unit 3 aos2 kk1,2,3,4

human resource management

is the organisation of employees’ roles, pay, and working conditions.

They are responsible for all of an organisation's people management issues.

relationship between human resouce manager and business objectives

Within a business, a human resource manager coordinates and directs employees throughout all stages of their employment.

When managed effectively, employees are likely to feel valued, encouraged, and motivated to perform at their best, which can contribute to higher levels of job satisfaction.

Subsequently, high-performing employees can improve a business's performance and assist the business in achieving its objectives.

the relationship between hmr and achieveing business objectives (to make a profit)

1. when employees have increased job satisfaction the number of employees leaving the business is likely to decrease

2. the costs associated with recruiting and training replacement employees for leaving staff are reduced

3. to make a profit

relationship between hmr and achieveing business objectives (to increase market share)

1. when employees have increased job satisfaction, the quality of the goods and services manufactured and delivered is likely to also increase.

2. a higher quality of goods and services can lead to increased customer satisfaction and sales

3. to increase market share

relationship between hmr and achieveing business objectives (to meet shareholder expectations)

1. when employees have increased job satisfaction they are motivated to work harder and to a higher standard

2. highly motivated employees can enable a busienss to increase its sales and profit allowing higher divends to be paid to shareholders

3. to meet shareholder expectations

relationship between hmr and achieveing business objectives (to fufil a market need)

1. when employees have increased job satisfaction they are more likely to contribute to innovative ideas

2. a business that produces unqiue goods and services may be able to better meet customer needs.

3. to fulful a market need

relationship between hmr and achieveing business objectives (to fufil a social need)

1. when employees have increased job satisfaction, their support of business iniatitives is also likely to increase

2. business initiatives that aid the community and reduce waste are more likely to be successful

3. to fulfil a social need

relationship between hmr and achieveing business objectives (to improve efficiency)

1. when employees have increased job satisfaction, they are more motivated and determined to complete work tasks doing so in a focused error free and productive manner

2. a busienss is able to produce goods and services at a faster pace and to a higher quality with fewer errors and discarded materials

3. to improve efficiency

relationship between hmr and achieveing business objectives (to improve effectiveness)

1. when employees have high job satisfaction, they are more motivated to achieve business objectives and have a greater resilience when doing so

2. a business can more readily achieve its objectives and continue improving its performance

3. to improve effectiveness

what does a hmr do role

- planning
- leading
- organising
- controlling

planning hrm

- estanlishing HRM goals
- planning staffing needs
- determining skill requirements of staff
- developing training programs

organising hrm

- employing staff
- communication information to staff
- organising training agendas
- assisting with policy changes

leading hrm

- motivating staff
- creating friendly work enviroment
- modeling expected behaviour
- showing the way by example

controlling hrm

- establishing disciplinary procedures
- maintaining appropriate conditions of employment
- performance appraisals

role of employees

the role of employees in the workplace is to perform their tasks as outlines in the terms and conditions of employment in their employment contract

role of human resource manager/ definition

The role of the human resource manager (HRM) in the workplace is to act as a negotiator between the needs of the employer and the needs of the individual.

Their role is to allow communication to occur between the two parties and to seek resolution if there is a disagreement between the two parties

are individuals who coordinate the relationship between employees and management within a business

effective management of employees can ensure they are performing at a high level (this can include)

- Aligning employee and business objectives
- Motivating employees
- Training employees
- Measuring and managing performance

managing employees

refers to coordinating the activities of employees in the workplace

business objectives

refer to stated outcomes which a business wishes to achieve in a given period of time

explain the relation between managing employees and business objectives

the relationship between managing employes and business objectives is that the management of employees can lead to the achievement of business objectives

for instance training employees in customer service can lead to the quality of employee consumer interactions improving.

This can increase sales comapres to competitors in a given period of time and so the business objective to increase market share can be achieved

motivation

desire and energy in people to be continually interested and committed to a job

Motivated employees can have many benefits for a business such as

- Improved productivity
- Strong culture
- Reduced staff absenteeism and staff turnover
- Achievement of objectives

maslows hierarchy of needs

a motivation theory which states that all individuals have needs and that these individuals will be motivated once these needs are satisfied

maslows hierarchy of needs order

1. self actualisation needs

2. esteem needs

3. social needs

4. safety and security needs

5. physiological needs

physiological needs

are the basic requirements for human survival, such as food, water, and shelter.

physiological needs more info

• In Maslow’s theory, physiological needs form the first tier of the hierarchy. This is because an individual is unlikely to be motivated by any other needs until they fulfil the requirements needed for their survival.

• When Maslow’s Hierarchy of Needs is applied to a business setting, employees fulfil these physiological needs by using the wages they earn from work to purchase essential items, such as meals and housing.

safety and security needs maslows

are the desires for protection from dangerous or threatening environments. (the business both abiding by OHS laws but also ensuring job security for employees)

safety and security needs maslows more info

Employees need to feel safe and secure in the workplace. Managers can satisfy safety needs by providing safe working conditions, PPE and adequate training to prevent workplace injuries. Security needs can be met through job security, long-term contracts and anti-discrimination policies. Meeting these needs reduces employee anxiety and allows them to become motivated to fulfil the next level of Maslow’s hierarchy.

social needs

are the desires for a sense of belonging and friendship among groups, both inside and outside the workplace.

social needs more info

Employees seek social needs by developing positive relationships and a sense of belonging in the workplace. Managers can satisfy these needs by encouraging team-based work, celebrating employee birthdays and organising collaborative events. These activities help employees build stronger relationships with their peers and managers and feel accepted within the workplace. Once employees have a strong sense of belonging, they can shift their focus towards fulfilling higher-order needs.

esteem needs

are an individual's desires to feel important, valuable, and respected.

esteem needs more info

Employees seek esteem needs by gaining recognition, respect, prestige and independence in the workplace. Managers can satisfy these needs through promotions, prestigious job titles, financial bonuses, increased responsibilities and recognition of strong performance. Meeting these needs can make employees feel valued and respected, which may increase their motivation, productivity and performance. Once esteem needs are satisfied, employees become motivated to achieve the highest level of Maslow’s hierarchy: self-actualisation.

self actualisation needs

Self-actualisation needs are the desires for an employee to reach their full potential through creativity and personal growth.

self actualisation needs more info

Self-actualisation is the desire for employees to reach their full potential through personal growth, creativity and achievement. Managers can satisfy this need by providing challenging work, opportunities to develop skills and knowledge, and allowing employees to express their creativity. Unlike lower-level needs, employees are motivated by intrinsic rewards such as personal satisfaction and achieving their own goals. When employees reach self-actualisation, they can perform at their highest level, improving overall business performance.

describe maslows hierarchy of needs

give needs are in order, psychological, safety,social, self esteem and self actualisation

once a specific need is met it no longer acts as a motivating factor and so, the manager must them satisify the need on the hierarchy (however there is no next to need to motivate employees after self actualisation

how can managers use maslows hierarchy of needs

- Managers can identify where employees are on the hierarchy and implement strategies to satisfy the level they are on
- Managers must understand that employees will be on different levels in hierarchy
- A variety of strategies must be implemented

maslows hierarchy needs advantages (MCU)

- Motivates the employees by providing/meeting each level of the hierarchy

- Can help managers determine which level of the hierarchy is motivating an employee. This therefore
allows a manager to introduce targeted strategies that directly address specific employee needs.

- uses an individualised approach to motivating employees rather than a generalised approach. This allows managers to recognise that each employee has different needs, thus, specific needs (leading to greater motivation

maslows hierarchy of needs disadvantages (HIS)

- It may be time-consuming for a manager to determine the level of each individual employee,
and implement appropriate strategies for each.

- sequential theory, employees who reach self actualisation need do not have a next need to motivate them in the workpalce this could potentially lead to reduced motivation if there are no challenging tasks being set

- Higher-order needs may take more time to assess
and fulfil, therefore becoming a tedious process
when employees reach more complex needs.

locke and lathams goal setting theory

the goal setting theory is a motivation theory which states that the setting and achievement of goals along with feedback can motivate employees.

that states that employees are motivated by clearly defined goals that fulfil five key principles.

locke and lathams 5 principles (CCCFT)

- Clarity
- Challenge
- Commitment
- Feedback
- Task complexity

clarity locke and latham

goals need to be clear (i.e a certain number of sales) for the employee so that the can plan and coordinate resources to assist them in achieving their goals

challenge locke and latham

if a goal is challenging it will further motivate an employee. As a result the business will be more successful

commitment locke and latham

the goal needs to be mutually agreed between the employee and manager. This ensures that the employee is committed to the successful outcome of the goal

can be gained by
- Managers assigning goals with a rationale
- Managers setting goals collaboratively with employees

feedback locke and latham

ongoing feedback from a manager can assist an employee to maintain their commitment and progress towards achieving their goals - however far away they seem

task complexity locke and latham

goals should extend employees but should be achievable based on their abilities. If the task to complex it may demotivate the employee

describe locke and latham goal setting theory

five principles for effective goal setting to motivate employees must be me including clarity, challenge,commitment, task complexity and feedback

the employees desire to perform the goal provides them with motivation through encouraging employee engagement

locke and lathams advantages (ETA)

- Employees have clear goals to achieve and the manager has a clear way of measuring the employee's performance against these goals

- The process of managers setting goals with employees can improve levels of trust and the relationship between employees and management.

- As goals are specific and measurable, it is not time- consuming for managers to assess whether an employee has achieved their goal or not.

locke and lathams disadvantages (FIE)

- Is time consuming as the manager would need to discuss and negotiate the goals with employees this may distract managers from core business operations

- Employees may become stressed and demotivated if they have too many goals at once.

- Failure to meet a goal may result in an employee losing confidence and feeling less motivated to
contribute to business objectives.

lawernce and nohrias four drive theory

the four drive theory is a motivation theory which states that humans have four fundamental human drives that when fulfilled act to motivate

four drives (BALD)

- Bond
- Acquire
- Learn
- Defend

the drive to acquire

The drive to acquire is the desire to achieve rewards and high status.

o Employees are motivated by the need to acquire both materials goods and status. This can be via increases in pay, bonuses or through professional recognition

o Relates to an individuals desire to acquire goods and services in life. While this relates to remuneration, it could be also be satisfied with high status positions or recognition of achievements in the workplace

how can the drive to acquire be aplied in the workplace

- ensuring levels of renumeration are comparable with other competing business
- tying monetary rewards to imrpovements of performance
- recognising good performance from employees with approproiate financial incentives

financial and non financial rewards that can be used to fulfil the drive to acquire

financial
- performance based bonuses
- higher wages
- increase in salary due to promotion

non fincial
- pathways for promotions
- prestigious job titles
- increased range of responsibilities

the drive to bond

The drive to bond is the desire to participate in social interactions and feel a sense of belonging.

o Employees seek relationships with others in the workplace an collaboration/teamwork and valued

o Related to an individual's desire to form long term relationships. Within the business this relates to employees feeling supported and included in the business, its decisions and relationship with their employees

how the drive to bond can be applied in the workplace by

- managers and leaders being people oriented and seeking to interact with all employees in a positive and encouraging manner

- management seeking ways to develop corporate culture and imrpove relationships between management and employees by recongnising achievements outside the workplace and milestones such as birthys or years of service return

- teamwork and collaboration will be encouraged and recognised and collective achievements highly valued

the drive to learn

The drive to learn is the desire to gain knowledge, skills, and experience. Employees that are
motivated by the drive to learn seek to improve their capabilities at work through training, mentoring, and taking responsibility for new tasks.

o Employed are more motivated when they are engaged in tasks they are performing and learning at work. Managers create challenges for employees and provide them with opportunities to grow and enhance their knowledge and skills

o Related to an individual's desire to continually lean new things to increase their ability to comprehend the world around them. In a business this relates to individuals improving their skills and knowledge through training and development programs

the drive to learn can be applied in the workplace by

- provide opportunities to learn new skills on a regular and ongoing basis
- tasks are made as interesting as possible

the drive to defend

The drive to defend is the desire to protect personal security as well as the values of the business.

o Employees want to defend themselves and their accomplishments. If they feel threatened about their quality of work, decision making or job position it may stimulate feelings of fear anger or anxiety

o This relates to an individuals desire to defend themselves and those whom they care. In a business this could be linked to defending an employees postion and pay rate if they are earning a wage for the family or defending a work colleague if they are accused of poor performance

the drive to defend can be applied in the workplace by

- the workplace is welcoming and supportive and intimadation is not used as a mangement technique

- managers treat all employees fairly and are seen to do so consistently

the drive to bond possible strategies

- Set up support programs (e.g mentoring)
- Structuring work in teams
- Build a culture that values sharing
- Social gatherings
- Employee centred management styles

the drive to acquire possible strategies

- Competitive pay
- Monetary rewards programs
- Offering career advancement for high achieving employees
- Appropriately recognising good performance

the drive to learn possible strategies

- Interesting work
- Provide opportunities to learn new things
- Provide challenging work
- Ensure work/job is meaningful
- Support growth and learning opportunities (training and development)

the drive to defend possible strategies

- Ensure performance evaluations are fair
- Set clear and transparent objectives
- Have resolution processes in place (e.g grievance procedures)

describe lawernce and nohrias four drive theory

these four drives are the drive to acquire (purchasing goods or services), the drive to bond (form long term relationships), the drive to learn (expand skill set), and the drive to defend (remove fears and insecurities.

each drive acts independatly of each other

lawernce and noharias four drive theory advantages (AST)

- All four drives can be attained simultaneously, and are not restricted to sequential orders, therefore increasing motivation efficiently for the business.

- Satisfying drives can improve employee performance and business productivity and therefore increase business profits.

- The model provides a simple approach for motivating employees and is easy for managers to implement.

lawernce and noharias four drive theory disadvantages (ETI)

- Employees may not value all drives equally and therefore, a balance between drives cannot be achieved

- Training programs and sponsoring the education of employees to fulfil the drive to learn can increase business expenses.

- Individual employees may have different drives that are yet to be met and a manager may spend
a lot of time analysing these to cater to employees.

similarities between maslows hierarchy of needs and lawerence and nohrias four drive theory

- Both theories focus on motivating employees holistically, through addressing their physical, social,
and emotional desires.

- Both theories suggest employees are motivated by the desire to feel a sense of belonging within the workplace through social needs and the drive to bond.

Both theories suggest that employees are motivated by a desire to improve their knowledge and skills through self-actualisation needs and the drive to learn.

differences between maslows hierarchy of needs and lawerence and nohrias four drive theory

- Maslow's Hierarchy of Needs must be met in sequential order, whereas the Four Drive Theory suggests
any drive may be relevant to an employee in no particular order.

- The Hierarchy of Needs states that employees are motivated to fulfil only one need at a time, whereas
the Four Drive Theory states that all needs can drive employee behaviour simultaneously

Similarities Maslow's Hierarchy of Needs and Locke and Latham's Goal Setting Theory

- Both theories recognise that personal gain is a factor that can motivate employees. Esteem needs can be satisfied by providing jobs with higher status to employees, whilst goals fulfilling the commitment principle consider the personal objectives of employees.

- Both recognise the importance of feedback from management. Self-esteem needs can be satisfied by recognising employees' efforts and goals that fulfil the feedback principle require management
to acknowledge employee efforts in reaching their goal.

-Both theories place emphasis on motivating through intrinsic factors. The goal setting theory involve setting intrinsic goals, whilst higher-order needs, such as esteem and self-actualisation are also considered to be intrinsic motivators.

differences Maslow's Hierarchy of Needs and Locke and Latham's Goal Setting Theory

- Maslow's Hierarchy of Needs focuses on fulfilling one need at a time in sequential order, whereas the Goal
Setting Theory requires all principles to be incorporated simultaneously to motivate an employee.

- Maslow's Hierarchy of Needs can be applied by a manager alone by observing the needs of an employee,
whereas the Goal Setting Theory requires employee input to create goals collaboratively.

-The Goal Setting Theory believes that an individual can be motivated through purely intrinsic factors, whereas Maslow’s theory focuses on both intrinsic and extrinsic motivators, such as physiological needs.

Similarities Lawrence and Nohria's Four Drive Theory and Locke and Latham's Goal Setting Theory

- Both theories recognise that employees are motivated to achieve success. This can be through the drive to
acquire a higher position or achieve the goal of being promoted to a position with more responsibility.


- Both suggest that multiple factors motivate an employee at any given time. All four drives may be active
simultaneously, and business goals should incorporate multiple principles simultaneously

differences Lawrence and Nohria's Four Drive Theory and Locke and Latham's Goal Setting Theory

- The Goal Setting Theory involves employee input, whereas the Four Drive Theory is applied by
a manager alone.

- The Goal Setting Theory requires a manager to address each employee individually, which is not necessary when applying the Four Drive Theory.

-The Goal Setting Theory believes that an individual can be motivated through purely intrinsic factors, whereas the Four Drive Theory also addresses extrinsic motivators through the drive to acquire.

Key motivation strategies (SCIPS)

- Sanction
- Career advancement
- Investment in training
-Performance related pay
- Support

sanction and how it can be used to motivate employees in the workplace

Sanctions refer to a penalty received for work that is completed at an inadequate standard and breaches a business's policy

Sanctions can motivate employees through the aspect of fear, specifically the fear of being punished for poor work performance. Thus, the short-term motivation of employees will increase

sanction strategies

a form of penalty or discipline imposed on an employee for poor performance

sanctions may become necessary when an employee does the wrong thing in the workplace. Sanction may become necessary when an employee does the wrong thing in the workplace. Sanction may range from a verbal warning to reassignment of duties, a demotion, or a reduction in salary

examples
- loss of benefits
- demotion
- written warnings

advantages of sanction (CCD)

- can motivate employees immediately as they will improve performance quickly to avoid punishment

- can pressure employees to act in accordance with mangement instructions

- does not incur any immediate costs to implement

disadvantages of sanction (RRC)

- replacing employee who have left due to excessive penalities can be time consuming

- replacing employees who have left due to excessive penalities can be costly

- can create a negative corporate culture as tasks are completed out of fear

career advancement and how it can be used to motivate employees in the workplace

refers to the development of a clear pathway through job promotions.

a business can provide specific employees with long term contracts or promote them to roles that require more expertise. This an provide employees with long term motivstion due to improved job security and satisfaction from the fact that their efforts being recognised and rewarded.

Some benefits include
- Increased pay
- Improved self esteem
- Challenge and experience for employee
- Status

advantages of career advancement (PEP)

- promoting employees from within the business can be cheaper than recruiting new employees

- employees that are promoted from within the company can be effciently trained on the job saving job

- provides employees with the opportunity to increase their contribution to the business and achieve personal goals

disadvantages of career advancement (PES)

- promoting employees to higher positions will usually involve an increase in the cost of wages

- employees may be demotivated if they are overlooked for a promotion

- some employees may not desire increased responsibility so motivation may not increase through a promotion

investment in training and how it can be used to motivate employees in the workplace

is allocating resources to improve employee skills and knowledge so they are able to perform their job at a higher level

through under going on the job training or off the job training the knowledge of eployees will improve this can consequently improve motivational levels of employees due to self growth and becoming a more valuable employee in the business

why is investment in training important

- Improved skills can motivate employees as they are able to perform their to a higher standard
- Learning new things can help motivate employees
- Shows the business values to them

advantages of investment in training (TEE)

- the skills and knowledge gained from training may assist employees to complete tasks quicker

- employees may experience imrpoved job satisifcation as they can perform their roles better

- employees can build a strong interpersonal relationship with management as both parties benefit

disadvantages of investment in training (TST

- training may not be directly relevant to tasks undertaken by employees

- some employees may not value improving their skills and knowledge

- training employees is time consuming and can delay the completion of work tasks

performance related pay and how it can be used to motivate employees in the workplace

is where an employee receives a financial reward based on exceeding performance standards

a business can clearly outline the expectations of how work performance will be evaluated and the standard by which employees will be rewarded. this can improve the motivation levels of employees because the financial reward can allow them to purchase goods and services that satisfies their needs

performance related pay can come in the form of

- Pay increase: receiving an ongoing pay rise
- Bonuses one off payment
- Commissions: receiving a percentage of each sale made
- Share plans: receiving shares in the business

performance related pay advantages (CEE)

- can be used to motivate many employees at once which can improve overall business performance

- employees can personally gain from achieving objectives through the tangible reward of increasing their wealth

- employees can be motivated quickly through the incecntive of financial rewards

performance related pay disadvantages (CIO)

- can increase the expense of wages significantly, particularly if the value of rewards increases over time

- it can be time consuming for the manager to review each employees performance against criteria and determine who reciveves a financial rewards

- overtime employees may require increases in the value of financial rewards to remain motivated

support and how it can be used to motivate employees in the workplace

involve providing employees with any assistance that improves their satisfaction at work.

by building an atmosphere of mutual trust and respect employees know they have a support network to rely on. this can lead to improved job satisfaction and hence greater motivation levels within the workplace

common support strategies

- Employee assistance programs: counselling services
- Mentoring: an experienced employee acts as a mentor for new employees
- General managerial support: used during difficult times

advantages of support (EEP)

- employees who feel supported are less likely to leave the business

- employee may feel more valued by managers, as their wellbeing is being considered

- problems can be dealth with efficiently before they escalate saving time

disadvantages of support (HMI)

- hiring wellbeing support for the business can be costly

- may be ineffective if a manager does not have good interpersonal skills

- it can be time consuming for a manager to maintain relationships with staff

support strategies short term effect motivation positive

employees may be motivated by working in a business where their wellbeing is considered and valued

sanction strategies short term effect on motivation positive

employees may be motivated to quickly follow instructions in order to avoid punishment

sanction strategies short term effect on motivation negative

employees may become resentful of their managers if they utilise threats and punishments, potentially leading to resignationations and decreases in productivity

performance related pay short term effect on motivation positive

employees may be motivated to improve performance quickly in order to gain financial rewards

performance related pay short term effect on motivation negative

employees may be demotivated if they are competing against their colleagues for financial rewards

career advancement short term effect on motivation positive

employees may be rapidly motivated if they are taking on more responsibility in the workplace

career advancement pay short term effect on motivation negative

employees may become resentful and demotivated if they believe they were not considered for a promotion

investment in training short term effect on motivation positive

employees may be motivated in the short term by the opportunity to learn new skills