Human-Resources-Management-Finals-
Page 1: Title
Human Resources Management
Managing People
Motivation
Performance Management
Managing Good Employee Relations
By: Lorna S. Bulosan, CPA, DBA
Page 2: Managing People Motivation
Human Resources are integral to an organization’s success.
Effective management of HR is crucial for utilizing the full range of employee talents.
Attracting, retaining, and motivating talent are essential for business success.
Page 3: Definition of Motivation
Motivation is an internal condition that activates behavior and provides direction.
It energizes goal-oriented behavior and addresses what individuals want most from their work.
Understanding motivation explains why people act as they do.
Page 4: History of Motivation
Carrot and Stick Theory
This traditional motivational technique is based on the premise that a "carrot" (reward) encourages positive behavior, while a "stick" (consequence) deters negative behavior.
It aims to create actionable goals and desirable rewards to enhance staff performance.
Page 5: Role of Needs in Motivation
Needs play a vital role in psychology and motivation.
Different stakeholders, including parents, politicians, and managers, are concerned with addressing needs.
Understanding needs provides insights into behaviors and what motivates individuals.
Page 6: Maslow’s Hierarchy of Needs
One of the most recognized motivation theories.
It outlines different motivational drivers that change over time and across individuals.
Needs are arranged in a specific order of importance.
Page 7: Herzberg’s Motivation-Hygiene Theory
This theory distinguishes between factors that increase job satisfaction and those that prevent dissatisfaction.
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Page 10: Equity Theory
Focuses on perception of fairness in the workplace and how it affects employee motivation and behavior.
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Page 13: Performance Management Definition
Performance management is a systematic process to engage employees in improving organizational effectiveness.
It ensures alignment of employees' activities with organizational goals, promoting strategic action for effectiveness.
Page 14: Performance Management Overview
Aims to help managers monitor and evaluate employee performance.
It creates an environment conducive to optimal performance aligned with organizational goals.
Useful across various sectors with a clear focus on continuous improvement and alignment with company vision.
Page 15: Steps in Performance Management
Key Elements of Effective Performance Management
Aligning employees' activities with company goals.
Developing specific job-performance outcomes with clear expectations.
Creating measurable performance-based expectations and defining job-development plans.
Encouraging regular meetings for ongoing feedback.
Page 16: Performance Management Process
Steps
Planning
Establish expectations and strategic performance management plan with S.M.A.R.T. goals.
Monitoring
Consistently check on progress to assist in resolving issues.
Reviewing
Conduct performance reviews as formal evaluations of progress.
Rewarding
Recognizing and compensating performance throughout the year to maintain motivation.
Page 17: SMART Goal Setting
Specific: Clear and well-defined goals.
Measurable: Criteria for success to track progress.
Achievable: Goals must be realistic yet challenging.
Relevant: Aligning with job responsibilities and organizational goals.
Time-bound: Setting deadlines to instill urgency.
Effective SMART goals improve performance and facilitate open communication about expectations.
Page 18: Purposes of a Performance Management System
1. Strategic
Link employee activities with organizational goals, adapting as goals change.
Page 19: Administrative and Developmental Purposes
2. Administrative
Serve as a basis for actions like promotions or terminations based on performance appraisals.
3. Developmental
Foster development of employee potential while addressing weaknesses sensibly to avoid damaging relationships.
Page 20: Performance Appraisal
A tool for documenting and evaluating job performance in various aspects.
Integrates with HR functions such as compensation and training.
Provides structured interaction to evaluate strengths and improvement areas, often taking the form of periodic reviews.