BM U3AOS2

Human Resource Manage

Coordinates all the activities involved in acquiring, developing, maintaining and terminating employees from a business's human resources.

Human Resource Management

The effective management of the formal relationship between the employer and employees.

Productivity

A measure of performance that indicates how many inputs (resources) it takes to produce an output (goods or services).

Motivation

The individual, internal process that directs, energises and sustains a person's behaviour.

Employee Motivation

Central to human resource management; motivated employees are more likely to work hard to achieve business objectives.

Business Objectives

The desired outcomes or specific results that a business intends to achieve.

Maximise Profit

The main objective of most businesses.

Positive Customer Experience

An objective that can be achieved through successful management of employees.

Hierarchy of Needs

Maslow's sequence of human needs in the order of their importance.

Physiological Needs

Needs that are fulfilled by wages, such as job, pay, and income necessary for food, shelter, and clothing.

Safety and Security Needs

Needs satisfied by businesses providing safe working conditions and job security.

Four Drive Theory

A motivational theory proposed by Lawrence and Nohria.

Goal Setting Theory

A motivational theory proposed by Locke and Latham.

Successful Management of Employees

Should ensure that employees are motivated, productive, and efficient.

Recruitment and Training

HRM helps ensure employees have appropriate skills to meet business objectives.

Increased Sales

An objective that requires staff with good knowledge of the goods or services sold.

Growth in Market Share

An objective that can be achieved through effective human resource management.

Improved Productivity

An objective that results from a motivated staff and effective human resource management.

Employee Contribution

Essential for achieving any business objective.

Operations Management

The management of the processes that produce and deliver products and services.

Relationship between HRM and Business Objectives

Very important as it ensures employees are motivated and productive, contributing to business success.

Motivated Staff

Leads to increased productivity and achievement of business objectives.

HR Strategies

Should align with the objectives and strategies of the business.

Physiological Needs

Wages help us fulfil our physiological needs. Job, Pay, Income. Purchase- food, shelter and clothing.

Safety and Security Needs

Business help to satisfy these needs by providing safe working conditions and job security. WHS- work health and safety. - no bullying, harassment. Employment conditions impacted by contracts- fixed term/ casual/ full-time/ part-time. Pay, safe working conditions. Job security.

Social Needs

People need to be loved/ find friends. Work provides the opportunity to meet and form working relations that provide a sense of belonging. Culture of business can help satisfy our social needs. Teamwork, social activities 'Staff functions'.

Esteem Needs

Given recognition and appreciation. Appraisals. Promotion. Delegation. Empowerment.

Self-actualisation Needs

Desire to reach full potential. Workplace should provide professional development. Skill development/ training. Opportunities for advancement and promotion.

Goal Setting Theory (Locke and Latham)

Locke and Latham's Goal Setting Theory is based on the notion that employees are more likely to be motivated if they are able to strive for specific goals, and can be rewarded for achieving those goals.

Clarity

Giving goals clarity means making them unambiguous and measurable. Goals should be simple, clear and as specific as possible. It is important that everyone understands what is expected, and the result that will be rewarded.

Challenge

The goal should extend the employee, but should still be achievable/ not overwhelm. A goal that is too easy, or does not seem to have much importance in the operations of the business, will not provide much in the way of motivation.

Commitment

Goals that employees have some input in are likely to maintain motivation. Participative management style will seek to give employees maximum input into the determination of appropriate goals.

Task Complexity

'Smaller Tasks to achieve the bigger goals'. The tasks set to achieve the goal should be straightforward enough that employees feel that they are able to fulfil them.

Feedback

Feedback provides opportunities to offer recognition for progress achieved, to make adjustments to the goal if necessary, and to ensure expectations are clear.

Car Bright

A car cleaning and detailing service business owned by Aaron Bright.

Goal Setting Theory

A theory recommended to motivate employees at Car Bright.

Four Drive Theory

A theory that identifies basic human drives that determine behavior and motivate employees.

Drive to Acquire

The drive to acquire includes material goods, status, power, and influence.

Drive to Bond

The drive to bond is expressed through a sense of belonging and relationships with individuals.

Drive to Learn

The drive to learn encompasses the need to understand the world, be challenged mentally, and have varied experiences.

Drive to Defend

The latent drive that ensures a safe work environment and removes threats to safety and security.

Active Drivers

The drives to acquire, bond, and learn.

Latent Driver

The drive to defend, which only activates in the presence of a threat.

Remuneration

Levels of pay that should be comparable with competing businesses to retain valued staff.

Monetary Rewards

Financial incentives tied to improvements in employee performance.

Recognition of Performance

Acknowledgment of good performance with appropriate financial incentives.

Opportunities for Pride

Providing chances for employees to feel proud of their work and distinguish themselves.

Performance Expectations

Clearly expressing business expectations regarding work performance evaluation.

Corporate Culture

The environment that employers and managers develop to improve relationships and teamwork.

Teamwork and Collaboration

Encouragement and recognition of collective achievements among employees.

Management Interaction

Managers and leaders interact positively and encourage employees.

Learning Opportunities

Regular and ongoing chances for employees to learn new skills.

Task Variety

Incorporating a variety of tasks to provide stimulation and avoid boredom.

Built-in Challenges

Challenges included in work assignments to increase satisfaction upon completion.

Support for Skill Development

Management actively supports employees in gaining new skills and qualifications.

Significant Contributions

Each job is valued as making a meaningful contribution to business objectives.

Safe Work Environment

A workplace that is welcoming, supportive, and free from intimidation.

Welcoming and Supportive Workplace

A workplace where intimidation is not used as a management technique, and managers treat all employees fairly and consistently.

Fair and Transparent Rewards System

Systems and processes for determining rewards and recognition that ensure no employee feels favoritism or discrimination.

Atmosphere of Trust

An environment fostered by managers and leaders through consistency and honesty in dealings with employees.

Encouragement to Speak Up

Employees are supported by management to express concerns and offer suggestions without fear of reprisals.

Four Main Drives

Drives identified by Lawrence and Nohria that shape human behavior: to acquire, bond, learn, and defend.

Drive to Acquire

The motivation to gain sufficient income for material goods, status, power, and influence, stimulated by rewards and opportunities.

Drive to Bond

Recognizes that employees are social beings who are more productive when they enjoy their work environment and relationships.

Drive to Learn

The desire for employees to learn new skills and be challenged, stimulated by training and opportunities for promotion.

Drive to Defend

A latent drive that activates when an employee feels threatened, leading to improved performance to maintain their position.

Maslow's Hierarchy of Needs

A motivational theory that suggests individuals are motivated by a series of hierarchical needs, from basic to self-actualization.

Staff Turnover

The rate at which employees leave a workforce and are replaced, often an indicator of workplace satisfaction.

Locke and Latham's Goal Setting Theory

A motivational theory that emphasizes the importance of setting specific and challenging goals to enhance performance.

High Salaries and Motivation

The concept that high salaries alone may not motivate staff if other needs, as per Maslow's hierarchy, are not met.

Childcare Services

Services provided for children aged five and under, which may require high-quality and reliable staffing.

Employee Motivation

The level of energy, commitment, and creativity that a company's workers bring to their jobs.

Performance-Related Pay

Compensation that is linked to the performance of the employee, often used to incentivize higher productivity.

Positive Corporate Culture

A work environment that promotes positive interactions and teamwork, enhancing employee motivation and productivity.

Training Opportunities

Programs designed to improve employee skills and knowledge, which can lead to increased motivation and job satisfaction.

Initiative and Responsibility

Encouraging employees to take charge of their work and responsibilities, which can enhance motivation.

Poor Performance Reviews

Evaluations that indicate an employee's work is below expectations, which can lead to motivation issues.

Social Interactions at Work

Interactions between employees and managers that can enhance workplace satisfaction and motivation.

High-Quality Childcare Demand

The need for reliable and effective childcare services in a local area, which can impact staffing and operations.

Employee Complaints

Feedback from employees regarding their dissatisfaction, which can indicate underlying motivational issues.

Management Techniques

Strategies employed by managers to influence employee behavior and performance.

Performance-Related Pay

A means of rewarding employees through monetary compensation when they perform their duties in a manner that equals or exceeds a set of predetermined goals or criteria.

Short-term Effect of Performance-Related Pay

Performance-related pay is considered to have a short-term effect on employee motivation, providing immediate and tangible rewards for effort and/or commitment.

Long-term Effect of Performance-Related Pay

When ongoing, performance-related pay can provide longer-term motivation as employees recognize they will be regularly rewarded for their efforts.

Examples of Performance-Related Pay

Includes pay increases, bonuses, commissions, share plans, profit sharing, and gainsharing.

Career Advancement

The assignment of more responsibilities/authority to employees or the promotion of employees to positions that bring rewards, such as increased salary and benefits.

Importance of Career Advancement

The opportunity to advance to a better job is an important objective in career plans, often leading employees to change employers for better opportunities.

Short-term Effects of Career Advancement

Usually brings a pay rise and greater job security, satisfying low order needs on Maslow's hierarchy.

Long-term Effects of Career Advancement

Provides a means to satisfy higher level needs in Maslow's hierarchy, such as social needs, esteem needs, and self-actualization needs.

Four Drives Theory

A framework by Lawrence and Nohria that includes the drive to achieve and acquire status, the drive to bond and belong, and the drive to learn and comprehend.

Motivation Strategies

Includes performance-related pay, career advancement, investment in training, support strategies, and sanction strategies.

Financial Incentives

Monetary rewards that motivate employees to work hard and perform well.

Employee Suggestions

Productivity improvements from employee suggestions may take time, influencing long-term motivation.

Maslow's Hierarchy of Needs

A theory that categorizes human needs into a hierarchy, where lower-order needs must be satisfied before higher-order needs can be addressed.

Drive to Achieve

One of the four drives in Lawrence and Nohria's theory, focused on the desire to achieve and acquire status.

Drive to Bond

One of the four drives in Lawrence and Nohria's theory, focused on the desire to connect and belong with others.

Drive to Learn

One of the four drives in Lawrence and Nohria's theory, focused on the desire to gain knowledge and understanding.

Immediate Rewards

Rewards that are provided quickly after an action, influencing short-term motivation.

Ongoing Rewards

Rewards that are provided regularly over time, contributing to long-term motivation.

Job Satisfaction

The level of contentment employees feel regarding their job, which can influence their decision to stay or leave.