Human Resources and Motivation

Chapter 18
Human Resources and

Motivation
Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Management, 2nd edition NJ 07458. All Rights Reserved.
After Reading and Studying This
Chapter, You Should Be Able to:
Explain the importance of the job description
Give an example of how productivity standards
are determined
Name and describe the employment-related laws
Discuss how to select, recruit, and orient
employees
Identify methods of employee appraisal and
compensation
Describe motivation theories and industry
practice
Human Resources
Cited as a companys most valuable asset
Challenges:
Recruiting
Selecting
Retaining
Developing
Development of a trusting relationship

Issues in HR Management
Changing demographics
Turnover
Legal issues

Role of Human Resources
Department
Recruit and select talented associates
Maintain outstanding employee relations
Act as a standard bearer by ensuring
every associate meets/exceeds standards
Ensure legal compliance
Training and development

Important Terms
Task analysis
Job description
Job specification

Employment Law
The Civil Rights Act of 1964:
Title VII
EEOC
The Equal Pay Act of 1963
The Age Discrimination in Employment Act of 1967
The Immigration Reform and Control Act of 1986
The Americans with Disabilities Act
The Fair Labor Standards Act
The Pregnancy Discrimination Act of 1978
The Family Medical Leave Act of 1993

The HR Process
Recruitment finding the right person for the right
job
Selection choosing the person that best fits the
position
Orientation introducing new hires to the company,
its policies, procedures, and workplace specifics
Training teaching an employee how you need for
them to do their job
Development allowing employees to move through
the channels if they desire

Performance Appraisals
The process of comparing actual
performance to agreed-upon standards
Common distortions in performance
appraisals:
Recent behavior influence
The halo effect
Like-me syndrome

Motivational Theories
MacGregors Theory X and Theory Y
Herzbergs MotivationHygiene Theory
Maslows Heirarchy of Needs
The Goal Setting Theory
Reinforcement Theory
Equity Theory
Expectancy Theory

MacGregors Theory X
and Theory Y
Classifies human nature into two
categories
Motivational strategy is contingent upon
which category the person is classified in
Theory is flawed because most people
fall somewhere in between

Theory X Personality
Negative view
Pessimist
Little ambition
Generally dislikes work
Avoids responsibility
Needs constant supervision

Theory Y Personality
Positive
Primarily optimistic
Enjoys working
Seeks out responsibility
Needs little supervision
High level of ambition

Herzbergs Motivation-Hygiene
Theory
2 factors influence individual motivation:
Motivators:
Increase job satisfaction
Increase motivation
Hygiene:
Eliminate job dissatisfaction
Fail to motivate

Motivators
Work itself
Recognitions
Responsibility
Achievement
Growth
Advancement

Hygiene Factors
Company policies and administration
Salary
Working conditions
Relationship with supervisors
Relationships with peers
Relationships with subordinates
Security
Status

Maslows Heirarchy of Needs
People are motivated by need
There are levels of needs that motivate
Once a level is satisfied, the level is no
longer a motivator
Theory is flawed because once you
reach the top, there is nothing left to act
as a motivator

Figure 18-7
Maslows Hierarchy of Needs

The Goal-Setting Theory
Employees set goals and are motivated
by the reward and/or recognition that
accompanies the achievement
MBO
TQM
Employees are more likely to achieve
goals they helped to set.

Figure 18-8
Goal-Setting Theory

Reinforcement Theory
Behavior is a function of its own
consequences
Behavior is influenced by external
factors
Reinforcers
Focuses on action
Positive reinforcement

Equity Theory
Exchange of individual contributions for
rewards
3 variables:
The inputs an individual perceives she/he is
contributing
The outcome (rewards) an individual perceives
she/he is receiving
The way in which an individuals inputs and
outcomes compare to the inputs and outputs of
another

Expectancy Theory
People will put out effort equivalent to
the perceived rewards
Steps:
Personal effort leads to personal
achievement
Organizational rewards
Individual goals

Figure 18-9
Expectancy Model

Managing a Diverse
Workforce
Compressed workweek
Flex-time
Job sharing
Telecommuting

Pay-for-Performance
Programs
Piecework pay plan

Variable pay plan
Gainsharing plan
Stock options

Motivating the New
Workforce
Professional employees
Contingent workers
Low-skilled, minimum-wage employees

Suggestions for Motivating
Employees
Recognize individual differences
Match people to jobs
Use goals
Ensure that goals are perceived as attainable
Individualize rewards
Link rewards to performance
Check the system for equity
Dont ignore money

Trends in Motivation
Understand emotional aspects
Understand increased globalization
Develop employee skills and knowledge
Operate leaner
Telecommuting
Critical labor shortage

More Trends
Increased focus on employee retention
Increase use of flextime
F&B management positions are difficult to fill
Fewer people with basic skills
Legal issues are bringing increased concern
Training has become more important


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Chapter 18

Human Resources and

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Development of a trusting relationship

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Piecework pay plan

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

Walker: Introduction to Hospitality 2007 Pearson Education, Upper Saddle River,

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