chapter -10_and_11_-_human_resource_management

Introduction to Business

HUMAN RESOURCE HUMAN RESOURCE MANAGEMENTMANAGEMENT

Chapter # 10 &11

Shafayet Ullah

SECTION: A3 and A4

HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT

Human Resource Management is the process of acquiring, retaining, terminating, developing and properly using the human resources in an organization.

MotivationMotivation is the way drives or needs direct a person’s behavior towards a specific goal. It concerns the level of effort put forward to pursue the goals.

The tools of motivation is reward and punishment.

Reward can be Extrinsic or Intrinsic

REWARDSREWARDS

Extrinsic Rewards

Extrinsic rewards are external to the work itself; they are administered by someone else; such as a manager.

Example: payment, fringe benefits, recognitions and praise.

Intrinsic Rewards

Intrinsic rewards are related directly to performing the job. These are often described as self-administered.

Example: felling good about accomplishing an objective and about being able to make job-related decisions without consulting a supervisor.

PUNISHMENTPUNISHMENT

Punishment involves taking something away

from a person or administering an undesirable

consequence for a particular behavior.

Example: a frequently late worker would be

punished by having his pay tie up for the time

missed.

Maslow’s Needs HierarchyMaslow’s Needs Hierarchy

A popular theory of human needs that helps us to understand motivation, is psychologist Abraham Maslow’s needs hierarchy.

A Motivational theory, offered by Maslow, that people have five needs arranged in a hierarchy from physiological to self-realization. The needs Maslow identified fall into a hierarchy or arrangement of power to motivate behavior.

Each higher order need becomes active and motivates a person only when lower order needs have been fulfilled. Each person is assumed to have needs in each category.

Maslow’s Needs HierarchyMaslow’s Needs Hierarchy

Needs Hierarchy

Physiological Need

Biological need such as for food, air, water

Safety Need

Security needs such as the need to be financially secure and protected against job loss.

Social Need

The need to belong and to interact with other people

Esteem Need

The need for self-respect and for respect from others.

Self-Actualization Needs

The need to use and display one’s full range of skills and competence.

McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory Y

Douglas McGregor, a professor of management introduced a theory of managerial style, referred to as Theory X and Theory Y.

Theory X

Theory Y


Theory X is a managerial assumption that employees dislike work, responsibility and accountability and must be closely directed and controlled to be motivated to perform.

Theory X managers are assumed to view the average employee as: Disliking work and finding ways to avoid it as much

as possible. Responding to threats of punishment or control

because of the dislike of work. Avoiding responsibility because of lack of ambition. Wanting to be directed and have security.


Theory Y is a managerial assumption that employees want to be challenged, like to display creativity and can be highly motivated to perform well if given some freedom to direct to manage their own behavior.The Theory Y manager assumes that the average employee: Enjoys work and does not want to avoid it Wants to achieve organizational goals through self-

directed behavior Responds to rewards associated with accomplishing

goals. Will accept responsibility Has initiative and can be creative in solving

organizational problems Is intellectually underutilized

Prime Activities of HRMPrime Activities of HRM

Human Resource PlanningHuman Resource Planning

Human Resource Planning is the process of analyzing an organization’s present and future employment situation and developing a strategy to meet an organization’s human resource needs.


Job Analysis

This is the process of determining the tasks that make up a job and the skills, abilities and responsibilities needed to perform the job.

Job Description

Job description is a statement that furnishes information about a job’s duties, technology, conditions and hazards; based on data from job analysis.

A written statement of what the jobholder does, how it is done and why it is done is also known as Job description.


Job Specification

Job specification is a statement of the human qualifications needed to perform a job; derived from the job analysis

Job Evaluation

It is a process by which the relative values of jobs within the organization are determined


Job Analysis: Sector of job

Job Description: Rules and regulation

Job Specification: Qualification, educationexperience

RecruitmentRecruitment

Steps taken to staff an organization with the best qualified people.

Sources of Recruitment

Internal Sources: The organization’s current employees

External Sources: Those sources outside of the firm

RecruitmentRecruitment

Internal Sources: Present Employees Friends of

Employees Former Employees Previous Applicants Relatives

External Sources: Advertisements

Newspapers Journals Magazines Blind Advertisements

(Company name is not identified)

College/University Recruitment Management Trainee Executives

SelectionSelection

The selection process is a series of steps that starts with the initial screening and ends with a decision to hire the person.

The Selection ProcessThe Selection ProcessF

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SelectionSelection

1. Initial Screening: check the minimum qualifications

2. Complete Applications: required complete application and check with the job specifications

3. Employment Interview Employment test Background and reference checks Physical examination

4. Decision to Hire Conditional job offer Permanent job offer

Training and DevelopmentTraining and Development

TrainingTraining is a continual process of helping employees perform at a higher level. It may occur in the workplace or at a special training facility, but should always be supervised by training experts. Training is generally associated with operating or non-managerial employees.

Training and DevelopmentTraining and Development

Management Development

Management development refers to the process of educating and developing selected personal so that they have the knowledge, skills, attitudes and understanding needed to manage in future position. Management development is associated with managerial personal.

Compensation and BenefitsCompensation and Benefits

Compensation is pay or salary, typically monetary payment for services provided as in an employment.

Direct Compensation: An employee’s base pay and performance-based pay

Indirect Compensation: Extra benefits, paid leave


Wages: Financial rewards based on the number of hours the employee works or the level of output achieved/ number of units produced.

Commission: The payment to the employee of a fixed amount or a percentage of the employee’s sales


Salary: a financial reward calculated on a weekly, monthly or annual basis.

Bonuses: An addition to regular compensation for exceptional performance.

Profit Sharing: Distributing a percentage of company profits to the employees whose work helped to generate those profits.


Benefits:

Non-wage and non-salary forms of compensation. Such as participate in decision making, more responsibilities, preferred office furnishings, preferred lunch hours, assigned parking spaces, business cards, own secretary, impressive titles etc.

THE END

chapter -10_and_11_-_human_resource_management

Education