Human resousce management (42884)

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1. Human Resource Management

Employees are an important component of every business. Realization of this fact was behind the rise of personnel management, the specialized task of ob-taining the people a company needs and then overseeing their trading, evaluation, and compensation. In the 2010 top management also began to realize that, with the right jobs, businesses can compensate for short-falls in other areas. The term human resource management was adopted by many companies to reflect the attitude that workers are of strategic importance; human resource managers became integral members of management teams plotting a course through rough economic seas. Many companies focus on the training and supervision of their managerial employees so that they have the resources they need for steady growth.

Human resource management is becoming more complex and crucial as the 1990s approach. Technology and the business environment are changing at an accelerating pace, creating mismatches between worker’s skills and employers’ needs. Human resource managers must figure out how to keep good workers when economic difficulties make pay freezes necessary; how to lay off workers equitably; how to retrain workers to enable them to cope with increasing automation and computerization, how to deal with increasingly complex (and expensive) employee benefits, such as pensions and health insurance; how to encourage employees to work more productively; and how to cope with the challenge of equal opportunity in employment. Given the growing importance and complexity of human resource problems, it is scarcely surprising that all but the smallest businesses employ specialists to deal with them.

What exactly do human resource department do? Every human resource staff must perform this series of functions: planning, recruiting and selecting employees, training and developing workers, and appraising employment performance. A human resource staff gets involved in accommodating changes in employment status and in administering pay and employee benefits.

2. Internal and External Recruitment

Internal recruitment

Firms may recruit internally through promotion or redeployment of existing employees. This offers benefits:

• it is cheaper as it avoids the need for expensive external advertising,

• candidates will have experience of the business and may not require induction training,

• selection may be easier as more is know about the candidates. However, problems exist in recruiting internally.

• selection is from a smaller pool of available labour and the caliber of candidates may be lower. This can be significant for senior appointments,

• difficulties can result if employees are promoted from within –former colleagues may resent taking orders from those they formerly worked along-side.

External recruitment

Managers may be keen to have a wider choice of candidates and therefore advertise externally. The advantages of this approach are:

• it is likely that higher quality candidates will be available following external recruitment even if advertisements are only placed in local media,

• external candidates will bring fresh ideas and enthusiasm into the business.

3. Documentation

The personnel department prepares the necessary documentation for the recruitment process.

Job adverts contain the following information:

• the job title

• some description of duties

• location

• the name of the business

• possibly salary and working hours.

The advert may be local for a relatively unskilled job. Highly skilled and professional positions might require advertising nationally or even internationally.

Job descriptions

Job descriptions may act as the basis for drawing up the advert for the post and relate to the position rather that the person. Typically, job descriptions contain the following information:

• the title of the post

• employment conditions

• some idea of tasks and duties

• to whom employees are responsible

• likely targets and standards employees are expected to meet.

Person or job specifications

Person or job specifications set out the qualifications and qualities required in an employee. The list might include:

• education and professional qualifications required

• character and personally traits expected

• physical characteristics needed

• experience necessary.

Recruitment can be an expensive exercise but is less costly than appointing the wrong employee and perhaps having to repeat the process.

4. Selections

Because of the costs involved in recruiting the wrong people, firms are investing more resources and time in the recruitment process. A number of techniques of selection exist:

• interviews remain the most common form of selection and may involve one or two interviewers or even a panel interview. Interviews are relatively cheap and allow the two-way exchange of information but are unreliable as a method of selection. Some people perform well at interview, but that does not necessary mean they will perform well when in the post,

• psychometric tests reveal more about the personality of a candidate than might be discovered through interview. Questions are frequently used to assess candidates’ management skills or ability to work within a team,

• aptitude tests may provide an insight into a candidate’s current ability and potential. Such tests can also be used to assess intelligence and job-related skills.

5. Measuring employee performance

Managers need to measure employee performance in an objective way for the following reasons:

• to assess the efficiency (and competitiveness) of the workforce,

• to assist in developing the workforce plan,

• to confirm that the business’s human resource planning is contributing directly to the achievement of the corporate objectives. One of the factors influencing an organization’s workforce plan is the performance of its exiting employees. This will highlight the need for training, further recruitment or, perhaps, redundancy or redeployment. There are a number of ways a business can assess the performance of its current labour force.

If workers are producing a similar or greater amount each day, weekly or month than employees of rival businesses, then productivity may be satisfactory. However, such comparisons may be simplistic: factors such as wage rates, the level of technology and the way the labour turnover could be caused by many factors:

• poor morale and low levels of motivation within the workforce

• the selection of the wrong employees in the first place, meaning they leave to seek more suitable employment

• a buoyant local labour market offering more (and perhaps more attractive) opportunities to employees.

Injuries and illness can be genuine causes of absenteeism. However, other more potentially damaging causes exist. Low morale, poor working conditions, inadequate training and stressful demands may all lead to employees taking time off, absenteeism is expensive as quality and productivity can suffer and overtime payments may be necessary for absent employees.

6. Financial methods of motivation

In spite of the belief of some writers, such as Herzberg, that money is not à positive motivator (although lack of it can demotivate), ðàó systems are designed to motivate employees.

a) Piece-rate ðàó.

Piece-rate ðàó gives à payment for each item produced. This system encourages effort, but often at the eêpense of quality. Piece rate is common in the agriculture and textile industries but is difficult to àððló in service industries.

b) Commission.

Commission is à payment made to employees based on the value of sales achieved. It can form à11 part of à salary package.

ñ) Profit-related ðàó.

Profit-related ðàó gives employees à share of the profits earned by the busness. This is an approach adopted by the John Lewis Partnership. It encourages àll employees to work hard to generate the maximum profits for the business. It offers firms some flexibility: for åõàmðlå, in less prosperous times, wages can fall along with profits, so reducing the need for redundancies.

d) Performance-related ðàó.

Performance-related ðàó is à topical but controversial technique used in many industries from teêtiles to education. It needs to be tied into some assessment or appraisal of åmðlîóåå performance. Whatever criteria are used to decide who should receive higher ðàó, the effect can be divisive and damaging to åmðlîóåå morale.

å) Share ownership.

Employees are offered shares in the company in which they work. ASDA operates such à scheme. Shares ñan be purchased through savings schemes (e.g. by shop-floor employees putting aside à few pounds each week). Share options offer senior managers the opportunity to purchase shares in the company at à discounted price at an agreed future date. However, share ownership màó cause discontentment if this perk only available to the privileged few.

7. Appraisal

In general terms, appraisal is used to assess åmðlîóåå performance. Appraisal usually takes the form of an interview with the individual's line manager, often annually. The appraisal process can be used for à number of reasons:

It màó be an opportunity to review the åmðlîóåå's recent progress, in particular since the previous appraisal.

It maó involve target setting. The individual's performance in pursuit

of these targets màó form the basis of à future appraisal interview.

_ Appraisal interviews are often used to identify an åmðlîóåå's training needs following an evaluation of recent performance.

It màó determine future salaries or promotions.

Two broad types of appraisal exist:

Developmental appraisal. This places the emphasis not so much on an åmðlîóåå's performance as on those factors that- might improve it. The appraisal process is designer to identify employees' training needs and to fulfill them in the expectation of improving the business's performance.

Judge mental appraisal. Here, the most important factor is to assess the performance of the åmðlîóåå against some yardstick, perhaps the performance of others or targets set earlier. Those employees deemed to be successful màó be rewarded with bonuses, ðàó rises or promotions.

It could be argued that developmental appraisal systems are more 1ikely to have à positive impact upon motivation by meeting the higher needs of employees or by providing Herzberg's motivators.

8. Flexible workforces

Flexible workforces are those that are àdàptablå to changing conditions and demands. À flåxiblå workforce is 1ikely to be multi-skilled, we11-trained and not resistant to change. Perfoãmance-related ðàó màó bå used to encourage labour flexibility. Flexibility workforces ñan take à number of forms:

Some of the workforce màó be on part- time and temporary contracts, allowing the business to adapt smoothly to changes in the level of demand for its products.

• Employees màó bå on fixed short-term contracts. This is beneficial in that workers are not åmðlîóåd any longer than necessary and expensive redundancy payments can be avoided. However, such ñîntràñts màó hav å à någativå impact upon the motivation and performance of employees;

• Employees màó work flexible hours either through flextime or an annualized hour's system. The former entails employees having to be at work during core hours' each dàó (maybe 10 à.m. until 4 ð.m.) and making uð the balance of hours at times which suit them. The latter system allows employers to ask staff to work longer hours during;

• Employees màó be required to work from à number of locations. Alternatively, they màó be required to telework – work from home using computers and other technology to communicate with colleagues and customers;

• Multi-skilled employees are an important element of à flexible workforce. Òheir ability to switch from one job to another as demand changes, or when colleagues are absent, allows à business to meet the demands of the market more easily and responsively.

9. Theory of Motivation

The American psychologist Fredrick Herzberg has proposed à theory of motivation which divides the factors of work environment into two classes: satisfiers on one hand, and motivators on the other. From his analysis, Herzberg concluded that the elements in à job which pro- duced satisfaction, are: achievement, recognition, responsibility, promotion pro- spects, work itself. Íå ñàllåd them “motivators”.

The elements whose absence or inadequacy in à job produced dissatisfac- tion are: payment, relations to others, type of supervision, company policy, phy- sical working conditions, fringe benefits. Herzberg ñàllåd them -satisfiers (because they make the job environment fit to occupy). The main application of the theory has been in enlarging or enriching of jobs of non-manual works. Job is enlarged when an åmðlîóåå carries out wider range of tasks of approximately the same level of difficulty and responsibility as before. Job is enriched (or vertically enlarged) when an åmðlîóåå is given greater responsibili- ties and cope to make decisions, and is expected to use skills not used before. Both are ñàllåd job extension.

The other possible application of the theory is job rotation -when employees are trained in several minor skills and exchange jobs with each other at intervals. Greater satisfaction is obtained because a åmðlîóåå has greater understanding of the working process. Job rotation can be also useful when sickness absence is high.

10. Work and Motivation

Work is done by ðåîðlå: what does work mean to them? Again, this question is more ñîmðlåõ than it might seem. One aspect of the meaning of work for individuals is that bó their occupations they are defined as ðåîðlå. In other words, when ðåîðlå want to place other ðåîðlå, to put them into meaningful categories, the first question they ask is “What does he/she dî?” À person's occupation can say à great deal about him as à person. “Íå is à systems analyst”, “She is à social worker” conjure uð à whole range of expected attributes — ways of talking, thinking, behaving, etc. - in the minds of those who ask the question. Occupation' is also à powerful determinant of social status - the prestige, positive or negative judgment à person has in the eyes of others. Occupations on the higher levels of the occupational hierarchy confer àll kinds of benefits besides the high earnings that usually go with high status. Doctors are listened to with respect on àll kinds, of issues which have nothing directly to dî with medicine, and ðrîbabló ñàn easier get their cars serviced or work done on their houses, since association with them also confers status. Road sweepers, sewage workers and kitchen hands, on the other hand, màó be less 1ikely to mention their occupations outside work because the status of these jobs is low. Indeed, they will probably be more successful socially if don't, mention what they dî.

It has been argued that not having an occupation - usually à waged occupation - diminishes à person in the eyes of others. Do óîu work or are óîu just à housewife? The negative definition of à person without à paid occupation is clearly revealed in studies of the unemployed. Unemployed ðåîðlå often find themselves viewed by others as failures and deviants. Not having à paid job - especially for men but also, increasingly, for women -robs à person of à ðlàñå in contemporary society's focal institutional framework, the formal economy. But it also robs them of à ðlàñå in other forms of social and communal activities: the unemployed màlå withdraws from friendship with former workmates and associates, family relations ñîmå under strain (especially where à father feels he has failed his wife and children as à breadwinner) and, of course, leisure activities that cost money usually have to be abandoned.

But, in à stricter sense, for those who are in conventional paid employment, there is also “meaning” in the form of ways of defining work. It is closely correlated with the status and the income 1eve1 of occupations. Professional employees value work as à way of 1ife, as highly involving, challenging, stimulating and fulfilling. For instance, the work and non-work parts of their lives are not sharply demarcated, so that social and leisure activities overlap with paid employment. Conversely, the lower the occupation in the status/income hierarchy, the more likely an individual is to define work in material terms and often as à means to support an enjoyable part of his 1ife. Work is sharply separated from other segments of Life.

11. The Hierarchy of Human Needs

Two human sciences, psychology and sociology, were ñàllåd to provide in- sights into human behavior. The results were known as human relations approach and the focus was on how to dåàl with à ðåîðlå in the organization by addressing social needs: À group îf researchers known as “behavioural scientists” believed that various forces were at work in the motivation of à “social man”.

At the root of human behaviour are needs, or wants, or motives. Íèman behaviour is goal-seeking; ðåîðlåtry to achieve objectives or goals which, when reached, will satisfy their needs. For åõàmðlå, food will satisfy the hunger need.

The American psychologist, Abraham Maslow, put forward the theory which appeared in 1943 and has remained the most influential work for many years. The hierarchy of human needs is usually represented as à triangle:

Maslow states that humans are motivated to reach certain 1evels of needs. Once one level of needs has been satisfied, their motivation wi11 be driven by concern for meeting the next need and so on until the final level in the hierarchy is reached. The components of the hierarchy are the following.

Physiological or basic needs - ðåîðlå must satisfy these needs just to keep alive. They include hunger, thirst, and sleep. In the working environment, the fun- damental purpose, of wage or salary is to provide the means for satisfying the basic needs.

Safety or security needs — are concerned with self-protection; .avoidance of harm and, to some extent, with provision for the future. Examples are needs for shelter, warmth, and self-defense. At work it is à wish for security of tenure and manó aspects of trade-unionism.

Belongingness or affection needs - everyone wishes to give and receive, friendship. Companionship and association with others for recreational purposes are åxàmðlås of these needs.

Esteem or ego needs - include the needs to become independent, to receive the esteem of others, to dominate and to acquire possessions. At work à position of authority and some benefits are means for satisfying these needs.

Se1f-actualization needs — are needs to make the fullest use of one's capabilities, to develop oneself, and to be creative.

Some later researches argue that Maslow's analysis does not take into consideration the complexity of human nature. That means that for some ðåîðlå, work is only à means to satisfy their lower-level needs; for others, work provides an opportunity for meeting and satisfying higher-level needs.