human resources Flashcards
It is the phase of management concerned with the
engagement and effective utilization of
manpower to obtain optimum efficiency of human
resources
personal management
personal management also known as
personnel administration
It consists of a series of
activities intended to carry out the personnel
policies of the laboratory for the purpose of realizing
objectives of the organization
personnel program
What are the personnel program
- Employment
- Safety
- Employee relations
- Employee research and standards
- Employee services
It is the statement of intention that commits the
laboratory manager to a general course of action
in order to accomplish a specific purpose
personnel policy
There are ten (10) areas normally considered by
personnel policies:
- Recruitment, selection and planning
- Employee induction and training
- Employee rating and promotion
- Transfer, downgrading and lay-off
- Disciplining and discharge
- Salary and wage administration
- Changes in work assignment and hours
- Services for employees
- Employee’s health and safety
- Employee’s participation and work
problems
SOURCES OF LABOR
- Internal Sources
- External Sources
are the employees actively
working in the laboratory
Internal Sources
include person who apply in
person, who answer advertisement and who are
recommended by schools
External Sources
is a general term applying to drives,
desires, needs, and wishes of an individual in order
to perform
Motivation
It involves a chain reaction
motivation
Composed of extrinsic factors or hygiene
factors and intrinsic factors or motivation
factors
Herzberg’ Motivation-Hygiene Theory
Extrinsic Factors or
Hygiene Factors
Pay or salary increases
Technical supervision or
having a competent
superior
The human relation
Organization policy and
administration
Working condition or
physical surrounding
Job security
Intrinsic Factors or
Motivation Factors
Achievement completing
important task successfully
Recognition (being single
out or praise)
Responsibility for one’s own
or other work
Advancement (changing
status through promotion)
Dr. Abraham M. Maslow postulated five
basic needs which are organized into
successive levels. Unfulfilled needs drive a
person to work
Maslow’s Theory
5 needs of Maslow’s theory
➔ Physiological needs
➔ Safety needs
➔ Love needs
➔ Esteem needs
➔ Need for self-actualization
Based on the work of maslow, McGregor
has described two extreme management
styles, Theory X and Y
McGregor’s Theory
Theory X
People hate to work; that
they need to be driven
Threatened or punished to
achieve organizational
goals
They lack ambition and
want only security
Theory Y
People don’t have to be
forced or threatened to
work
Work is considered as
natural as rest or play
They will commit
themselves to the external
organization
People want responsibility
This ties the strength of behavioral
motives to the individual’s assessment of
the likelihood of achieving a specific goal
McClelland’s Achievement Model
This theory needs the following work
related needs:
➔ Achievement needs- job and
career success
➔ Power needs- control and
influence
➔ Affiliation needs- warm, friendly
relationships
Aldefer’s ERG Theory
● E- existence need; physiologic needs
● R- relatedness needs; interpersonal
relationship, acceptance and belonging
● G- growth needs; creativity, challenge and
personal growth on the job
This motivation theory holds that:
➔ Effort will bring rewards
➔ Variables influence the selection
decision: Expectancy
➔ Outcome, Instrumentality, Valance
and Choices
Vroom’s Expectancy Theory
This theory holds that they are perceived
in their work situation, especially
compared with people in similar positions.
Key concepts include comparison and
perception
Adam’s Equity Theory
B.F Skinner’s theory of motivation is based
on the observation that we tend to behave
to the way we are treated
Skinner’s Reinforcement Theory
proposed by E.L Thorndlike which
states that we act in response to expected
consequences
Law of Effect
an event that leads or influences to a
response
Stimulus
behavior that results from a stimulus
Response
consequence of an action or
response
Reinforcement
the application of practice of
reinforcement
Behavior motivation
Business owners can’t control the economy, but they
must respond to indicators that trend upward or
downward, then adjust their own operations
accordingly
EXTERNAL FACTOR: ECONOMY
Organization with strong leadership have a clear
vision for the future, a plan of how to achieve their
goals and a quantifiable way of measuring success
INTERNAL FACTOR: LEADERSHIP
Customers satisfaction to the product and services
EXTERNAL FACTOR: CUSTOMERS/CLIENTS
Leadership refers to the people in your organization
that make all the major decisions regarding
financing, budget, sales, marketing, and human
resources
INTERNAL FACTOR: LEADERSHIP
views the workers
as tools and means of production without no further
obligation to them
Exploitative and Authoritative
a know-how feeling
for the best for the employees and need only inform
and direct their actions without seeking any feedback
Benevolent and Authoritative
- through the opinions and advice of
the staff are useful, the decisions remain exclusively
to the manager
Consultative
the input and responsibility for
decision making process are placed directly on the
staff with only general guidance and oversight from
the management. This involves “Team Approach”
Participative
where managers had strong
ties rather that in production work
Employee Oriented
emphasize the high productivity
at the expense of all other factors
Product Oriented-
where the manager directs the staff
toward getting the work done; paying attention to
assigning particular tasks, specifying and clarifying
what is expected of subordinates and the uniformity
of the procedures to be followed and personally
deciding what and how work will be done
Structure Style
shown by managers effort to
explain their action, treat workers as equal, listen to
subordinates concerns, look out for their personal
welfare, give advance notice of changes and
generally, friendly and approachable
Consideration Style
a distinctive
approach to a employment management which
seeks to achieve competitive advantage through the
strategic development of a highly committed and
capable workforce, using an integrated array of
cultural, structural, and personnel techniques
Human Resource Management
