Principles of management: Part 5 Human resource management, motivation and performance

On the basis of performance appraisals, a manager distribute pay to employees

Labor relations encompass the steps that managers may take to develop and maintain good working relationships with the labor unions that may represent hteir employees' intersts

Recruitment includes all the activities managers engage in to develop a pool of qualified candidates for open positions

Selection is the process by which managers determine the relative qualificatios of job applicants

so recruitment and selection is build from human resource panning and job analysis

Human resource planning includes all the activities managers engage in to forecast their current and ture needs for human resources

• Forecast of demand and supply of employees
• sometimes HRM is oursourced. Increased flexibility and lower costs are the advantages of HRM outsourcing. 
• Lose of control of the quality, individual may have less knowledge of the oganizational practices and goals. 
• Less commitment to the organization. Often office work is outsourced and not the HTM. 
• Work outsourced to other countries is often known as offshoring

Job analysis is the process of identifying: 

1. the tasks, duties, and responsibilities that make up a job ( job description), and
2. the knowledge, skills, and abilities needed to perform the job ( job specifications)

A job aalysis needs to be done for each job in the organization and an be done in a number of ways, e.g. observing current employees as they perform the job interviewing them. 

Advantages of external recruitment are: having access to a potentially large application pool, newcomers may brig a fresh approach to problems. 

Disadvantages of external recruitment are high cost, external's lack of knowledge of the organization, higher uncertainty. 

Advantages of internal recruitment are: internal applicatns are already familiar with the organization, informatio about candidates' skills, abilities an actual behavior, can help boost lavels of employees motivation and morale, less time consuming and less expensive

Disadvantages in internal recruitment are limited pool of candidates

• Background information
  • resumes, job applicatio
  • background checks such as crime convictions
• Paper and pencil test
  • ability tests- skill check
  • personality tests - personality traits and characteristics relevant to job performance
• physical ability test
• interviews
  • structured - ask each applicatn the same standard questions, (sometimes biases influence judgment)
• performance tests
  • measure on actual job tasks
  • assessment center (AC) takes performacne tests for other companies
• References
• • unstructured- more like ordinary conversation. 

Training primarily focuses on teachin gorganizational member to perform their current jobs and helping htem acquire the knowledge and skills they eed to be effective performers

Development focues on building the knwledge and skills of orgnizational members so that they will be prepared to take on new rsponsiblities and challenges. 

• Classroom instruction
  • through classroom instruction, employees acquire knowledge and skills in a classroom setting. This may take place within the organization or outside it. 
  • Includes use of videos, role playing, writing, lectureurs, group discussions and simulations
• On-the-job-training
  • In on-the-job-training, learning occurs in the work setting as employees perform their jobs. 

development often includes additional activites such as varied work experiences and formal educatio

varied work experience

• employees with high potential are given a wide variety of job experiences in both line and staff positions
• varied work experiences boraden employees' hoizos ans help them think about the big picture
• a mentro can help managers seek out work experiences and assignments that will contribute to their development and enalbe them to gain the most possible from varied work expereinces

• Trait appraisals
  • managers assess subordinates on personal characteristics that are relevant to job performance, such as skills, abilities, or personality
• Behavior appraisals
  • managers assess how workers perform theri jobs - the actual actions and behaviors that workers exhibit on the job
  • whereas trait appraisals assess what workers are like, ebehavior appraisals assess what workers do
• Results appraisals
  • With results appraisals, amangers appraise performance in terms of results or the actual outcomes of work behaviors. 

• Supervisors
• peers
• self
• subordinates
• customers or clients

Formal and informal appraisals

formal appraisals

• conducted at set times during the year
• based on performance dimensions and measures that have been specified in advance
• an integral part of formal appraisal is a meeting between the manager and the subordinate in which the subordinate is given feedback on performance
• employees often want feedback on a more frequent basis, many companies upplement formal performance appraisal with frequent informal appraisals, for which managers and theri subordinates meet informally to discuss ongoing progress and areas of improvement. 

Pay icludes: base salaries, pay raises, ad bonues

Benefits are based on memberhip in an organization. for example fitness abo, use of company car.., and there are cafeteria-style benefit plans that let employees themselves choose the plan they want

The arrangement of jobs into categories based on theri relative importance to the organization and its goasl, level of skills, and other characteristics. 

• the psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence. 
• explains why people behave the way they do in organizations
• motivaton can come from intrinsic or extrinsic sources

Motivation

• an outcome is anything a person gets from a job or organization
• an input is anything a person contributes to his or her job or organizatio

1. Intrinsically motivated behavior is behavior that is performed for its own sake. Motivation comes from doing the work / activities itself
2. Extrinsically motivated behavior is behavior that is performed to acquire material or social reqrds, or to avoid punishment. The source of motivation is the consequences of the behavior, not the behavior itself
3. Prosocially motivated behavior is behavior that is performed to benefit or help others. Behavior cna be prosocially motivatedin addition to being extrinsically and/or intrinsically motivated

The combination of high prosocial motivation and high intrinsic motivation seems to be related to high performance

Motivation will be high when workers believe that high levels of effort will lead to high performance and high performance will lead to the attainment of desired outcomes

three factors that determine a person's motivation level

1. expectancy- a persons perception concerning the extent to which effort (infput) results in a cetain level of performance
2. instrumentality - a person's perceptio about the extent to which performance at a certain level results in the attainment of outcomes
3. valence - how desirable each of the available outcomes for the person

theories of motivation that focus on what needs people are trying to satisfy at work and hwat outcomes will satisfy those needs. 

need -> a requirement of necessity for survival and well-being

Maslow proposed that the level of unmet needs is teh prime motivator and that only one level of needs is motivational at a time

1. Self-actualization needs - the needs to realize one's full potential as a human being
2. Esteem needs - the needs to feel good about one-self and one's capabilities, to be respected by others and to receive recognitionand appreciation
3. belongingness needs - needs for social interation, friendship, affection, and love
4. safety needs - needs for secruity, staility, and a safe environment
5. physiological needs - basic needs for things such as food, water, and shelter that must be met in order for . aperson to survive

The theory that three universal needs - for existence, relatedness, and growth - constitue a heirarch of needs and motivate behavior. he proposed that needs at more than one level can be motivational at the same time

1. Growth needs - The needs for self-development and creative and productive work
2. Relatedness needs - The needs to have good interpersonal relations, to share thoughts and feelings, and to have open two-way communication
3. Existece needs - basic needs for food, water, clothing, shelter, and a secure and safe environment

Herzber's motivator-hygiene theroy

A need theory that distinguishes between motivator needs and hygiene needs and proposes that motivator needs must be met for mativation and job satisfaction to be high. 

motivator needs

relate to the nature of the work itself - autonomy, responsibility, interesting wokr

hygiene needs

are related to the physical and psychological context of thw work - comfortable work environment, pay, job security

McClelland's needs for achievement, affiliation, and power

Need for achievement

The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

Need for affiliation

Concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other.

Need for power

A desire to control or influence others.

A theory of motivation that focuses on people's persceptios of ht efairness of their work outcomes relative to their work input

inequity = lack of fairness

equity = if you do more you get more

underpayment inequity = when your outcome to input ratio is less than the ratio of a referent

overpayment inequity = when your outcome to input ratio is greater than the ratio of a referent

• Distributive justice - A person's persception of the fairness of the distribution of outcomes in an organization
• Procedural justice - A person's perceptio ot the fairness of the procedures that are used to determine how to distribute outcomes in an organization
• Interpersonal justice - A person's perception of the fairness of the interpersonal tratment he or she receives form whoever distribute outcomes to him or her 
• Informational justice - A person's perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them

A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these efects. 

must be specific and difficult

Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals. 

• Operant conditioning
  • people learn to perform behaviors that leads to desired consequences and learn not to perform behaviors that lead to undesired consequences
• Positive reinforcement
  • gives people outcomes they desire when they perform organizationally functionally behaviors
• Negative reinforcement
  • elimination or removing undesired outcomes when people perform  organizationally functional behaviors. 
• Extinction
  • curtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing it
• Punishment
  • gies people outcomes they desire when they perform organizationally functionally behaviors
• Avoiding side effects of punishment
  • downplay the emotional elemtn involved
  • try to punish dysfunctional behaviors as soon as they occur
  • try to avoid punishing someone in fron of others. 

1. Social learning theory - a theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their obervation of other people's behavior.
2. Vicarious learning - occurs when a person becomes motivated to perform a behavior by watching another person perform the behavior and be positively reinforced for doing so - also called observational learning
3. Self-reinforcer - Any desired or attractive outcome or award that a person gives himself or herself for good performance. 
4. Self-efficancy - A person's belief about his or her ability to perform a behavior successfully