Download MGMT 300 - Wk 3

CHAPTER 6:
HUMAN RESOURCE
MANAGEMENT
HUMAN RESOURSE MANAGEMENT
DEFINITION
• Function within an organization
• Strategic and comprehensive approach
to managing people, workplace
culture and environment
• Focuses on recruitment, management
and providing direction for the people
who work in the organization
• Can be performed
managers
by
first-line
COMPONENTS OF HRM SYSTEM
Pay and benefits
Performance
appraisal & feedback
Recruitment &
selection
• High performing employees should be rewarded
with raises, bonuses
• Provides information about
motivate and reward workers
how
to train,
• Develop a pool of qualified applicants
Training &
development
• Ongoing process to develop worker’s abilities and
skills
Labour relations
• Managers need an effective relationship with
labour unions that represent workers
STRATEGIC HRM
DEFINITION
• Linking of human resources
with strategic goals and
objectives
• Accepting and involving HR
function as a strategic partner
in the formulation
and
implementation of company’s
strategies
Linkage between
HR policy and
practices and
organizational
strategic aim and
environment
Organizing
schema linking
individual HR
interventions
Responsibility for
the management
of HR is devolved
down the line
Key
features
of SHRM
Definition of staffing
• Process of acquiring, deploying and
retaining a workforce of sufficient quantity
and quality to create positive impacts on
the organization’s effectiveness
• Series of steps that is performed
continuously in order for an organization
to obtain suitable candidates to hold
suitable positions at a suitable time
STAFF-HIRING PROCESS
Human Resource Planning
Hiring / Recruitment
Selection
Induction and Orientation
Training and Career Development
Performance Evaluation
Employee Termination / Separation
THEORIES OF MOTIVATION
1
• Maslow’s Hierarchy of Needs
2
• Herzberg’s Dual-Factor Theory
3
• Theory X & Theory Y
4
• Expectancy Theory
5
• Equity Theory
6
• Reinforcement Theory
MASLOW’S HIERARCHY OF NEEDS
Selfactualization
Esteem
Affiliation
Security
Physiological
HERZBERG’S DUAL-FACTOR THEORY
THEORY X & THEORY Y
EXPECTANCY THEORY
EQUITY THEORY
REINFORCEMENT THEORY
Power of
praise
Office
environment
Managing
for
productivity
Disciplinary
guidelines
in
workplace
Setting
goals
MANAGING KNOWLEDGE AND TALENT
KNOWLEDGE MANAGEMENT
TALENT MANAGEMENT
-Process
of
capturing,
developing, sharing and
effectively
using
organizational knowledge
-Anticipation of required
human capital for an
organization
and
the
planning to meet those
needs
-It refers to a multi-discipline
approach
to
achieving
organizational objectives by
making the best use of
knowledge
-Science of using strategic HR
to improve business value
and to make it possible for
companies and organizations
to reach their goals
CHAPTER 7:
LEADERSHIP
DEFINITION OF LEADERSHIP
Process of leading and influencing team
members in job-related activities
Interactive process whereby leaders and their
followers engage in a mutual interaction
Reciprocal relationship between those who
choose to lead and those who decide to follow
CONCEPT OF LEADERSHIP
People
Influence
Goals
EFFECTIVE LEADERSHIP ROLES
Visioning & setting an
example
Empowering & energizing
Leading team
Create an inspiring vision
and shared values
Inspire & energize people
Involve everyone, use
team approach
Lead change
Empower people
Coach, bring out the best
in your people
Lead by example
Communicate openly
Encourage group decision
Demonstrate confidence
Listen, support & help
Monitor progress, but
don’t micromanage
CHARACTERISTICS OF MANAGERS
Someone who was given their authority by the
nature of their role
Focus on tactical activities
Have a more directive and controlling approach
Able to organize people to accomplish tasks
CHARACTERISTICS OF LEADERS
Inspire and motivate employees to drive
themselves
Leader’s authority is innate in their approach
More behavioural in nature
Focused on change
Transactional
leaders
Types of
leaders
Transformational
leaders
Charismatic
leaders
Behavioural
theories
Trait
theories
Contingency
theories
Principal
theories
of
leadership
LEADERSHIP STYLES
Authoritarian
Laissez-faire
Democratic
LEADERSHIP MODELS
Managerial Grid
Vroom-Jago
Leadership
Model
Hersey and
Blanchard’s
Situational
Model
Path-goal Theory
MANAGERIAL GRID
VROOM-JAGO LEADERSHIP MODEL
HERSEY AND BLANCHARD’S
SITUATIONAL MODEL
Relationship Behaviour
High
Participating Style
Selling Style
Delegating Style
Telling Style
Low
Low
High
Task Behaviour
PATH-GOAL THEORY
LEADERSHIP AND CULTURE
Culture affecting leadership
• Negative cultures can undermine positive leadership
and negative leadership can have fast affect on positive
culture
Culture as a function of leadership
• Ethics of the leader became a central part of the
culture
Leadership can have impact on culture
• Be passionate, get networked with the organization,
value what the leader recognize
CHAPTER 8:
COMMUNICATION
AND
INTERPERSONAL
SKILLS
WHAT IS COMMUNICATION?
• Communication is
the transfer of
information between
two parties, the
receiver and
• the sender
WHAT IS COMMUNICATION?
Stoner, Freeman and Gilbert
• Communication is one of the process whereby
humans try to share meaning through the delivery
of symbolic messages
Bernard
• Communication is a process of exchanging ideas,
opinions and information that have certain
objectives and are presented personally or nonpersonally through the use of symbols or signals
with the objectives of achieving organizational
goals
ELEMENTS IN COMMUNICATION
Understanding
Listening
Talking
Carry out
thoughts and
visions of
organization to
employees
IMPORTANCE OF
COMMUNICATION
Provide
synchronization
Convey directions
FORMS OF COMMUNICATION
1
• Top to bottom communication
2
• Bottom to top communication
3
• Horizontal communication
4
• Cross communication
COMMUNICATION PROCESS
Sender
Encoding
Channel
Disturbance/
Barriers
Feedback
Receiver
Decoding
BARRIERS TO EFFECTIVE
COMMUNICATION
Noise
Semantics
Language
routines
Lying and
distortion
Perceptual
differences
Language
differences
Filtering of
information
Poor
listening
Information
overload
Discussion
boards
Chat room
Email
Listservs
Communication
Technologies
Blogs
COMMUNICATION AND CULTURE
Cultures are created through communication
Cultures are a natural by-product of social
interaction
Social interaction – relationship, group,
organization or society