Human Resource Management and Employee Behavior and Motivation PDF

Topic 6 Human Resource Management and Employee Behavior and Motivation Copyright © 2012 P...

Topic 6 Human Resource Management and Employee Behavior and Motivation Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-1 e Foundations of Human Resource Managemen Human resource management (HRM) – the set of organizational activities directed at attracting, developing, and maintaining an effective workforce Human Capital – reflects the organization’s investment in attracting, retaining, and motivating an effective workforce Human resources (HR) are critical for effective organizational functioning. HRM (or “personnel,” as it is sometimes called) was once relegated to second-class status in many organizations, but its importance has grown dramatically in the last two decades. Its new importance stems from increased legal complexities, the recognition that HR are a valuable means for improving productivity, and the awareness of the costs associated with poor HRM. Copyright © 2012 Pearson Copyright © 2017 Pearson Education, Ltd. 10-2 Education, Inc. Publishing as The HR Planning Process the starting point in attracting qualified human resources is planning. Specifically, HR planning involves job analysis and forecasting the demand for, and supply of, labor. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-3  HR Planning Job analysis is a systematic analysis of jobs within an organization; most firms have trained experts who handle these analyses. A job analysis results in two things: 1.The job description lists the duties and responsibilities of a job; its working conditions; and the tools, materials, equipment, and information used to perform it. 2.The job specification lists the skills, abilities, and other credentials and qualifications needed to perform the job effectively. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-4  HR Planning 1. Job Analysis – systematic analysis of jobs within an organization. Job Description – description of the duties and responsibilities of a job, its working conditions, and the tools, materials, equipment, and information used to perform it. Job Specification – description of the skills, abilities, and other credentials and qualifications required by a job Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-5  HR Planning 2. Forecasting HR Demand and Supply Forecasting HR Demand The manager starts by assessing trends in past HR usage, future organizational plans, and general economic trends. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-6  HR Planning 2. Forecasting HR Demand and Supply Forecasting the supply of labor is really two tasks: Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-7 HR Planning 2. Forecasting HR Demand and Supply 1. Forecasting internal supply the number and type of employees who will be in the firm at some future date - Replacement Chart list of each management position, who occupies it, how long that person will likely stay in the job, and who is qualified as a replacement Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-8  HR Planning - Replacement Chart Name Readiness CEO N. Mona B. Nora Now 2-3 years Marketing Head of VP Sales Director X Name Readiness Name Readiness Name Readiness A. Reem Now M. Manal Now E. Sara Now B. Nora 1 year D. Lama 1- 2 years z. Amal 2-3 years Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-9  HR Planning At higher levels of an organization, managers plan for specific people and positions. The technique most commonly used is the replacement chart, which lists each important managerial position, who occupies it, how long that person will probably stay in it before moving on, and who is now qualified or soon will be qualified to move into it. To facilitate both planning and identifying people for transfer or promotion, some organizations also have employee information systems (skills inventories) that contain information on each employee’s education, skills, work experience, and career aspirations. Such a system can quickly locate every employee who is qualified to fill a position. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-10  HR Planning 2. Forecasting HR Demand and Supply 1. Forecasting internal supply - Employee Information System (Skills Inventory) computerized system containing information on each employee’s education, skills, work experiences, and career aspirations Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-11  HR Planning 2. Forecasting HR Demand and Supply 2. Forecasting external supply the number and type of people who will be available for hiring from the labor market at large Forecasting the external supply of labor requires information from outside sources, such as government reports. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-12  HR Planning 3. Matching HR Supply and Demand. After comparing future demand and internal supply, managers can make plans to manage predicted shortfalls or overstaffing. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-13  Staffing the Organization When managers have determined that new employees are needed and understand the legal context in which they operate, they must then turn their attention to recruiting and hiring the right mix of people. This involves two processes: (1) acquiring new employees from outside the company and (2) promoting current employees from within. Both external and internal staffing, however, start with effective recruiting. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-14  Staffing the Organization Recruiting – process of attracting qualified persons to apply for jobs an organization is seeking to fill 1. Internal Recruiting – considering present employees as candidates for openings 2. External Recruiting – attracting persons outside the organization to apply for jobs Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-15 Selecting Human Resources Applicati Intervie Tests on forms ws Polygra Drug Credit ph tests checks Referen ces Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-16 Compensation and Benefits People who work for a business expect to be paid, and most workers today also expect certain benefits from their employers. Indeed, a major factor in retaining skilled workers is a company’s compensation system, Wages and salaries are the dollar amounts paid to employees for their labor. Wages are paid for time worked. For example, if your job pays you $10 an hour, that is your wage. A salary, on the other hand, is paid for performing a job. A salaried executive earning $100,000 per year is paid to achieve results even if that means working 5 hours one day and 15 the next. Salaries are usually expressed asCopyright an amount paid Copyright © 2012 per month or year. 10-17 Pearson © 2017 Pearson Education, Ltd. Education, Inc. Publishing as  Compensation and Benefits Compensation System – total package of rewards that organizations provide to individuals in return for their labor Wages – compensation in the form of money paid for time worked Salary – compensation in the form of money paid for discharging the responsibilities of a job Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-18  Developing the Workforce Training – usually refers to teaching operational or technical employees how to do the job for which they were hired Development – usually refers to teaching managers and professionals the skills needed for both present and future jobs Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-19  Counterproductive Behaviors Counterproductive behaviors detract from performance and actually cost the organization. Let’s look at each of these types of behavior in a bit more detail. Absenteeism - when an employee does not show up for work. Turnover - annual percentage of an organization’s workforce that leaves and must be replaced. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-20  Personality at Work Personality – the relatively stable set of psychological attributes that distinguish one person from another researchers have identified five fundamental traits that are especially relevant to organizations. These are commonly called the “big five” personality traits. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-21  The “Big Five” Personality Traits 1.Agreeableness – a person’s ability to get along with others. 2.Conscientiousness – a reflection of the number of things a person tries to accomplish. 3.Emotionality – the degree to which people tend to be positive or negative in their outlook and behaviors toward others Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-23  The “Big Five” Personality Traits Conscientiousness in this context refers to the individual’s persistence, dependableness, and orderliness. Highly conscientious people tend to focus on relatively few tasks at one time; as a result, they are likely to be organized, systematic, careful, thorough, responsible, and self-disciplined. People with positive emotionality are relatively poised, calm, resilient, and secure; people with© 2012 Copyright negative Pearson emotionality10-24 Copyright © 2017 Pearson Education, Ltd. Education, Inc. Publishing as  The “Big Five” Personality Traits 4. Extraversion – a person’s comfort level with relationships. 5. Openness – reflects how open or rigid a person is in terms of his or her beliefs. Extroverts are sociable, talkative, assertive, and open to establishing new relationships. Introverts are much less sociable, talkative, and assertive, and more reluctant to begin new relationships. People with high levels of openness are curious and willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information. People with low levels of openness tend to be less receptive to new ideas and less willing to change their minds. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-25 Basic Motivation Concepts and Theories -Motivation – the set of forces that cause people to behave in certain ways -Classical Theory of Motivation – theory holding that workers are motivated solely by money Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-26  Early Behavioral Theory Hawthorne Effect – tendency for productivity to increase when workers believe they are receiving special attention from management. In 1925, a group of Harvard researchers began a study at the Hawthorne Works of Western Electric outside Chicago. The researchers concluded that productivity rose in response to almost any management action that workers interpreted as special attention. This finding, known today as the Hawthorne effect, had a major influence on human relations theory, although in many cases it amounted simply to convincing managers that theyCopyright should©pay 2012 more Pearson attention to employees. CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-27  1.Human Resources Model: Theories X and Y Theory X – theory of motivation holding that people are naturally lazy and uncooperative Theory Y – theory of motivation holding that people are naturally energetic, growth- oriented, self-motivated, and interested in being productive Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-28 Summary: Theory X and Theory Y Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-29  2. Maslow’s Hierarchy of Needs Model Hierarchy of Human Needs Model – theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher- level needs Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-30  Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-31  Contemporary Motivation Theory 1. Equity Theory Theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others Equity theory focuses on social comparisons, people evaluating their treatment by the organization relative to the treatment of others. This approach holds that people begin by analyzing inputs (what they contribute to their jobs in terms of time, effort, education, experience) relative to outputs (what they receive in return—salary, benefits, recognition, security). This comparison is similar to the psychological contract. Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-32  Copyright © 2012 Pearson CopyrightEducation, © 2017 Pearson Education, Inc. Publishing as Ltd. 10-33