unit 3 aos 2 Flashcards
Human resourse management
What does HR do
- effectively managing employees in a business and the relationship between employees and the business
- the motivation of employees, with the aim of ensuring the business objectives are successfully met.
relationship between HR and business objectives (BO)
- knowledge/skill/efforts of employee have effect on how well business will achieve the BO.
- HR is responsible for the management of (E), which include:
- hiring suitable (E) to perform the specific tasks required
- ensuring they are suitably trained
- providing motivation to encourage them to put an appropriate amount level of effort
BO: expand market share
What are HR’s objectives and strategies?
(o): Increase worker productivity
(s): Introduce motivation strategies
BO: increase in sales
What are HR’s objectives and strategies?
(o): Develop sales skills
(s): Performance-related pay
BO: increase in profits
What are HR’s objectives and strategies?
(o): Improve product knowledge
(s): ongoing training
BO: provide safe workplace
What are HR’s objectives and strategies?
(o): Reduce number of accidents
(s): Establishment of work teams & Introduction of flexible work practices
Marslow’s Hierarchy of Needs (MHN): Definition
suggests that all humans have five fundamental needs that they strive to achieve in a sequential order.
Marslow’s Hierarchy of Needs (MHN): (1)
Physiological:
- the basic needs for human survival
(HR) can provide enough remuneration to satisfy this needs - called a living wage (minimum income required to afford basic needs)
Marslow’s Hierarchy of Needs (MHN): (2)
Safety & Security:
- desires to be protected from environments that pose a risk
-> safety need: avoid physical harm
= HR can ensure business is abiding OH&S/ wearing protective clothing / trained if handling dangerous equipment
-> security need: have stable income
= HR can provide long-term employee contracts/ training opportunities &programs
Marslow’s Hierarchy of Needs (MHN): (3)
Social Needs:
- desire for a sense of belonging and strong interpersonal skills within and outside the workplace
(HR) can encourage then to work in teams / organize social gatherings / celebrate birthdays
Marslow’s Hierarchy of Needs (MHN): (4)
Esteem Needs:
- desire for recognition, respect, and a sense of accomplishment
(HR) can provide recognition + reward program / provide expanding job responsibilities / promote employees to higher positions
Marslow’s Hierarchy of Needs (MHN): (5)
Self Acualisation:
- personal desire to achieve their full potential through creativity, personal growth and development
(HR) can provide work that is interesting, challenging & allows creativity / provide opportunities for skills and knowledge development
Marslow’s Hierarchy of Needs (MHN):
Implication for managers
- identify the level each employee is one and then provide strategies to move them up to the next highest level
- MUST go bottom to top
- acknowledge that employees may be on different levels
Marslow’s Hierarchy of Needs (MHN):
strengths
1) allows management to develop an understanding of individual needs
2) Allows management to be aware that employees will be at different stages of development and so need to be motivated using a variety of methods.
3)The theory is fairly easy to understand
Marslow’s Hierarchy of Needs (MHN):
weaknesses
1) Maslow’s Hierarchy of Needs is only a theory and not supported by proper evidence
2)hard to identify the stage at which each individual employee is — may make it difficult to determine an appropriate strategy to motivate each employee.
3)The Hierarchy of Needs is very simplistic and one motivation strategy should be able to satisfy several needs at the same time.
Goal Setting Theory (GST):
definition
posits that if 5 principles are applied when setting goals, it’s likely to enhance the motivation and performance of certain individuals
Goal Setting Theory (GST):
what are the 5 principles?
1)clarity
2)challenge
3)commitment
4)feedback
5)complexity of tasks
Goal Setting Theory (GST):
1) clarity
Goals should be clear and specific.
- clear if it is measurable.
- a goal is specific if it is time-bound.
Goal Setting Theory (GST):
2) challenge
A goal should be challenging in the sense that the goal will extend the employee in a manner that will help
achieve the overall business objectives.
o This is the case because the motivation provided by a goal will be reduced if the goal:
(a) is too easy for the employee to achieve; or
(b) lacks importance in the operations of the business.
A goal should also be attainable in the sense that the goal is not beyond an employee’s capabilities.
Goal Setting Theory (GST):
3) commitment
The employee should be committed towards (ie, dedicated to) the achievement of the goal.
The preferred way to get the employee committed is to include them in the goal setting process (ie, the goal is set collaboratively between management and the employee).
- more employee input = more commitment
Goal Setting Theory (GST):
4) feedback
During the process of working towards achieving a set goal, an employee should be provided with regular constructive
feedback.
- manager can provide suggestions to improve, whilst minimizing the extent to which E is demotivated
- also recognise the work put in
Goal Setting Theory (GST):
5) complexity of task
If a goal is clear, specific and challenging, it is likely that, for the goal to be achieved, a number of complex tasks will need to be carried out. it acceptable if:
- complex enough to motivate E (not overwhelming)
- additional training and/or support provided = skill development
- timeframe is appropriate for the tasks themselves and employee skill level
Goal Setting Theory (GST):
implication for managers
- set these goals with employees to align them with BO and their needs
- provide ongoing support, feedback, suggestions in formal and non-formal ways
Goal Setting Theory (GST):
strenghts
- many studies support this theory
- better relationships between managers and employees will occur as manages work with each employee to collaboratively set goals and provide feedback
- this theory will improve motivate, improve performance and contribute to BO
Goal Setting Theory (GST):
weaknesses
- goals set too vague can lead to poor management - goals not challenging (too overwhelming) can be demotivating
- individual goals may clash with each other or BO or not support the attainment of BO
- failing to meet a goal could be detrimental to an employee’s confidence
- focus so intensely on the goal, E may ignore other aspects of their job
The Four Drive Theory (FDT): definition
suggest that there are 4 basic human needs that influence human behaviour
The Four Drive Theory (FDT): what are the 4 drives
1) drive to aqure
2) drive to bond
3) drive to learn
4) drive to defend
The Four Drive Theory (FDT): (1) drive to aquire
desire for:
- promote achievements
- own material goods
- status, power & influence
The Four Drive Theory (FDT): (2) drive to bond
desire to:
- develop bonds and friendships
- sense of belonging
The Four Drive Theory (FDT): (3) drive to learn
desire to:
- learn more
- need to understand the world around us
The Four Drive Theory (FDT): (4) drive to defend
desire to:
- fairness and ethical
- safety
- removement of fears and insecurities in workplace
The Four Drive Theory (FDT): implication for managers
??
The Four Drive Theory (FDT): strenghts
- drives work independantly allowing management and E to be flexible in behaviours or strategies implemented
- very adaptable theory to complicated or intricate enviroments’situations
- will convert into effort that is directed at improving behaviours
The Four Drive Theory (FDT): weaknesses
- don’t necessarily explain all individual characteristics that may motivate a person
motivation strategies
are the plans and methods of which managers can implement to increase motivation
motivation strategies 1:
performance related pay
a financial reward
to employees whose work has reached or
exceeded a set standard
- received as: sales commision, profit sharing, employees being allocated shares, bonus
motivation strategies 1:
performance related pay
advantages
- Remuneration can be linked to achieving business
objectives. - Can be used to motivate employees at once – Timely.
motivation strategies 1:
performance related pay
disadvantages
- Employees may take harmful shortcuts to the company or economy to received a reward.
- May have a negative impact on corporate culture
- Rewards may be unequal between employees.
- may need to be increase for the same effect
motivation strategies 1:
performance related pay
long-term
through:
* example, share plans, profit sharing and gainsharing tend
Example 1 – share plans:
Shares can rise and fall in value in the short term, but generally trend upwards in value over a longer
period.
o Example 2 – profit sharing:
Profits require employees to take a long-term view of a business’ success because profits aren’t
guaranteed every year.
o Example 3 – gainsharing:
Employee suggestions may take a long time to result in a business’ productivity improving and/or
production costs decreasing.
motivation strategies 1:
performance related pay
short term
Employees can be motivated to meet or exceed pre-determined goals or criteria in order to receive immediate
financial rewards, such as a pay increase, a bonus or a commission on sales.
motivation strategies 2:
career advancement
promoting employees to positions that
include more responsibility
BC:
- increased remunereation (salery +)
- better benifits
- job experiance
- ambition/status
motivation strategies 2:
career advancement
advantages
- Promotion helps retain high performing employees.
- Promoted employees feel valued, improving morale.
- Promotion from within can be cheaper than recruiting
externally.
motivation strategies 2:
career advancement
disadvantages
- Limited management positions/Employees can be overlooked.
- Can negatively influence corporate culture.
- Inexperienced employees can be in over their heads.
motivation strategies 2:
career advancement
long term
(1) If a business can provide its employee with ongoing opportunities to be promoted, career advancement can be
a source of long-term employee motivation, with the employees being encouraged to remain with the business,
rather than to seek opportunities elsewhere. In doing so, career advancement can help reduce staff turnover
.
(2) The long-term benefits provided by an employee advancing their career can be a source of long-term
employee motivation by satisfying Maslow’s high order needs.
(3) The long-term benefits provided by an employee advancing their career can be a source of long-term
employee motivation by satisfying Lawrence and Nohria’s drive to bond and drive to learn.
motivation strategies 2:
career advancement
short term
The short-term benefits provided by an employee advancing their career – such as a pay rise and/or greater
job security – can motivate them to do what is necessary to maximise the likelihood of them being granted this
advancement (eg, performing their job at as high a standard as possible).
motivation strategies 3:
investment in training
employees gain skill and job knowledge through training and job experience
motivation strategies 3:
investment in training
advantages
- Increases employee productivity and performance.
- Builds relationships within the business.
- Employees feel valued within the business.
motivation strategies 3:
investment in training
disadvantages
- Employees may be absent from work to receive training.
- Some employees may not value training.
- Training employees is both time consuming and costly
to a business.
motivation strategies 3:
investment in training
short term
tolearn the skill relevent to achieving their goal
motivation strategies 3:
investment in training
long term
motivation strategies 4:
support
The strategies and resources a business provides to motivate employees, including training, recognition, communication and creating a positive work culture
motivation strategies 4:
support
advantages
- Employees who are supported are less likely to leave thebusiness.
- Employees feel valued when their wellbeing is beingsupported.
- Implementation is cheap and cost effective.
motivation strategies 4:
support
disadvantages
- Reliance on manager having good interpersonal and communication skills.
- Can be time consuming.
- May not motivate employees quickly, but over time.
motivation strategies 4:
sanctions
involves penalty being imposed on an employee for poor work.
- some may only take it seriously if threated with a sanction for their unacceptable performance