the employees are in the best position to catch people doing
the right things.
 STEP 3 -- INVOLVE
EVERYONE

Studies show that having workers involved at all levels has a major impact on improving morale
and motivation. TD Industries in Dallas, Tex., has a unique way of making its employees feel
valued and involved. One wall in the company has the photographs of all employees who have
been with the company more than five years. This involvement program goes beyond just
photographs, slogans, posters, and HR policies. There are no reserved parking spaces for
executives. Everyone uses the same bathrooms and the same water fountains. Everyone is an
equal. Maybe that's why TD Industries was listed last year by Fortune magazine as one of the
Top 100 Best Companies
 STEP 4 -- DEVELOP
WORKER'S SKILLS
AND POTENTIAL

Well-trained employees are more capable and willing to assume greater control and ownership
over their jobs. They need less supervision, which frees management for other tasks. Employees
are more capable of taking care of customers, which builds stronger customer loyalty. All this
leads to better management-employee relationships.

When former Intel executive David House became CEO of Bay Networks, he realized the
troubled computer manufacturer's problems involved some basic fundamentals. To solve the
problem, he created four courses to teach the practices that he'd set in place at Intel: Decision-
Making, Straight Talk, Managing for Results, and Effective Meetings. He personally taught the
courses to Bay's 120 highest-ranking executives who, in turn, taught the same courses to the
other 6,000 employees. His personal example had a major impact on the entire company.

Here are some tips for setting up your own processes to help develop the potential of your
employees:

• Explain the “big picture” for the company and how this influences their employment and
growth.
• Provide feedback on the employee's performance. Be specific; mention a particular
situation or activity.
• Make sure they understand the company's expectations.
• Involve the employee in the decision-making process whenever possible.
• Listen to their ideas and suggestions.
• Give them room to do the job without unnecessary restrictions.
• Pay for employees to attend workshops and seminars.
• Offer on-site classes where employees can learn new skills or improve upon old ones.
• Challenge them with lots of responsibility.
 STEP 5 -- EVALUATE
AND IMPROVE
CONTINUOUSLY

Continuous evaluation and never ending improvement is the final step of the PRIDE system. The
primary purpose of evaluation is to measure progress and determine what needs improving.
Continuous evaluation includes, but is not limited to, the measurement of attitudes, morale,
turnover and motivation of the workforce. It includes the identification of problem areas needing
improvement and the design and implementation of an improvement plan.

Businesses continue to search for the competitive advantage. It won't be found with gimmicks or
within the latest management fad. The true competitive advantage is found within the hearts and
minds of motivated people proudly working together and led by people driven by a higher
purpose.
LABOR RELATIONS

Labor Relations can refer broadly to any dealings between management and workers about
employment conditions. Most commonly, however, labor relations refers to dealings between
management and a workforce that is already unionized, or has the potential to become unionized.
Labor relations is thus crucial to industries like autos and airlines with heavily unionized
workforces. In the U.S., labor relations were profoundly affected by the National Labor
Relations Act, passed during the 1930s, which gave workers the right to form unions and bargain
collectively. Labor relations have also been importantly affected by passage of the Taft-Hartley
Act, which prohibited the "closed shop," as well as the introduction of right-to-work laws in
more than 20 states. By the early 21st century, labor relations were less affected by labor unions,
to which only 8% of private sector workers belonged in 2004, about half of the rate in 1983. The
decline reflects the increase in labor relations consultants, who have helped managements avoid
unionization.
 Post-Test

Choose the correct answer on the blank.

1. Continuous evaluation and never ending improvement is the final step of the PRIDE
system.

a. EVALUATE AND IMPROVE CONTINUOUSLY

b. DEVELOP WORKER'S SKILLS AND POTENTIAL

c. RECOGNIZE, REWARD AND REINFORCE THE RIGHT BEHAVIOR

2. Well-trained employees are more capable and willing to assume greater control and
ownership over their jobs.

a. EVALUATE AND IMPROVE CONTINUOUSLY

b. DEVELOP WORKER'S SKILLS AND POTENTIAL

c. RECOGNIZE, REWARD AND REINFORCE THE RIGHT BEHAVIOR

3. Studies show that having workers involved at all levels has a major impact on improving
morale and motivation.

a. EVALUATE AND IMPROVE CONTINUOUSLY

b. DEVELOP WORKER'S SKILLS AND POTENTIAL

c. INVOLVE EVERYONE
4. It is different, diverse, and constantly changing.
a. Employee motivation
b. Morale
c. Labor relations
5. It is defined as "psychological forces that determine the direction of a person's behavior
in an organization, a person's level of effort and a person's level of persistence."
a. Workforce
b. Motivating employees
c. Motivation
6. It is a key to the overall effectiveness of an organization.

a. Employee motivation
b. Morale
c. Labor relations
7. Giving employees more responsibility and decision-making authority increases their
realm of control over the tasks for which they are held responsible and better equips them
to carry out those tasks.
a. Innovation
b. Empowerment
c. Learning
8. It can refer broadly to any dealings between management and workers about employment
conditions.
a. Employee motivation
b. Morale
c. Labor relations
9. Reward and recognition is not just a nice thing to do, but a critical element in the
management toolkit.

a. PROVIDE A POSITIVE WORKING ENVIRONMENT

b. DEVELOP WORKER'S SKILLS AND POTENTIAL

c. INVOLVE EVERYONE

10. You don't have to be the highest paying employer to provide a positive and attractive
work environment.

a. PROVIDE A POSITIVE WORKING ENVIRONMENT

b. DEVELOP WORKER'S SKILLS AND POTENTIAL

c. INVOLVE EVERYONE
 References

• Contemporary Management; Gareth R. Jones and Jennifer M. George; 2008

Resources

• Mind Tools: How Good are Your Motivation Skills?

• Further Reading:
• Britton, Paul B., Samantha J. Chadwick, and Terry Walker. "Rewards of Work." Ivey
Business Journal. May 1999.
• Clark, Catherine S., Gregory H. Dobbins, and Robert T. Ladd. "Exploratory Field Study
of Training Motivation." Group & Organization Management. September 1993.
• Coates, Joseph F., and Jennifer Jarrett. "Workplace Creativity." Employment Relations
Today. Spring 1994.
• Frase-Blunt, Martha. "Driving Home Your Awards Program." HRMagazine. February
2001.
• Herzberg, Frederick. "One More Time: How Do You Motivate Employees?" Harvard
Business Review. January-February 1968.
• Kennish, John W. "Motivating with a Positive, Participatory Policy." Security
Management. August 1994.
• Kinni, Theodore B. "The Empowered Workforce." Industry Week. September 19, 1994.
• McGarvey, Robert. "Inspiration Points: Unmotivated Employees Could Cost You Your
Business." Entrepreneur. September 1997.
• Parker, Owen. "Pay and Employee Commitment." Ivey Business Journal. January 2001.
• "Well-Structured Employee Reward/Recognition Programs Yield Positive Results." HR
Focus. November 1999.

Prepared by:

Shayne Elica R. Posadas

BBTE 3-2