Human ResourcesBy Connor Santel, Thomas Kobuke, Daniela Acuna, Samira Khadar, Caroline Wilcock

2.1 Reasons For Reduction in WF

Termination● Layoff: a termination of an employee due to various factors● Buyout: a company being purchased by another● Early Retirement: retirement that occurs before the age of 55● Redundancy: when a company has more workers doing the

job than needed, eliminates extras● Expiration of Contract: when the duration of has been served

Types of Workers

● Core workerso The employees that are necessary to the success of the

company● Flexible workers

o Workers that are part of the company, but are part time or perform replaceable skill

● Peripheral workerso Contractors who are exterior to the company, and brought in to

perform specific tasks

Types of Training

● Orientationo An initial training that educates about the company, and

often how to approach and perform in the job● On-the-job training

o Training that occurs during the work day and is often paid by the company. Like job shadowing

● Off-the-job trainingo Classes or trainings that occur outside of the work

day/environment

2.1 Continued ● Workforce Planning: looking at factors to determine

what employees the company may need, and creating profiles to be able to pursue prospects

● Occupational & Geographical Mobility: Being willing to move where they live or what job they perform

● Homeworking: Workers who work from their place of residence

● In-house: Doing tasks inside the company rather than contracting exterior companies

● Contracts:● Factors that affect labour supply

2.2 Organizational Structure & Communication

Levels of Hierarchy● Chain of Command- line of authority and responsibility

along which orders are passed in a formal organization○ Delegation- passing authority to a subordinate○ Subordinate- a person under the authority or

control of another within an organization

2.2 Continued

● Organizational Charto Visual representation of how a business intends authority,

responsibility, and information to flow within its organizational structure

● Span of Controlo number of subordinates that a manager/supervisor can

directly control

2.2 Continued: Structure

● Vertical (tall) Structure■ multiple levels of management■ standardized procedures & rigid hierarchy■ bureaucratic structure

● Horizontal (flat) structure■ few levels of management■ encourages employee participation■ ims to create close relationships to the customer and identify and

respond to external and internal business changes

2.2 Continued

● Outsourcing- when an organization gets a subcontractor to undertake part of its production process

● Offshoring- the practice of basing some of a company’s processes or services overseas, to take advantage of lower costs

2.2 Continued: Communication

● Formal Communicationo verbal presentation or document intended to

share info & conforms to established professional rules & standards

● Informal Communicationo often occurs through casual conversations,

text messages, and phone calls● Forms of Communication: memos, reports,

etc.

2.2 Continued: Communication

Barriers to Effective Communication● Language● Overload● Noise● Emotion● Sensitivity to Receiver● Specialist Knowledge● Inconsistent Messages● Gap

2.3 Leadership and Management

Autocratic Leadership style● Hold on to as much power and decision making as they possibly can● Minimal consultation and little employee input● Most likely used when subordinates are unskilled, not trusted and their

ideas are not valued. ● Accompanied with very detailed instructions and close supervision

Democratic leadership style ● Employees are involved in the making of decisions● Consultation is a central idea but the leader is the ultimate decision maker ● Gives employees a lot of trust and sense of belonging

2.3 Leadership and Management (Cont.)

Laissez-faire leadership style● Managers gives considerable freedom in how they do their

work.● Employees are allowed to set their goals make their own

decisions and resolve problems as they see fit.● Need trusted employees that are motivated skilled and

educated.

2.4 MotivationIntrinsic Motivation This occurs when someone gets satisfaction from an activity itself withouts threats or rewards from the outside. Examples include:● Can see their success is a result of something they have done● Freedom and control over their results● They are interested in the work they are doing

Extrinsic Motivation This occurs when rewards are granted- in other words, motivation that comes from outside the individual. Examples include: ● Pay ● Benefits

2.4 Motivation ~ Types of PayWages(time rates)Paid at an hourly rate/number of hours per week. The main benefit is likely to be the security of receiving a regular income and the opportunity to receive overtime pay. Wages(piece rates)Paid per unit (or batch) produced. The main motivator is likely to be the fact that increased output will bring a measurable benefit. SalaryPaid with a sum of money per month. The main benefit is likely to be the security of receiving a regular income. Commission Paid by results such as a flat fee or a percentage for each item sold. The main motivator is likely to be the fact that employees will be rewards by results.

2.4 Motivation ~ Pay Continued

Performance Related PayPay is linked to the performance of the employee, usually assessed by a line manager. The recognition that this system provides can be motivating. Profit Related PayPay is linked to the amount of profit that the business makes. Sharing the financial rewards of a business may encourage a sense of belonging and desire to contribute to its success. Fringe BenefitsReceiving benefits such as subsidized transportation, education, housing or health care. The status and security that result from these schemes may be motivating. Employee Share- Ownership SchemesIssued shares/ offered the opportunity to buy them at a discounted rate. Owning a part of the business may encourage a sense of belonging and a desire to contribute to its success.

2.4 Motivation ~ TheoriesMaslow’s Hierarchy of NeedsA theory in psychology proposed by Abraham Maslow that describes the pattern that human motivations generally move throughScientific Management (Taylorism)A theory of management developed by Frederick Winslow Taylor that has the main objective of improving economic efficiency, especially labor productivity. This method attempts to apply scientific methods of measurement under controlled circumstances to maximize output.

2.4 Motivation ~ Theories Continued

Theory X and YDeveloped by Douglas McGregor, these are two contrasting theories of workforce motivation that discuss perceptions that managers hold of their employees, which in turn influences their management style. Theory X assumes that employees are lazy/ dislike work and therefore need a disciplined work environment, supervision and rewards. Theory Y assumes employees enjoy their work and will seek opportunities for advancement; therefore they can be trusted.Herzberg Theory (Two- Factor Theory)A motivational theory developed by psychologist Frederick Herzberg that states there are factors in the workplace that cause job satisfaction and dissatisfaction. Demotivational factors fall under the category of “hygiene needs” and include work conditions, company policy, relationships with workers, and personal life. Motivational factors are called “true motivations” and include achievement, recognition, responsibility and advancement.

2.4 MotivationHerzberg thought that in order to eliminate causes of dissatisfaction, it is necessary to address the hygiene needs. This can be achieved through Job Enlargement and Enrichment.

Job EnlargementIncrease in the range of tasks a worker has to do.

Job EnrichmentAssigning employees additional responsibility/ giving employees opportunities to make use of the different skills they have.

2.4 Motivation

EmpowermentThis term describes the level of economic, political, and spiritual power that an individual holds.

TeamworkThe success of teams can be crucial to organizations’ performance, so an organization will strive to have high performance teams.