unit 14 human resources management

Unit 14 Human Resources Management Topics Covered The Nature of Human Resources Management Planning for Human Resources Staffing Training and Developing Employees Compensating Employees I. The Nature of Human Resources Management Human resources: labor, the physical and mental abilities that people use to produce goods and services. Human resources management (HRM): all the activities involved in determining an organizations human resources needs as well as acquiring, training, and compensating people to fill those needs. It is concerned with maximizing the satisfaction of employees and motivating them to meet organizational objectives productively. The importance of human resource management Humans = greatest assets (in an organization) ; without them, everyday business functions could not be completed managing cash flow, making business transactions, communicating through all forms of media, dealing with customers. Todays organizations are continuously changing. In order to maximize organizational effectiveness, human potential individuals capabilities, time, and talents must be managed. Human resource management works to ensure that employees are able to meet the organizations goals. There are seven management functions of a human resources (HR) department that will be specifically addressed: staffing, performance appraisals, compensation and benefits, training and development, employee and labor relations, safety and health, human resource research. II. Planning for Human Resources Needs Forecasting how many more employees the company will need to hire and what qualifications they must have. the supply of people in the work force who will have the necessary qualifications to meet the organizations future needs. Then develops a strategy Job Analysis Job Description (P.146) Job Specification (P.146) Figure 12.1 Steps in strategic human resource planning Dells human resource planning Low-cost strategy 低成本战略 III. Staffing(Recruiting and Selecting New Employees ) Recruiting Selection III. Staffing(Recruiting and Selecting New Employees ) Recruiting Internal sources of applicants External sources of applicants Educational Institutions: colleges, and universities, vocational schools; Advertisements: newspapers and professional journals; Employment agencies, colleges; Business Rivals Recommendations from current employees; Unsolicited applications. III. Staffing(Recruiting and Selecting New Employees ) Selection 4 Stages: Application Interview Testing References Checking Recruitment you can buy their physical presence at a given place; you can even buy a measured number of their skilled muscular motions per hour. But you cannot buy the devotion of their hearts, minds, or souls. You must earn these. 弗朗西斯（ C. Francis） 29 What Is Motivation? 动机 v Motivation The processes that account for an individuals willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need. Topics Covered I. Historical Perspectives on Employee Motivation II. Early Theories of Employee Motivation III. Strategies for motivating Employees IV. Leadership (Review) I. Historical Perspectives on Employee Motivation 1. Classical Theory of Motivation 2. The Hawthorne Studies (Page 158) I. Historical Perspectives on Employee Motivation 1. Classical Theory of Motivation Frederick W. Taylor, Frank, Lillian Gilbreth. Money is the sole motivator for workers Workers who were paid more would produce more, an idea that would benefit both companies and workers. Satisfactory pay and job security would motivate employees to work hard, however, later studies showed that other factors are also important in motivating workers. I. Historical Perspectives on Employee Motivation 2. The Hawthorne Studies (Page 158) vGeorge Elton Mayo and a team of researchers from Harvard University v1924-1932 vHawthorne Works Plant of the Western Electric Company vDiscovery: Productivity increased regardless of the physical conditions. vConclusion: social and psychological factors could significantly affect productivity and morale 1. Maslows Hierarchy of Needs 马斯洛需 求层次理论 2. Herzbergs Two-Factor Theory 赫茨伯 格的激励 3. McGregors Theory X and Theory Y 麦 格雷戈的 x和 y理论 4. Vrooms Expectancy Theory 期望理论 II. Early Theories of Employee Motivation 1. Maslows Hierarchy of Needs 马斯洛需 求层次理论 II. Early Theories of Employee Motivation 36 Maslows Hierarchy of Needs 1. Physiological Needs 2. Safety Needs /Security Needs 3. Belongingness Needs /Social Needs 4. Esteem Needs 5. Self- actualization needs 自我 实现 尊重 社交 安全 生理 37 38 2. Herzbergs Two-Factor Theory 赫茨伯格的双因 素激励理论 1) Hygiene Factors 卫生因素 /保健因素 Which relate to the work setting and not to the content of the work, include adequate wages, comfortable and safe working conditions, fair company policies, and job security. 2) Motivational Factors激励因素 Which relate to the content of the work itself, include achievement, recognition, involvement, responsibility, and advancement. II. Early Theories of Employee Motivation 3. McGregors Theory X and Theory Y 麦格 雷戈的 x和 y理 论 v Theory X: Managers adopting Theory X assume that workers generally dislike work and must be forced to do their jobs. v Theory Y: This view assume that workers like to work and that under proper conditions employees will seek out responsibility in an attempt to satisfy their social, esteem, and self- actualization needs. II. Early Theories of Employee Motivation 41 3. McGregors Theory X and Theory Y 麦格雷戈的 x和 y 理 论 v Theory X: The average person natural dislikes work and will avoid it when possible. Most workers must be coerced（强制地） , directed, or threatened with punishment to get them to work toward the achievement of organizational objectives. The average worker prefers to be directed and to avoid responsibility, has relatively little ambition, and wants security. II. Early Theories of Employee Motivation v Theory Y: The expenditure of physical and mental effort in work is as natural as play or rest. People will exercise self-direction and self-control to achieve objectives to which they are committed. People will commit to objectives when they realize that the achievement of those goals will bring them personal reward. The average person will accept and seek responsibility. Imagination, ingenuity, and creativity can help solve organizational problems, but most organizations do not make adequate use of these characteristics in their employees. Organizations today do not make full use of workers intellectual potential. II. Early Theories of Employee Motivation 3. McGregors Theory X and Theory Y 麦格 雷戈的 x和 y理 论 Conclusion: Obviously, Theory Y managers maintain less control and supervision, do not use fear as the primary motivator, and are more democratic in decision-making, allowing subordinates to participate in the process. Theory Y managers address the high-level needs in Maslows hierarchy as well as physiological and security needs. Today, Theory Y enjoys widespread support and may have displaced Theory X. II. Early Theories of Employee Motivation 4. Vrooms Expectancy Theory 期望理论 II. Early Theories of Employee Motivation 46 v X理论假设较低层次的需要支配着个人的行为 v Y理论则假设较高层次的需要支配着个人的行为 v Motivation is maximized by participative decision making, interesting jobs, and good group relations. 47 Early Theories of Motivation v Herzbergs Motivation-Hygiene Theory Job satisfaction and job dissatisfaction are created by different factors. vHygiene factors保健因素 : extrinsic 外部因素 (environmental) factors that create job dissatisfaction. vMotivators激励因素 : intrinsic 内部因素 (psychological) factors that create job satisfaction. Attempted to explain why job satisfaction does not result in increased performance. vThe opposite of satisfaction is not dissatisfaction不是 不满意 , but rather no satisfaction. 没有满意 48 激励因素 成就 承认 工作本身 责任 晋升 成长 监督 公司政策 与监督者的关系 工作条件 工资 同事关系 个人生活 与下属关系 地位 保障 保健因素 极 满 意 中性 极不 满 意 49 v Alderfers ERG Theory Existence Needs vare desires for physiological and material well-being. Relatedness needs are desires for satisfying interpersonal relationships. Relatedness Needs vare desires for satisfying interpersonal relationships. Growth Needs vare desires for continued psychological growth and development. Leading employees Leadership is influen