HR unit 6 Flashcards
(24 cards)
herzberg’s 2 factor theory
hygiene factors - reduce job dissatisfaction but do not motivate on their own
e.g. company policies, employee to employer relations, supervision + pay, working conditions
motivators - factors that act to motivate employees e.g. personal development, recognition, promotion etc
- development of job enrichment policies
taylors scientific management
workers are motivated by pay
-not naturally interested in work + so need close supervision
jobs need to be broken down into small tasks
need training to be efficient as possible
paid based on number of items produced - piece rate to increase productivity
problems w Taylors theory
employees not engaged w work - boring repetitive tasks
prioritise quantity over quality
only work hard whilst supervised
cut corners looking for shortcuts
maslows hierarchy of needs
top - bottom
1. self actualisation : autonomy, creativity + self development - hardest to achieve, e.g. target by providing training + development
- esteem needs : sense of worth, respect + value - provide awards + recognition, easier in flatter org structure
- social needs : sense of belonging in a group - team projects & outings
- safety + security needs : health, protection + providing for future - H&S laws, job security
- physiological needs : basic needs, food, warmth, rest etc - minimum wage, shelter
mayo
concluded from his experiments that workers are motivated by better communication btwn management + workforce
- motivated by greater involvement of the management in the lives of workforce
- working In teams is important
- led to more soft HRM approach
financial motivators - short term
piece rate - paid per number of items produced = quantity > quality, Low morale payment is not guaranteed
commission - low basic salary plus commission or commission only basis, paid on results - make a % of the sales
pressure to sell + salaries not guaranteed
salary schemes - profit sharing = business distribute % of profits to employees when its doing well
share ownership = senior staff able to purchase shares - owning or getting profit increases motivation + work harder to achieve objectives
performance related pay - rewarded when work reaches above certain standard - difficult to measure performance
non financial methods - long term
- job design = less boring, more engaging thru job rotation, enlarging, enrichment etc
- public praise
- team work
- autonomy over work
- empowerment
- improves quality, internal promotions cut recruitment costs, employees become more skilled
job enrichment
- given additional responsibilities + authority within role
- reward for good performance + recognition of competence
{lead to increased productivity + loyalty}
- employees don’t want extra responsibility, overwhelming + demotivating
job rotation
changes made to role on regular basis
{ less repetitive jobs,
promoting development of new skills + knowledge - multi skilled + flexible workforce + increased productivity }
- demotivated + disengaged over time if repeated onto same roles
- lead to decrease in quality initially due to lack of skill
empowerment + autonomy
- more autonomy ( make decisions about how they work), freedom over working lives
- increase empowerment overtime, makes them feel valued + loyal + productive
- not effective on new or unskilled employees
consultation
- involved in decision making process
- feel valued + more open to change as they feel part of the process
- increased levels of commitment + motivation
- may start to doubt consultation process if their views aren’t implemented
job enlargement
- workload increases w more complex tasks as reward + recognition of skills
- challenge employees who seem bored
- increase motivation due to greater variety in work + more challenge
- short term solution, demotivate employees + decrease satisfaction + productivity if against their will
flexible working
where employees work from + working patterns - built on trust between employees x management
- part time, desk sharing, etc
- feel valued + appreciated when offered flexible working
- can’t micro mange employees as easily, if trust is broken employees may feel demotivated
team work
placed into teams w specific targets + projects, shared responsibility & goals to each other - mayo
-increase productivity + job satisfaction
- high risk of conflict btwn members impact motivation + satisfaction
training
- on the job/ off the job
- feel valued by investment into personal development
- benefit from skills + exp + knowledge of employees
- increased productivity - more competent + confident in role
- risk of over qualified employees - overtime
employee benefits + perks
e.g. free food, access to gym, recreational areas etc
- valued - boosts employee morale + decrease workplace stress
- happier workforce - loyal + productive
- not feasible for many businesses - cost + planning implications of implementing them
management style
management style has direct impact on motivation
- style depends on employees e.g.
autocratic - effective on new + unskilled workers who need guidance
- democratic - effective on experienced + skilled workers
HR functions
- training + promotions
- recruitment + selection
- payment + holidays etc
- inquiry + issues
- workforce planning ( natural wastage - letting employees leave w out replacement)
HR objectives
employee engagement + involvement = improving performance by offering job satisfaction, commitment + empowerment thru focus on attitudes, behaviour & outcomes
talent development = focus on training, education + development based on present + future roles
diversity - need hr objectives that encourage recruits from wide backgrounds + retain them by embracing cultural differences - easier to cater + expand to global/new markets
alignment of values - aligning culture of a business to its employees thru training dev etc
- essence of the business needs to be integrated into every part of the business
hard VS soft HRM
- short term - recruiting + firing
hard = treat employees as just another resource to be used efficiently to achieve strategic objectives - linked to autocratic management style - external recruitment, minimum pay, limited control over working lives
- long term - develops workforce
soft = treat employees as asset to the business - linked to democratic style of management - internal promotion , consultation
e.g. innocent drinks - offer flexible work + invest in their staff, programmes within business to support them
managing hr flow
- describes employee journey thru the organisation
- HR PLAN : identify whether the business needs recruitment, training, redundancies, redeployment
- demand for labour - how many needed, skills + where needed
- supply of labour = existing workforce, unused skills, changes in practises etc
- all factors should be considered in terms of achieving corporate objectives
on the job VS off the job training
- on the job = receive training whilst at workplace - quality depends on trainer = may pass on bad habits, cost effective + productive
- off the job = taken away from usual place of work to receive training
- lost working time but gain wider range of skills
induction training
redeployment + redundancy
