Business management AOS2A

Human resource management

The responsibility for maintaining the relationship between employees and the business.

human resource manager

coordinates all the activities involved in acquiring, developing, maintaining and terminating employees from a businesses human resources.

relationship between business objectives and HR

the successful management of employees helps a business reach many objectives, as people are the primary resource of a business and the achievement of objectives is dependent on their level of motivation.

3 roles of HR

* managing the relationship between the business/mangers and employees
* implementing training that will help achieve business objectives
* motivate employees

motivation

the internal process that directs, energises and sustains a persons behaviour.

Maslow’s hierarchy of needs

a motivational theory that suggests all humans have five fundamental needs that they strive to achieve in a sequential order.

5 levels of Maslow’s hierarchy of needs in ascending order

1. physiological needs
2. safety and security needs
3. social needs
4. self-esteem needs
5. self-actualisation

physiological needs

basic human needs. Fulfilled by providing an adequate wage to pay for food, water and shelter.

physiological need strategy

satisfactory pay

safety and security needs

employees are motivated by a sense of safety and security. fulfilled by having a safe workplace and job security.

safety and security need strategy

OH&S policies and ongoing contracts

social needs

desired interpersonal relationships across all aspects of a person’s life, including in the workplace. Fulfilled by encouraging teamwork, celebrating employee birthdays.

social need strategy

team rituals and going out for employee birthdays

self-esteem needs

employees are looking for a sense of achievement and respect. fulfilled by attention and higher job title.

self-esteem needs strategy

a job promotion or recognition for good work

self-actualisation needs

the employee is motivated to achieve their personal best. Fulfilled by providing engaging and challenging work that employees have drive to achieve.

self-actualisation need strategy

creative and interesting jobs and opportunities for career advancements

strengths of Maslow’s hierarchy of needs

* allows management to understand individual needs
* allows management to be aware that their employees are at different stages and therefore need to be motivated with different strategies

weaknesses of Maslow’s hierarchy of needs

* no empirical evidence to show that this hierarchy is applicable to all people in all workplaces
* managers may struggle to identify which stage employees are at and therefore not motivate them adequately

Locke and Latham’s goal setting theory

a motivational theory stating that setting goals improves performance, and that these goals should be: clear and specific and challenging, but achievable.

the five principles of Locke and Latham’s goal setting theory

* clarity
* commitment
* challenge
* complexity
* feedback

clarity

goals should be specific and measurable. Fulfilled through having tangible goals in a numerical value.

commitment

employees should be involved in setting their goals, as this then involves their personal interests.

challenge

the goal should be difficult enough to encourage the employee to improve on their skills in order for it to be achieved

complexity

the goal should be difficult enough to motivate employees but not too difficult that it is unattainable.

feedback

managers should regularly provide feedback and monitor their employees progress towards their goal. this keeps them on track.

putting the goal setting theory in practice

managers and employees should work collaboratively to set the employee clear and specific, challenging yet attainable and measurable goals. the manager should regularly check in with their employee to ensure they are on the right track and to give them encouragement toward their goal.

strengths of Locke and Latham’s goal setting theory

* goals are specific and challenging, so that employees are motivated to improve their performance and skills, which assists in achieving business objectives
* fosters a better relationship between employees and managers, as they set the goals together and the manager regularly gives feedback and encouragement

weaknesses of Locke and Latham’s goal setting theory

* making goals with employees and then providing them with regular feedback can be time consuming
* failing to achieve goals could lower employees confidence and hinder their productivity

Lawrence and Nohria’s four-drive theory

a motivational theory that suggests that employees strive to fulfil 4 fundamental needs.

Lawrence and Nohria’s 4 drives

* drive to acquire
* drive to learn
* drive to bond
* drive to defend

drive to acquire

the achievement in material things like a company car and non-material things like a bonus for good work.

drive to bond

social interactions and the corporate culture of a business. Seeking positive relationships in the workplace.

drive to learn

the drive of the employees to gain knowledge, skills and experience. Fulfilled by the provision of training programs and sponsoring further education of employees.

drive to defend

the drive to defend is the desire for the work environment to be safe and non-threatening. fulfilled by ensuring that the workplace is welcoming and fair.

strengths of the four-drive theory

* the theory is very adaptive to complicated or intricate environments or situations
* A manager can also attempt to motivate all employees by supporting all four drives simultaneously

weaknesses of the four-drive theory

* Employees may not value all drives equally.
* Determining the specific needs of individuals could be time consuming

Similarities between Maslow and L&L

* both focus on one thing at a time, Maslow 1 step and L&L 1 goal
* feedback and recognition are significant in both theories. In Maslow’s recognition is achieved in esteem needs and in L&L recognition is achieved in feedback and setting the goals with management

differences between Maslow and L&L

* Maslow’s is an ongoing long-term process through a series of steps whilst L&L is short term as new goals are set once one is achieved
* Maslow concentrates on internal needs (personal) and L&L is external needs (business goals)

similarities between L&L and the four-drive theory

* the achievement of a goal in L&L is comparable with fulfilling drive to acquire in the four drive theory
* both theories heavily involve the manager in setting goals and assisting employees to achieve them

differences between L&L and the four-drive theory

* L&L sees employees motivated by external needs whereas the four-drive theory sees employees motivated by internal drives
* L&L sees employees striving towards one goal, whereas the drives can all be fulfilled simultaneously

similarities between Maslow and the four-drive theory

* the drive to acquire can be compared to the physiological needs in Maslow as both involve being paid adequately
* drive to learn can be compared with self-actualisation needs

differences between Maslow and the four-drive theory

* Maslow’s theory assumes that the needs have to be fulfilled in sequential order whereas the four drives can be achieved all at once or in any order
* Maslow sees needs of employees in a hierarchy, whereas the four-drives are valued equally