Transcript Chapter 01

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
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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
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© 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.