human resource management (unit 6)✅

Employee engagement

When an employee is positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to others

Motivation

Describes the factors that arouse, maintain and channel behaviour towards a goal

Frederick Taylor on motivation

Saw it as the consequence of external factors. Employees should be closely supervised and paid piece-rate. Employees could be motivated by monetary rewards for achieving precise goals

Abraham Maslow on motivation

Considered the needs of employees that must be met to motivate them. He identified 5 categories which he put in a hierarchy and once employees reached one level in this hierarchy they could be motivated by being given the opportunity to meet needs in the next level

Frederick Herzberg on motivation

Split the factors which influence motivation into 2 categories. Hygiene factors such as pay, do not positively motivate but they have the potential to demotivate. In contrast motivators such as recognition for achievement can positively motivate employees

Maslow’s hierarchy of needs

Taylorism

Herzberg’s two factor theory

Financial methods of motivation

• Piece rate

• Commission

• Performance related pay

• Salary schemes

Non-financial methods of motivating employees

• Empowerment

• Teamwork

• Job rotation

• Flexible working

• Job enrichment

Benefits of motivated and engaged employees

• Low levels of absenteeism

• Low levels of labour turnover

• Good relations

• High labour productivity

Influences on the choice of methods of motivation

• Costs involved

• Attitude of the management team

• Training

• Skill level of workforce

• Effectiveness of communciation

• Importance of publics perception of the business

Employee representations

• Trade unions

• Work councils

Communicating effectively with employees

• Appreciating the nature of effective communciation

• Using the appropriate style of management

• Adapting the organisational structure to encourage effective communication

Arbitration

A procedure for the settling of a dispute, under which the parties agree to be bound by the decision of a third party

Industrial dispute

Disagreement between an employer and its employees, usually represented by a trade union, over some aspect of the terms or conditions of employment

Conciliation

Method of resolving individual or collective disputes in which a neutral third party encourages the continuation of negotiations

Managing employer-employee relations can…

Be divided into 2 sections:

1. Avoiding industrial disputes

2. Resolving industrial disputes

Human Resources (HR)

A function responsible for the use of labour within the organisation

HR objectives

1. Labour productivity

2. Number and location of the business’s workforce

3. Employee engagement and involvement

4. Training

5. Talent development

6. Diversity

7. Alignment of values

Hard HR approach

Treating employees as a resource to be used optimally, employees are another resource to be deployed as efficiently as possible in pursuit of strategic targets

Soft HR approach

Based on the notion that employees are the most valuable asset a business has and they should be developed to maximise their value to the organisation

Labour productivity

Total output per time period ÷ Number of employees at work

Unit labour costs

Total labour costs ÷ Number of units produced

Labour turnover

(Number of staff leaving during year ÷ Average number of staff) x 100

Labour retention

(Number of employees employed for 1 year or more ÷ Average number of staff) x 100

HR plan

Assesses the current and future capacity of a business’s workforce and sets out actions necessary to meet the business’s future human resource needs

4 models of organisational structures

1. Functional

2. Product based

3. Matrix

4. Regional

Job design

Process of grouping together or dividing up tasks and responsibilities to create complete jobs

Job enrichment

Occurs when employees jobs are redesigned to provide them with more challenging and complex tasks

Organisational design

A process to ensure that the organisation is appropriately designed to deliver organisation objectives in the short and long term

Key factors in organisational design

1. Levels of hierarchy

2. Span of control

3. Delegation

4. Authority

5. Centralisation and decentralisation

Elements of the HR flow

1. HR planning

2. Recruitment and selection

3. Training

4. Dismissal and redundancy

5. Redeployment