Unit 3 HUMAN RESOURCE MANAGEMENTTHEORIES RELATED TO HR MANAGEMENTHierarchy of NeedsA need is a lack of something essential, desirable, or useful. The needs theory states that people act to satisfy their needs. Maslow proposed a hierarchy of needs consisting of five levels.●Physiological Needs-----needs for food, shelter, and clothing. These needsare the most basic and therefore at the bottom of the hierarchy, but they are the ones that motivate a person to find a job and earn money to provide food, shelter, and clothing for themselves and their families.●Safety/ security Needs-----needs to feel secure, to be protected, and to avoidthe unexpected. They are generally for job security and protection from work hazards. Some of the means for satisfying these needs are senior ity provisions in labor agreements, health and safety legislation, and insurance.●Social Needs-----needs for belonging (accepted by others) and for giving andreceiving friendship and love. Informal social groups on the job / off the job help people satisfy these needs. Even formal work groups can help meet workers’ social needs.●Esteem Needs-----needs for the respect from others and for a sense ofaccomplishment and achievement. Satisfaction of these needs is reflected in feelings of self-worth. Having a job is often very important in satisfying esteem needs. Praise and recognition from managers and others in the firm contribute to the sense of self-worth.●Self-Actualization Needs-----needs for fulfillment, for living up to one’spotential, and for using one’s abilities to the utmost. The Army recruiting slogan “Be All That You Can Be” is aimed at these needs. In other cases, amanager who develops and maintains an effective department might also feel self-actualized.Theory XDouglas McG regor, one of Maslow’s students, assumed that in general people do not like to work---and that work is a natural activity. From these assumptions, he devised two theories of what motivates workers and what management styles are appropriate.Theory X assumes the following:●The average person dislikes work and will avoid it if possible.●Because people don’t like to work, they must be controlled, directed, orthreatened with punishment to get them work better.●The average person prefers to be directed, avoids responsibility, isrelatively not ambitious, and wants security above all.This view of people suggests that managers must constantly prod workers to perform and must closely control their on-the-job behavior. By assuming that employees are lazy, unmotivated, and in need of strict control, managers reinforce the conditions that make the employees that way in the first place. But managers who think workers are lazy and irresponsible may lose or frustrate the best ones.Theory YIn contrast, Theory Y is based on the following assumptions:●Work is as natural as play or rest.●The threat of punishment is not the only way to get people to work.●Workers can be positively motivated. They will try to accomplishorganizational goals if they believe they will be rewarded for doing so.2●Under proper conditions, the average person learns not only to acceptresponsibility but also to seek it.●Most workers have a relatively high degree of imagination and creativityand are willing to help solve problems.Theory ZTheory Z is offered / developed / devised / proposed by William Ouchi, a management scholar at the University of California, Los Angeles. This theory combines the US and Japanese business practices and emphasizes:●Long-term employment●Slow career development●Moderate specialization●Group decision making●Individual responsibility●Relatively informal control over the employees●Concern for workersTheory Z has been well received, but there is not yet much evidence to support it. However, many U.S. firms---among them Delta Airlines, IBM, and P&G---do use element(s) of Theory Z.Assumption presumption SupposeCorporate / business / organization CultureBasically, organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and intangible signs of organization members and their behaviors. Corporate culture can be looked at as a system and is greatly influenced by top management and can change when a new CEO takes command.Corporate culture differs just as types of personality do. Researcher Jeffrey Sonnenfield identified four types of cultures. They are academy, baseball team, club, and fortress.In an academy culture, e mployees are highly skilled and tend to stay in the organization and work their way up the ranks. This culture stresses long-term career development and provides a stable environment in which employees can develop and exercise their skills. New employees attracted by this culture are typically college graduates. The organization examples are universities, hospitals, large corporations like IBM, etc.Baseball team culture seeks out talents of all ages and experiences. The emphasis of the culture is on short-term results rather than long-term commitment. Employees working in this culture are usually "free agents", much like professional athletes. They have highly prized skills and are rewarded on the basis of what they produce. They are in high demand and can rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk organizations, such as investment banking, advertising, accounting, law firms, and software development companies, etc.To fit into the group is the most important requirement for employees in a club culture. Commitment to the company, doing things for the good of the group, is emphasized over personal achievement. Usually employees start at the bottom and stay with the organization. The organization promotes from within and highly valued seniority. Examples are the military, some law firms, etc.Commit suicide.Palace / castle / fortressCompanies with fortress culture are those that are struggling to keep afloat. Many are academies, clubs, or baseball teams that have failed and are trying to4come back. Others, including retailing and natural-resource companies, are always in a boom-or-bust cycle. Fortresses cannot promise job security or reward employees on the basis of how well they perform. Employees don't know if they'll be laid off or not. These organizations often undergo massive reorganization. Examples are savings and loans, large car companies, etc.Of course, many companies can’t be neatly classified in any one way. Many have a blend of corporate cultures. GE’s aerospace division operates more like a club; the electronics division is an academy; the home-appliance unit is fortress. Before you take your first job after graduation, carefully consider the culture of potential employers. If you are a risk taker, you will probably thrive at a baseball team company but not perform as well at an academy. On the other hand, if you are a team player who loves security, you won’t be happy with a baseball-team company.THE HUMAN RESOURCE FUNCTIONHuman-resource management is the process of planning, hiring, developing, motivating, and evaluating people in order to achieve organizational goals.HR PlanningHuman-resource managers are the ones who must determine future human-resource needs. Then they assess the skills of the firm’s existing employees to see if new people must be hired or existing ones must be retrained. Creating a strategy for meeting future human-resource needs is called human-resource planning.Job Analysis and DesignJob analysis and design is one of the essential parts of human resource planning. Human-resource planners must know what different jobs require. This information is typically assembled through a job analysis, a study of the tasks required to do a job well. This information is used to specify the essential skills, knowledge, and abilities.The tasks and responsibilities of a job are listed in a job description. The skills, knowledge, and abilities a person must have to fill a job are spelled out in a job specification. These two documents help human-resource planners find the right people for specific jobs. When General Motors built its Saturn assembly plant, it decided not to do things in the same old way. GM human-resource specialists spent thousands of hours rethinking old job designs. Job design means specifying the content of a job, the materials and equipment to be used in doing it, and its connection to other jobs. Job design helps ensure that all necessary tasks are performed by someone and that they are performed efficiently. EMPLOYEE RECRUITMENT AND SELECTIONWhen a firm creates a new position or an existing one becomes vacant, the firm starts looking for people with the needed qualifications. The two sources of job applicants are the internal and external labor markets. The internal labor market is made up of current employees; the external labor market is the pool of potential applicants outside the firm.Most companies try to fill positions beyond entry level from within the company. The internal search for job applicants usually results in some kind of reassignment. People can be promoted(upward movement), transferred (movement at the same level), or demoted (downward movement).6If qualified candidates cannot be found inside the company, the external labor market must be tapped. The external search process involves finding potential applicants, providing information about job openings, and trying to attract qualified prospects to the firm.The Employee Selection ProcessAfter people have been attracted to the firm and applied for a job, employment specialists begin the selection process.The first two stages in the selection process—the preliminary interview and the employment application form---make up the initial screening. The preliminary interview tends to be rather short, often less than fifteen minutes. It is designed to weed out obviously unqualified candidates, and it usually follows a set list of questions. Employment application forms also tend to be short.Cover letterAfter the initial screening, an applicant may be asked to take one or more employment tests. The tests may range from general intelligence and knowledge, to aptitude for the work, skill levels, work interests, or personality.Then comes the selection interview----an in-depth discussion of the applicant’s work experience, skills, and abilities, education, and personal interests. Recruiters look for dozens of characteristics among job candidates during the interview. But you might be surprised at the things that do not matter. Foreign language skills, physical fitness, and a willingness to travel are not highly regarded by most recruiters. Even a good sense of humor is not that important. “Students who try to exhibit humor in an interview usually defeat themselves”, says M. Alan Demers, employment manager of Public Service of New Hampshire.Listed below are 3 key skill areas for entry-level applicants:1. Work Survival Skills:●Implementing decisions●Cooperating / team work●Enforcing policies●Managing time●Attending to detail●Accepting responsibility●Setting and meeting deadlines2. Communication Skills●Speaking effectively●Listening attentively●Communicate effectively●Providing appropriate feedback●Negotiating●Perceiving nonverbal messages●Report ing information3. Human Relation Skills●Developing rapport●Being sensitive●Providing support for others●Counseling●Cooperating●Perceiving feelings, situations 8Listed below are the eight key skills that recruiters seek of the non-entry-level applicants. Note that the skills are listed in order, from the most to least important:●Written communication skills●Decision-making skills●Attitude toward work●Oral communication skills●Good judgment●Maturity●Well-developed work habits●Interpersonal skillsMost employers try to check applicants’ background references. They at least try to check applicants’ current employment and salary. Many request transcripts to check course taken and grade-point average. Some employers get background reports from credit-rating companies, which can provide information on indebtedness, reputation, character, and life style.Physical examination is the final step in the employee selection process. Although not all employers require it, many do. The exam can also set a baseline of the applicant’s health for future insurance or compensation claims.EMPLOYEE TRAINING AND DEVELOPMENTThe human-resource department tries to match an employee with a job, but rarely is the match perfect. Thus the firm must train employees to perform their jobs well.Employee Orientation student codeOnce a person is hired, he or she can go through orientation. An employee orientation program is designed to acquaint new employees with the company. It deals with small but important matters, such as how to get a parking sticker, what the lunch hours are, policies on personal telephone calls and mail, paydays and holidays. Orientation programs at large firms are often conducted by human-resource specialists. They may include tours of the buildings, talks by department heads, videotape, presentations, and lots of printed information (student code). But the newly hired emp loyee’s supervisor still has a big responsibility for orientation. The supervisor immediate boss introduces the person to his or her new colleagues and helps familiarize the person with the workplace.Training and Development ProgramsAfter orientation, th e worker’s formal training program usually begins. The purpose of training is to enhance a person’s ability to do the job.Training can be classified broadly as either on-the-job or off-the-job training. On-the-job training takes place at the job site and tends to be directly related to the job. This training is usually handled by supervisors and co-workers. The employee who receives on-the-job training gets quick feedback. Also, on-the-job training is inexpensive; trainees produce while learning, and no expensive classrooms or learning tools are needed.Off-the-job training is often necessary to train employees away from the workplace. Popular methods for this training include classroom training, vestibule training and programmed instruction.Classroom training allows many trainees to be taught by just a few teachers. It many use lectures, films, videotapes, and other audiovisual media. For managers, classroom training might also include case studies.10。
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