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.
Personnel Management
It is consisting of series of activities intended to carry out the personnel policies of the laboratory for the purpose of realizing objectives of the organization. (e.g., OSHA)
Personnel Program
It is the statement of intention that commits the laboratory manager to a general course of action in order to accomplish a specific purpose.
*What the manager wants them to do
Personnel Policy
Sources of Labor: are the employees actively working in the laboratory.
Identifying Factors:
- inside recruitment efforts focus on identifying persons who want to improve their position.
- candidates may require new skills and jobs through in-house, on-the-job training programs or by obtaining a promotion.
- Most institution prefer to promote from within because it rewards dedicated and deserving employees
- it can also boost morale
Internal Sources
Sources of Labor: include person who apply in person, who answer advertisement and who are recommended by schools.
Identifying Factors:
- Acquisition of new skills, knowledge and expertise
- need for improvement in performance; that is management is unhappy with the way things are going
- no suitable in-house candidate
- low morale, group dissension or rivalry
- a worthy candidate who deserves a chance may be somewhere else in a large corporation
- First time managers have high failure rate
External sources
A general term applying to drives, desires, needs and wishes of an individual in order to perform.
Motivation
2 Factor Theory involving Extrinsic Factors or Hygiene Factors and Intrinsic Factors or Motivation Factors
Herzberg’ Motivation-Hygiene Theory
Postulated five basic needs which are organized into successive levels. Unfulfilled needs drive a person to work.
Dr. Abraham M. Maslow’s Theory
Theory X and Theory Y
McGregor’s’ Theory
This ties the strength of behavioral motives to the individual’s assessment of the likelihood of achieving a specific goal. This theory needs the ff. work related needs:
- Achievement needs -> job and career success
- Power needs -> control and influence
- Affiliation needs -> warm, friendly relationships
McClelland’s Achievement Model
Theory based on the Maslow’s hierarchal needs. Consists of the following:
E- existence needs; physiological needs
R- relatedness needs; interpersonal relationship, acceptance and belonging
G- growth needs; creativity, challenge and personal growth on the job
Aldefer’s ERG Theory
This motivation theory holds that: Effort will bring rewards.
Variables influence the selection decision: VALUES, TRUST, ABILITY
- Expectancy
- Outcome
- Instrumentality
- Valence
- Choices
Vroom’s Expectancy Theory
This theory holds that they perceived in their work situation, especially compared with people in similar positions. Key concepts include comparison and perception. Fair treatment
John Stacey 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.
Components:
- Law of Effect
- Stimulus
- Response
- Reinforcement
- Behavior motivation
Skinner’s Reinforcement Theory
It is comprised of behaviors, values, and beliefs. The behavior of employees is evident through observation. Factors such as work areas, tools that employees need to perform their job functions and tasks and responsibilities that supervisors assign to employees affect employee behavior.
Organizational Culture
LIKERT’S Leadership models: a know how feeling for the best for the employees and need only inform and direct actions without seeking any feedback.
Benevolent and authoritative
LIKERT’S Leadership models: views the workers as tools and means of production without no further obligation to them.
Exploitative and authoritative
LIKERT’S Leadership models: through the opinions and advice of the staff are useful, the decisions remain exclusively to the manager
Consultative
LIKERT’S Leadership models: The input and responsibility for decision making process laced directly on the staff with only general guidance and oversight from the management (TEAM APPROACH)
Participative
Situational Leadership models: the effective leader must be able to analyze the situation and develop a satisfactory strategy for intervention
Contingency model
Situational Leadership models:
a model ranging from a completely autocratic to democratic type; holds that manager could move along this continuous line, adjusting their leadership style to fit the situation. It recognized the following types of leadership.
Continuum of leadership
Situational Leadership models:
total use of authority by the manager,
Boss centered (autocratic) leadership
Situational Leadership models: shared boss subordinate leadership; manager makes the decision but seeks support and approval from the subordinates.
Equilibrium (democratic)
Situational Leadership models: managers gather the data and defines the problems, then seek suggestions and recommendation for solutions before making a decision.
Subordinate centered leadership
Situational Leadership models:
the manager has deserted all responsibilities for productivity, allowing the workers absolute freedom in setting their own performance standards. Permissive type. Decides on their own; do as you wish.
Laissez faire style
