Topic 11 - Human Resource Management - Evans Chapter 7
The Scope Of Human Resource Development
And Management
Human resource management (HRM) consists of those activities designed to provide for
and coordinate the people of an organization.
What activities are included in
human resources management?
Leading Practices
What are the tasks to be
accomplished by Human resource management?
What are the human resource
strategies of leading companies?
Linking Human Resource Plans And Business
Strategy
Because work is accomplished by people,
human resource plans should be aligned with business plans derived from company
strategy.
What are the topics usually
addressed by human resource plans?
What five areas must managers
consider when aligning human resource plans with strategic plans?
Designing High-Performance Work Systems What is work design?
What is job design?
What 3 levels of the organization
should work design strategies focus?
What are the top five employee
needs?
An integrating theory that helps us
understand how job design impacts motivation, satisfaction, and organizational
effectiveness was proposed by Hackman and Oldham." Their model, which has
been validated in numerous organizational settings, is shown in Figure 7.2. The
model contains four major segments:
2. Core job
characteristics
Three critical psychological states drive
the model. Experienced meaningfulness is the psychological need of workers to
have the feeling that their work is a significant contribution to the
organization and society. Experienced responsibility indicates the need of
workers to be accountable for the quality and quantity of work produced.
Knowledge of results implies that all workers feel the need to know how their
work is evaluated and what the results of the evaluation are.
Five core job characteristics have been
identified as having an impact on the critical psychological states:
What is job enlargement?
What is job rotation?
What is job enrichment?
Employee Involvement
What is employee involvement?
What are the levels of employee
involvement?
Employees are motivated through exciting
work, responsibility, and recognition. El provides a powerful means of
achieving the highest order individual needs of self- realization and
fulfillment.
What are the advantages of
Employee Involvement over traditional management practices?
Suggestion Systems
What is a suggestion system?
Why participation in suggestion
system poor in the United States?
How suggestion system in Japan
different than those in the United States?
What are the benefits of a
suggestion system?
Empowerment
What is empowerment?
What changes in work systems are
required for Empowerment to be sucessful?
Empowerment also means that leaders and
managers must relinquish some of the power that they previously held. This
power shift often creates management fears that workers will abuse this
privilege. However, experience shows that front-line workers generally are more
conservative than managers.
Empowerment gives managers new
responsibilities. They must hire and develop people capable of handling
empowerment, encourage risk-taking, and recognize achievements.
Giving employees information about company
finances and the financial implications of empowered decisions is also
important.
What are the benefits of
empowerment?
Training and Education
Training is one of the largest initial costs
in a total quality initiative.
The benefits of quality-based training
outweigh the costs by at least 30 to 1
In a total quality environment, employees
need to understand the goal of customer satisfaction, to be given the training
and responsibilities to achieve this goal, and to feel that they do indeed make
a difference.
Training plans should based upon job skill
requirements and strategic initiatives of the company.
Leading com panies have formal training
departments, whose systems and approaches evolved along with their overall
quality systems.
Teamwork and Cooperation
Alfie Kohn, who studied issues of
cooperation and competition among employees over five years, concluded that the
ideal amount of competition in any company is none at all. Any informal
competition that may develop is best discouraged; management should go out of
the way to design cooperative work groups and incentive systerns.
Research has shown that the effectiveness of
supervisors and subordinates alike is positively related to cooperation and
negatively related to competitiveness. Even at the organizational level,
cooperation between such departments as design and manufacturing, doctors and
hospital administrators, and business managers and orchestra conductors is not
the norm.
What is a team?
What are characteristics of
effective teams?
What are the different types of
teams?
Work teams and quality circles typically are
intraorganizational; that is, members usually come from the same department or
function.
Management teams, problem- solving teams,
project teams, and virtual teams are usually cross-functional; they work m
specific tasks or processes that cut across boundaries of several different
departments regardless of their organizational home.
What are the most advanced form of
teams?
What are the 3 basic functions of
a team?
Quality Circles A quality circle is a small group of
employees from the same work area who meet regularly and voluntarily to
identify, solve, and implement solutions to work-related problems
Self-Managed Teams Many companies have now adopted the self-managed
team (or self-directed work team) concept. A self-managed team (SW) is
defined as 'a highly trained group of employees, from 6 to 18, on average,
fully responsible for turning out a well-defined segment of finished work.
What are the characteristics of
Self-Managed Teams?
What are the benefits of self
managed teams?
Developing Successful Teams
Many companies rush out and form the wrong
kind of teams for a specific job.
For example, quality circle-type teams
cannot achieve the same type of results as a cross-functional problem-solving
team or a self-managed team.
Managers should examine their organization's
goals, objectives, and culture to evaluate its readiness to develop and support
team-based initiatives. This step may be the most difficult portion of the
process, because it demands a hard self-appraisal of the organization as a
whole.
Managers should then analyze the work
required. Teams take a lot of maintenance, and if the work can be done faster
and better by a single person, a team should not be used.
Peter Scholtes, a leading authority on teams
for quality improvement, has suggested 10 ingredients for a successful team:
1. Clarity in team goals. As a sound
basis, a team agrees on a mission, purpose, and goals.
2. An improvement plan. A plan guides
the team in determining schedules and mileposts by helping the team decide what
advice, assistance, training, materials, and other resources it may need.
3. Clearly defined roles. All members
must understand their duties and know who is responsible for what issues and
tasks.
4. Clear communication. Team members
should speak with clarity, listen actively, and share information.
5. Beneficial team behaviors. Teams
should encourage members to use effective skills and practices to facilitate
discussions and meetings.
6. Well-defined decision procedures.
Teams should use data as the basis for decisions and learn to reach consensus
on important issues.
7. Balanced participation. Everyone
should participate, contribute their talents and share commitment to the team's
success.
8. Established ground rules. The
group outlines acceptable and unacceptable behaviors.
9. Awareness of group process. Team
members exhibit sensitivity to nonverbal communication understand group
dynamics, and work on group process issues.
10. Use of the scientific approach.
With structured problem-solving processes, teams can more easily find root
causes of problems.
What are the 2 common routes for
the development of self managed teams?
Overcoming Resistance to Change
Compensation and Recognition
Compensation
When is money a motivating factor?
What are the 4 objectives of a
good compensation system?
Special Recognition and Rewards
Special recognition and rewards can be
monetary or nonmonetary, formal or informal, individual or group.
What are the benefits of Special
recognition and rewards?
What are the 6 key practices of
effective employee recognition and rewards?
Health, Safety, and Employee Support
Services
Labor Relations Issues
Managing Human Resources In A Total
Quality Environment
Recruitment and Career Development
What are 2 definitions of
motivation?
Content Theories
Many of the theories of motivation developed
by behavioral scientists over the past 75 years use simple content models that
describe how and why people are motivated to work.
What is Maslow's Hierarchy of
Needs Theory?
What is McGregor's Theory X-Theory
Y?
What is Herzberg's Motivation and
Maintenance Theory?
Process Theories
Process theories and their models explain
the dynamic process of how people make choices in an effort to obtain desired
rewards.
What is Porter and Lawler's model?
Environmentally Based and Other
Motivation Theories
Applying Motivation Theories to TQ
Performance Appraisal
Organizations use performance
appraisals for what 4 reasons?
What are the 6 Objections to
conventional performance appraisal systems?
When are Performance appraisals
are most effective?
When are Performance appraisals a
motivator?
What is 360-degree feedback?
Measuring Employee Satisfaction and HRM
Effectiveness
Why do we need to measure employee
satisfaction?