Human Resource Management: Leading Teams

HRM concerns the policies, practices, and systems that influence employees' behavior, attitudes, and performance.

Objective: applying human resources within organizations such that people succeed and organizational performance improves.

• Job analysis and design: simple vs. complex tasks, specific vs. generic job description
• Recruitment and selection: external vs. internal, specific vs. general skills
• Training and development: current vs. future skills, train few vs. all employees
• Performance management and compensation: internal vs. external equity, input=>behavior=>output control
• Labor and employee relations: GAV vs. individual contracts

All these functions require strong involvement of line management at an operational and strategic level. Shows relationship to strategic management, since this are strategic choices!

Motivation, Satisfaction and Performance

1. Static relationship: Person and job stay the same, fit has to be established once.
   Aims for and assumes stability in the organization
2. Dynamic relationship: Person and/or job change continuously, continuous adaption needed
   Aims for and assumes flexibility in the organization
   Integration of "fit task to human" (job design, job crafting) and "fit human to task" (selection, training)
   Need for systematic career management

(Mostly employees) altering their jobs to better suit their skills and interests to increase their job satisfaction

Motivation = valence x instrumentality x expectation

1. Which goal do I want to achieve? (valence)
2. Does the particular action help to achieve this goal? (instrumentality)
3. How likely is the success of this action? (expectation)

Everyone has different kinds of needs, e.g., autonomy, competence, affiliation, power, achievement, security

Basic assumption: need for autonomy, competence, and belonging.

Giving extrinisic motivation to an action a person is already intrinsically motivated, cab reduce the overall motivation.