Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
Chapter 10 Human Resources Management Human Resource Management Management of the organization’s employees; consists of all the activities required to enhance the effectiveness of an organization’s workforce in achieving organizational goals and objectives. Human Resource Management Management of the organization’s employees; consists of all the activities required to enhance the effectiveness of an organization’s workforce in achieving organizational goals and objectives. Shared responsibility of HR and managers Environment of Human Resources Workforce Diversity Legislation Globalization Unions Discrimination Employment at Will Key HR Legislative Issues Protected Class Sexual Harassment Affirmative Action BFOQ Disparate Treatment Job Relatedness Adverse Impact MAJOR RESPONSIBILITIES OF HUMAN RESOURCE MANAGEMENT * ATTRACTING HUMAN RESOURCES * DEVELOPING HUMAN RESOURCES * MAINTAINING HUMAN RESOURCES ATTRACTING DEVELOPING MAINTAINING Human Resource Planning Training Compensation Job Analysis Development Employee Relations Recruitment Performance Appraisal Health & Safety Selection Termination/ Outplacement MAJOR RESPONSIBILITIES OF HUMAN RESOURCE MANAGEMENT * ATTRACTING HUMAN RESOURCES Getting the right person for the job Helping them the acquire the skills need * MAINTAINING HUMAN RESOURCES Seeing employees are motivated, healthy, etc.MAINTAINING ATTRACTING DEVELOPING * DEVELOPING HUMAN RESOURCES MAJOR RESPONSIBILITIES OF HUMAN RESOURCE MANAGEMENT * ATTRACTING HUMAN RESOURCES * DEVELOPING HUMAN RESOURCES * MAINTAINING HUMAN RESOURCES ATTRACTING DEVELOPING MAINTAINING Human Resource Planning Training Compensation Job Analysis Development Employee Relations Recruitment Performance Appraisal Health & Safety Selection Termination/ Outplacement Strategic Human Resource Planning (SHRP) • The development of a vision about where the company wants to be and how it can use human resources to get there. • The ultimate objective of SHRP is a sustained competitive advantage. Human Resource Management Process Strategic HR Planning HR Tactics Staffing McGraw-Hill Orientation Training Performance Appraisal Compensation and Benefits Career Development © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Attracting Dev Determining future human Human Resourceresource needs relative to strategic plan and taking actions Planning necessary to meet those needs. IT Systems Forecasting - Demand & Supply •The ultimate objective of SHRP is a sustained competitive advantage. Job Analysis Job Descriptions Job Specifications JOB ANALYSIS Job Analysis is used to identify the tasks, duties and responsibilities of a job; and the skills and knowledge required to perform it. JOB DESCRIPTION Duties Responsibilities Relationship Accountability JOB SPECIFICATION Education Skills, Education, Equipment Work Environment Experience used for: Selection Human Resource Planning Employee Development Performance Appraisal/Setting Job Standards Developing Wage and Salary Classifications Recruitment Finding/attracting qualified candidates Internal recruitment External recruitment Selection The process of evaluating and choosing the best qualified candidate from the pool of applicants. Application Forms Employment Testing Interviews Importance of Reliability and Validity Developing Main Training/Developing A planned effort to assist employees in learning job-related behaviors to improve performance. Orientation On-the-job training Technical training Management development programs Performance Appraisal A systematic process of evaluating employee job-related achievements, strengths, weaknesses, as well as determining ways to improve performance. Performance Appraisal Performance appraisal has three important objectives: 1. Two-way communication between supervisors and employees. 2. Constructive feedback to employees in order to capitalize on strengths and reduce weaknesses. 3. Help managers decide who should be paid more based on contribution. Check out various methods in text Maintaining Compensation Wages Incentives Benefits Labor Relations The formal process through which employees and unions negotiate terms and conditions of employment. Health & Safety Termination/Outplacement Dealing effectively with human resource (HR) issues is essential for all managers. The human resource staff supports managers in carrying out HR responsibilities. Skills for Managing Human Resources Congruency Skills Performance Appraisal Skills Pay Allocation Skills Hiring Skills Training Skills Effective management of diversity is good as well as necessary for business because: • Changes in technology and competition make diverse thinking a necessity. • Minorities make up a majority of the labor market in many parts of the country. • To be competitive, firms need to retain and motivate minority employees. • Global expansion and increased global customers means firms need the help of executives who can function in different cultures. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. That’s it for today Chapter 12 Motivation Job Factors Your Rankings Feeling of being in on things Job security Interesting work Management loyalty to employees Tactful discipline Good working conditions Promotions and growth in the company Good wages Sympathetic help on personal problems Full appreciation of work done Management Employees Job Factors Your Rankings Feeling of being in on things Job security Interesting work Management loyalty to employees Tactful discipline Good working conditions Promotions and growth in the company Good wages Sympathetic help on personal problems Full appreciation of work done Management 10 2 5 6 7 4 3 1 9 8 Employees 2 4 6 8 10 9 7 5 3 1 Motivation The forces acting on or within a person that cause that person to behave in a specific, goal-directed manner. Intrinsic – personal satisfaction of the work itself Extrinsic – comes from rewards - pay, promotion Content View of Motivation Look inside people Maslow’s Hierarchy of Needs Focus in needs Alderfer’s ERG Theory McClelland’s Need Theory Herzberg’s TwoFactor Theory McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Maslow’s Hierarchy of Needs Hierarchy Self-Actualization Needs represent the need for self-fulfillment Esteem Needs desire for a positive self-image and to receive attention Belongingness Needs desire to be accepted by one’s peers Safety Needs safe and secure physical and emotional environment Physiological Needs most basic human physical needs McClelland’s Needs (nAch) Theory The drive to excel, to Need for Achievement Need for accomplish Power challenging tasks, (nPow) anddesire to achieve The to a Need for standard of control influence and Affiliation The desire for friendly and excellence one’s environment (nAff) close interpersonal relationships. Herzberg’s Two-Factor Theory Satisfaction Motivators influence level of satisfaction. Achievement Recognition Responsibility Work itself Personal growth Working conditions Dissatisfaction Pay and security Hygiene factors Company policies influence level Supervisors of dissatisfaction. Interpersonal relationships Process View of Motivation Study of processes Goal-Setting Theory (external) that motivate Equity Theory Reinforcement Theory Expectancy Theory McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Expectancy Theory Victor Varoom Premise - People base behavior on perceived outcomes If I try Can I do It? Level of Achieved Task Performance Effort in Task behavior If I Do It Will I get a Reward? Effort-Performance Performance-Reward Expectancy Instrumentality Ability Training Tools Consistency Outcomes or Rewards for Achieved Performance Valence of Rewards Is The Reward One I want? Reinforcement Theory The consequences of a behavior determine its recurrence. Reinforcement Theory What gets Reinforce (rewarded) Gets repeated Equity Model • Equity model focuses on an individual’s feelings about how fairly he or she is treated in comparison with others. –Individuals compare their situations with those of others to determine the equity of their own situation. Others in company Similar positions other companies Goal Setting Behavior is goal directed Goal setting as a theory of motivation suggests that an individual’s conscious goals and intentions are the primary determinants of behavior. Goal Setting • As a motivational tool, goal setting can help employees because goals serve three purposes: – Guide and direct behavior toward supportive organizational goals. – Provide challenges and standards against which the individual can be assessed. – Define what is important and provide a framework for planning. Prescription for Greater Motivation • • • • • Tell people what you expect them to do. Make the work valuable. Make the work doable. Give feedback. Reward successful performance. That’s it for today Chapter 12 Leadership Leadership Influencing people to accomplish goals Vision Leadership measured by followers Power Power is the ability to influence. Sources Interpersonal Structural Interpersonal Sources of Power Worker Legitimate reward Reward Coercive Expert Referent punishment Boss Worker Worker Structural Sources of Power Resources channels to resources money, human resources, technology, materials, customers, and so on. Decision Making can affect decision making Information access to relevant and important information Evolution of Leadership Theories Great Person Theory Born Trait Theory Intelligence Dependability Initiative Behavioral Theories Situational Contingency Task Oriented Leader People Oriented Follower Situation Inspirational Transformational Change Leader ? GRID High 9 Robert Blake & Jane Mouton X 1/9 9/9 Adequate organization Country ClubWork accomplishment Team is Relationships performance is possible Consensus from committed people; through balancing the Thoughtful attention to the interdependence through a necessity to get out work with needs of“common people for satisfying stake” in of people maintaining morale relationships leads to purpose aeffort comorganization leads Exertion of minimum at a satisfactory level. Efficiency in operations fortable, friendly organization to relationships of trust and to get required work done 5/5 results from arranging respect. atmosphere and work tempo. Middle of the Road is appropriate to sustain conditions of work in such Politician organization membership. a way that human 9/1 1/1 elements interfere to a Task Impoverished minimum degree. Autocrat Bureaucrat Low 1 CONCERN FOR PRODUCTION X9 High GRID High 9 1/9 Country Club Relationships Robert Blake & Jane Mouton 9/9 Team Desire: Consensus self fullfillment Desire: approval Fear: rejection Fear: defeat Win friends and influence people 5/5 Middle of the Road Politician Low Desire: popularity 9/1 1/1 Fear: criticism Task Impoverished Desire:Autocrat Bureaucrat Desire: get by dominance Fear: hopelessness Fear: failure 9 1 CONCERN FOR PRODUCTION High Hersey-Blanchard Situational Leadership Model – A situational leadership theory that emphasizes followers and their level of readiness/work maturity. The leader must properly judge or intuitively know followers’ maturity level and then use a leadership style that fits the level. Match leadership behavior to subordinates needs Situational Leadership Hersey-Blanchard High SupportingR3 Share Ideas Facilitated Decision Making Development level of followers R2 Coaching R1 Unable Explain Decision Clarification Opportunity Unwilling R2 Unable Willing R4 R3 Able Delegating Telling Get Out of The Way Specific Instructions Closely Supervise Unwilling R4 Able R1 Low Willing High TASK BEHAVIOR The Contingency Leadership Model • Description of the Model – The contingency model of leadership effectiveness was developed by Fiedler and postulates that the performance of groups is dependent on the interaction between leadership style and situational favorableness. • Leadership style is measured by the Least-Preferred Coworker Scale (LPC). The Contingency Leadership Model • Description of the Model – The contingency model of leadership effectiveness was developed by Fiedler and postulates that the performance of groups is dependent on the interaction between leadership style and situational favorableness. • Leadership style is measured by the Least-Preferred Coworker Scale (LPC). Fiedler’s Contingency Theory Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader. Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals. Position power: is the extent to which the leader has formal authority over subordinates. Findings of the Fiedler Model Performance Good Poor Relationship-Oriented Task-Oriented Favorable Category • Leader-Member Relations • Task Structure • Position Power McGraw-Hill Moderate I II Good High Strong Unfavorable Good III Good IV Good V Poor VI Poor VII Poor VIII Poor High Weak Low Strong High Weak High Strong High Weak Low Strong Low Weak © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Fiedler’s Situational Variables and Their Preferred Leadership Styles Situation Situational Characteristics I Leadermember relations II III IV V VI VII VIII Poor Good Good Good Good Poor Poor Poor Task structure High High Low Low High High Low Position power Strong Weak Strong Strong Weak Strong Preferred leadership style Very Favorable Task-Oriented Weak Relationship-Oriented Low Weak TaskOriented Very Unfavorable Servant Leader A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission. Sees position as serving organization and its members Contemporary approaches to understanding leadership: Attribution Theory Leadership Substitute Charismatic Leadership Transformational Leadership Leadership and Emotional Intelligence Post-heroic Leadership Self-Leadership Substitutes for Leadership • Organizational Variables Group cohesiveness Formalization Inflexibility Low position power Physical separation • Task characteristics Highly structured task Automatic feedback Intrinsic satisfaction Characteristics of Traditional and Self-Managing Behaviors: Traditional Leader Behaviors Self-Managing Leader Behaviors Organization – Structures own and subordinates work Domination – Restricts or limits the discretion of individuals or groups Production – Sets standards for task performance Recognition – Expresses approval or disapproval of behavior Integration – Promotes group cohesion and reduces group conflict Communication – Provides, seeks, and exchanges information with group members Encourages self-reward Encourages self-observation Encourages self-goal setting Encourages self-criticism Encourages self-rehearsal Acts as a role model by exhibiting appropriate behavior Fosters the development of a culture that nourishes and supports self-leadership Task Chapter 14 Managing Teams As U.S. companies employ more knowledge workers, they are increasingly using teams to fully engage and empower workers to utilize their knowledge for the company’s advantage. More work is being performed in teams. The ability to manage teams has become an important skill for managers and employees. As U.S. companies employ more knowledge workers, they are increasingly using teams to fully engage and empower workers to utilize their knowledge for the company’s advantage. More work is being performed in teams. And work in The ability to manage teams has become an important skill for managers and employees. As U.S. companies employ more knowledge workers, they are increasingly using teams to fully engage and empower workers to utilize their knowledge for the company’s advantage. More work is being performed in teams. And work in The ability to manage teams has become an important skill for managers and employees. What is a team? • A team is a small number of people with complementary skills who are committed to: –a common purpose, –a set of performance goals, and –an approach for which they hold themselves mutually accountable. –team members interact with each other on a regular basis. What is a team? • A team is a small number of people with complementary skills who are committed to: –a common purpose, –a set of performance goals, and –an approach for which they hold themselves mutually accountable. –team members interact with each other on a regular basis. A work group differs from a team. • Members of a work group are held accountable for their individual work. • They are not responsible for the output of the entire group. • A work group is more likely to have a strong, directive leader who seeks input from group members and then delegates work to various individuals to complete. Not All Groups Are Teams Characteristic Leadership Working Group Team Strong, clearly focused leader Shared leadership roles Accountability Individual Purpose Work Products Same as the broader organization mission Individual Individual and mutual Team purpose that the team itself delivers Collective Not All Groups Are Teams Characteristic Meeting Style Working Group Efficient Team Open-ended discussion, active problem-solving Performance Indirectly, by its Directly, by collective work Measurement influence on others products Decision making process Discusses, decides, and delegates Discusses, decides, and does real work together The Benefits of Teams Costs and Productivity Speed Quality Improvement Innovation Team Member Time Commitment Team Characteristics High Project Team Self-managed Team Project Team Low Parallel Virtual Team Parallel Team Low High Duration of Team Team Member Time Commitment 1 task Team Characteristics Fulltime Cross functional Disband High Low Project Team Self-managed Team Project Team Parallel Virtual Parallel Team Team Low High Duration of Team Team Member Time Commitment 1 task Team Characteristics Problem Part time Cross functional Disband solving High Low Project Team Self-managed Team Project Team Parallel Virtual Parallel Team Team Low High Duration of Team Team Member Time Commitment Like Parallel Team Characteristics Uses technology Different time/place High Low Project Team Self-managed Team Project Team Parallel Virtual Parallel Team Team Low High Duration of Team Team Member Time Commitment Team Characteristics High Project Team Self-managed Team Project Team Low Parallel Virtual Team Parallel Team Low High Duration of Team Self-Managed Teams (SMT) • Responsible for producing an entire product, component, or service. • Part of the organization structure. • Full-time basis, and its duration is long • Team members combine their skills to produce an important organizational outcome. Self-Managed Teams (continued) • Have authority to make many decisions that traditionally have been made by supervisors or managers. • Members need a variety of skills: – Technical skills – Management skills – Interpersonal Skills Managing Team Performance • Factors that need to be taken into account in managing effective team performance are: – The stages of team development. – The roles of team members and leaders. – Team member behaviors. Stages of Group Development Forming: •Orientation •Break the ice Leader: •Facilitate social interchanges Stages of Group Development Forming Storming: •Conflict •Disagreement Leader: •Encourage participation •Surface differences Stages of Group Development Forming Storming Norming: •Establish order •Build cohesion Leader: •Help clarify team roles •Clarify norms •Clarify values Stages of Group Development Forming Performing: •Cooperation •Problem solving Leader: •Facilitate task accomplishment Storming Norming Stages of Group Development Forming Storming Norming Adjourning: Performing •Task Completion Leader: •Bring Closure •Signify Completion Stages of Group Development Forming Performing Storming Adjourning Norming Roles Task Maintenance Help Team Accomplish Task Emotional/Social Unity • • • • • Initiation Give opinions Seek information Summarize Energize. • • • • • Encourage Harmonize Reduce tension Follow Compromise. Nonparticipator Role Contributes little to either the task or members’ socioemotional needs. Behavioral Dimensions of Effective Teams Team Cohesiveness Trust Team Norms Cooperative Behavior Team Cohesiveness The extent to which team members are attracted to the team and motivated to remain in it. • • • • • • Team interaction Shared goals Personal attraction to team Competition Team success Favorable evaluation by outsiders. Consequences of Team Cohesiveness • Morale and satisfaction are raised • Performance Productivity tends to more uniform Productivity depends on relationship with management. The more cohesive the more they work to accomplish their Goals? Threats to Effective Team Performance Free Riders Dysfunctional Team Conflict Self-management Opposition Disruptive High Performers Groupthink Lack of Teamwork Rewards Insecure Supervisors Managerial Implications Successful teams have specific, well-defined goals, develop interdependence & collaboration share leadership, provide feedback, recognize and reward performance. A manager must create the environment for the development and nurturing of successful teams.