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• Our Strength is the Quality of Our People
• Our People are Our Most Important Resource
Human Resource Management (HRM)
• The design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals. This includes activities undertaken to attract, develop, and maintain an effective workforce.
Company Strategy
Attract an Effective Workforce
HRM PlanningJob AnalysisRecruitingSelecting
Maintain an Effective Workforce
Wage and SalaryBenefitsLabor RelationsTermination
Develop an Effective Workforce
Training
Development
Appraisal
Strategic Human Resource Management
Source: Adopted from Daft, Richard. L (2003)
Matching Process of HRM
Company’s NeedsStrategic goalsCurrent and future competenciesMarket changesEmployee turnoverCorporate culture
Company’s InducementPay and benefitsMeaningful workAdvancementTrainingChallenge
Employee ContributionAbilityEducation and experienceCommitmentExpertise and knowledge
Employee’s NeedsStage of careerPersonal valuePromotion and aspirationOutside interestFamily concerns
Match with
Match with
Porter and Lawler Motivation Model
Human Resource Management
Major Process in Human Resource Management
Staffing
Human Resources
Human Resources Planning
Job and Work design
Training and DevelopmentPerformance
Appraisal and Review
Compensation and Reward
Protection and Representation
Organization improvement
The Changing Social Contract
New Contract Old Contract
EmployeeEmployability, personal responsibility
Partner in business improvement
Learning
Job security
A cog in the machine
Knowing
Employer Continuous learning, incentive compensation
Creative development opportunity
Challenging assignments
Information and resources
Traditional compensation package
Standard training programs
Routine jobs
Limited information
New Motivational Compensation Programs
• Pay for Performance (Merit Pay)• Skill-Based Pay• Gain Sharing• Employee Stock Ownership Plan (ESOP)• Lump-Sum Bonuses• Pay for Knowledge• Flexible Work Schedule• Team-based Compensation
Content Theories
Physiological Needs
Safety Needs
Belongingness Needs
Esteem Needs
Self-Actualization Needs
Food, water, oxygenHeat, air, base salary
Freedom from war, pollution, violence
Safe work, fringe benefits, job security
Family, friends, community groups
Work groups, clients, coworkers, supervisors
Approval of family, friends, community
Recognition, high status, increased responsibilities
Education, religion, hobbies, personal growth
opportunity for training, advancement, growth, and creativity
Maslow’s Hierarchy of Needs
Motivators
Achievement
Recognition
Responsibility
Work itself
Personal Growth
Hygiene factors
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal relationship
Area of Satisfaction
Area of Dissatisfaction
Motivator influence level of satisfaction
Hygiene factors influence level of dissatisfaction
Highly Satisfied
Neither Satisfied nor Dissatisfied
Highly Dissatisfied
Herzberg’s Two-Factor Theory
Source: Adopted from Daft, Richard. L (2003)
Maslow’s and Herzberg’s Ideas Compared
Job Performance, Selection Criteria, and Predictors
Human Resource Planning
Human Resource (HR) Planning
Human Resource (HR) Planning, which is the process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.
HR Planning Process
External Environmental Factors Affecting Labor Supply foran Organization
COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
• Individual employee demographics (age, length of service in the organization, time in present job)
• Individual career progression (jobs held, time in each job, promotions or other job changes, pay rates)
• Individual performance data (work accomplish ment, growth in skills)
COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
• Education and training
• Mobility and geographic preference
• Specific aptitudes, abilities, and interests
• Areas of interest and internal promotion ladders
• Promotability ratings
• Anticipated retirement
Estimating Internal Labor Supply
Linkage of Organizational and HR Strategies
Process Theories
• Equity Theory
Individuals’ perceptions of how fairly they are treated relative to others
Equity =Outcome (Pay, Recognition, Benefits, Promotions, etc)
Input (Education, Experience, Effort, Ability, Expertise)
Reinforcement Theories
Reinforcement
Anything that causes a given behavior to be repeated or inhibited
Types of Reinforcement
Positive Reinforcement
Negative Reinforcement (Avoidance Learning)
Punishment
Extinction
Changing Behavior with Reinforcement
Slow Work Rate
(Supervisor request faster work)
Employee Increases Work Rate
Praise employees, recommend pay raise
Positive Reinforcement
Employees Continues Slow Work
Avoid negative statements
Negative Reinforcement
Make negative statement
Punishment
Withhold raises, pay, praises
Extinction
Schedule of ReinforcementContinuous Reward given
after each desired behavior
Praise Rapid Extinction
Fixed-Interval Reward given at fixed time interval
Quarterly Bonus
Rapid Extinction
Reinforcement
Partial Reinforcement
Fixed-ratio Reward given at fixed amount of output
Piece rate
Rapid Extinction
Variable-interval Reward given at variable time
Performance appraisal and award given at random time each month
Slow Extinction
Variable-ratio Reward given at variable amount of output
Sales bonus tied to amount of sales volume
Slow Extinction
Job Design for Motivation
Job simplification
Worker A Worker B Worker C
Task 1 Task 2 Task 3
Job Design for Motivation
Job Rotation
Worker C Worker A Worker B
Task 1 Task 2 Task 3
Job Design for Motivation
Job Enlargement
Task 1 Task 2 Task 3
Worker A
THANKS FOR YOUR ATTENTION!
