human management Flashcards
Human resource management
is the organisation of employees’ roles, pay and working conditions.
Staff need to be motivated and satisfied in their jobs in order to work at optimum capacity and assist in the achievement of business objectives.
Effective human resource management enables a business to have highly motivated staff and who want to remain working for the business.
Business objectives
are the outcomes that business sets out which they want to achieve.
- to make a profit
- fulfil a market need
Maslow’s Hierarchy of Needs
is a motivational theory that suggests people have five fundamental needs, and their sequential attainment of each need acts as a source of motivation.
5 levels of hierarchy
PHYSIOLOGICAL:
are the lowest-order needs in the hierarchy. These needs are the basic requirements for human survival, such as food, water, and shelter.
satisfactory pay for survival.
SAFETY AND SECURITY:
are the desires for protection from dangerous or threatening environments.
safe working conditions, job security.
SOCIAL NEEDS:
are the desires for a sense of belonging and friendship among groups, both inside and outside the workplace.
teamwork, involvement in decision-making, supportive management.
ESTEEM NEEDS:
are an individual’s desires to feel important, valuable, and respected.
responsibility, promotion, recognition, e.g “employee of the month.”
SELF-ACTUALISATION NEEDS:
are the desires of an individual to reach their full potential through creativity and personal growth.
creative, interesting jobs, opportunities for advancement.
The four drive theory:
is a motivational theory that suggests that people strive to balance four fundamental desires. It can be applied to business settings by a manager to improve employee motivation.
The Drive to Acquire:
The desire to achieve rewards and high status.
In a business setting the drive to acquire motivates employees who want to receive financial rewards and non-financial rewards.
Drive to Bond:
The drive to bond is the desire to participate in social interactions and feel a sense of belonging.
Employees that are motivated by the drive to bond seek to engage in social activities with other people and develop positive relationships.
A manager can fulfil the drive to bond by creating an environment that promotes work-related and personal interactions.
eg. Encouraging group work and introducing boding activities
The Drive to Learn:
The Drive to learn is the desire to gain knowledge, skills and experience.
Employees that are motivated by the drive to learn seek to improve their capabilities at work through training, mentoring, and taking responsibility for new tasks.
Managers can cater to this drive by offering opportunities to educate and upskill employees.
Managers may fulfil the drive to learn by taking measures to create continuous learning environments
Eg. Assigning challenging work tasks to employees to broaden their range of skills
The Drive to Defend:
The desire to protect personal security as well as the values of business.
An employee is motivated by the drive to defend when they are required to protect their personal position within the business and the business’s values. In doing so, an employee can ensure they preserve their own safety, fair treatment, job security, and the values of the business.
eg. job contracts and Implementing policies using employee input
LOCKE AND LATHAM’S GOAL SETTING THEORY
The Goal Setting Theory:
is a motivation theory that states that employees are motivated by clearly defined goals that fulfil five key principles.
The theory proposes that managers should set goals that fulfil the five criteria in order to effectively motivate employees within the workplace.
5 key principles of goal setting
clear, challenging, complex, commitment and feedback.
Motivational strategies part 1
Performance related pay
is a financial reward that employees receive for reaching or exceeding a set business goal.
Employees are motivated by performance-related pay as it links their performance to increased remuneration.
This generally leads to employees feeling that they can personally gain from putting more effort into their work.
eg. pay increase
Career advancement
is the upwards progression of an employee’s job position.
This can be achieved through promoting employees or giving them more challenging tasks.
eg. ensuring employees are aware of any senior positions that need to be filled.
Investment in training
is allocating resources to improve employee skills and knowledge.
It equips employees with the expertise required to perform at a higher level and can motivate them by providing opportunities to develop their abilities through their work.
eg. providing employees with mentoring and training programs within the business
Support strategies
involve providing employees with any assistance that improves their satisfaction at work.
Support motivates employees as it allows them to feel valued, understood, and considered by their managers.
eg. Recognising achievements through rewards or personal recognition.
Sanction strategies
involve penalising employees for poor performance or breaching business policies.
Employees are motivated by sanctions as they fear punishment for failing to fulfil a business’s expectations.
eg. Verbally warning employees and reduce employment hours
Employee training
Training is the process of providing staff with knowledge and/or skills required to do a particular job.
On the job training
(on site)
involves employees improving their knowledge and skills within the workplace.
eg. mentoring
Off-the-job training
(off site)
involves employees improving their knowledge and skills in a location external to the business.
involve sending employees off-site to perform specialised courses where professional instructors teach them how to perform their job to a higher standard.
PERFORMANCE MANAGEMENT STRATEGIES
is the practice undertaken by a business to drive decisions about employee performance, remuneration, promotion, transfers, disciplinary procedures, training and development needs and ultimately termination.
