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PREPARING TO MANAGE HUMAN RESOURCES - Coggle Diagram

- - - - 1- MOTIVATION
      - 2 - MANY MOTIVATORS
      - 3 - PEOPLE ARE UNIQUE
      - MANAGERS SHOULD NOT RELY ON HR TO FIGURE OUT THEİR OWN PEOPLE.
        
        MANAGERS NEED TO UNDERSTAND WHY WORKERS WORK
    - - FREEDOM
      - COMMODITY
      - OCCUPATIONAL CITIZENSHIP
      - DISUTILITY
        
        SOMETHING THAT DETRACTS FROM YOUR UTILITIES
      - FULFİLLMENT
      - SOCIAL RELATION
        
        HUMANLY CREATED POWER STRUCTURES
      - CARING
      - IDENTITY
    - - TWO IMPLICATIONS
        
        CAN SEE THIS VIEW OF WORK IN MANY ASPECTS OF POPULAR CULTURE
        
        WATCH FOR THE STRESS AND DESPERATION THAT CAN ARISE WHEN PEOPLE CAN NOT MEET THEIR FINANCIAL OBLIGATIONS
        
        DO NOT SEE WORK AS A CURSE THAT THEN JUSTIFIES...
        
        MAINTAINING A STATUS QUO OF BAD JOBS OR HARSH CONDITIONS
      - YES, WE WORK FOR MONEY, SO...
        
        WATCH FOR EXTRA STRESS AMONG EMPLOYEES
        
        DO NOT REDUCE WORK TO A CURSE THAT CAN NOT BE CHANGED
        
        DO NOT ASSUME THAT WORK IS ONLY ABOUT MONEY
    - - COMPENSATION
      - IN MAINSTREAM ECONOMICS, WORK IS A LOUSY ACTIVITY, TOLERATED TO EARN INCOME
        
        WORK CAN BE A "PAIN COST" , WORK PHYSICALLY,MENTALLY, EMOTIONALLY DIFFICULT
        
        ...OR AN "OPPORTUNITY COST" , WORK INTERFERES WITH NON-WORK ACTIVITIES THAT YOU'D RATHER BE DOING
      - MARGIN
      - WHEN WORK BECOMES SOMETHING NEGATIVE THAT WORKERS TOLERATE JUST TO EARN INCOME WHAT MANY PEOPLE CALL THE DAILY GRIND
      - ECONOMIC ANALYSIS
        
        WORKERS ARE SELF-INTEREST AND RATIONAL
        
        WORKERS LIKE INCOME BUT DISLIKE WORK
  - - - WHAT ARE YOU REALLY BUYING
        
        POTENTIAL LABOR EFFORT
      - LEGALLY-ENFORCEABLE CONTRACT WOULD BE IDEAL FOR GUARANTEEING WORKER EFFORT
        
        BUT, CAN NOT FORESEE ALL CONTINGENCIES AND IMPERFECT INFORMATION
      - PRINCIPAL-AGENT PROBLEM
        
        TO ACT IN THE INTERESTS OF SOMEBODY ELSE
        
        PURSUE THEIR OWN INTERESTS, PURSUE THEEIR OWN REWARDS
        
        SOLUTIONS: MONITORING AND FINANCIAL INCENTIVES
    - - SELF-INTERESTED WORKERS + COSTLY MONITORING(IMPERFECT INFORMATION) = PRINCIPAL-AGENT PROBLEM
      - SELF-INTERESTED WORKERS + COSTLY MONITORING(IMPERFECT INFORMATION) + COSTLY WORK EFFORT = SHIRKING
      - WHEN WORKERS ARE RISK AVERSE ... NEED TO FIND A BALANCE BETWEEN "INSURANCE" AND INCENTIVE
      - MANY TYPES OF INCENTIVES, BUT ...
        
        UNINTENDED CONSEQUENCES:
        
        WHAT GETS MEASURED GETS DONE
        
        OVERSTIMULATION
        
        UNDERMINE TEAMWORK
        
        POLITICKING(TOURNAMENTS)
        
        INTRINSIC MOTIVATION
    - - WHEN INFORMATION IS HARD TO SEE... AND IT IS STRATEGICALLY HELD
      - PARTY WITH PRIVATE INFORMATION
        
        IF PARTY WITH INFO ACTS, IT IS SIGNALING
        
        INDIVIDUALS KNOW OWN ABILITY BETTER THAN POTENTIAL EMPLOYERS
        
        HIGHER ABILITY INDIVIDUALS GET MORE EDUCATION TO DISTINGUISH THEMSELVES FROM LOWER ABILITY INDIVIDUALS
        
        HIGH ABILITY APPLICANTS SIGNAL THEIR ABILITY
      - PARTY WHO WANTS TO KNOW THE INFORMATION
        
        IF PARTY W/O INFO ACTS, IT IS SCREENING
        
        JOB APPLICANTS KNOW OWN ABILITY BETTER THAN POTENTIAL EMPLOYERS
        
        ORGANIZATION PUBLICIZES CHALLENGING PERFORMANCE BONUS PROGRAM TO POTENTIAL APPLICANTS
        
        LOW ABILITY APPLICANTS SCREEN THEMSELVES OUT
      - WHEN INFORMATION IS HARD TO SEE...AND IT IS STRATEGICALLY HELD... WHAT CAN I DO?
        
        -SEND OUT SIGNALS
        
        -WATCH FOR SIGNALS
        
        -SET SCREENS
  - - - -EVERYTHING ELSE IS TRADED IN CAPITALIST SYSTEMS...
        WHY NOT LABOR?
      - BUT A SPECIAL COMMODITY...
        
        HAS PRODUCTIVE VALUE
        
        INVOLVES PEOPLE
        
        Y = F(L,K)
        
        IN ECONOMICS AND IN BUSINESS, L IS JUST A FACTOR OF PRODUCTION
        
        LABOR EFFORT...
        
        -EMPLOYERS BUY WORKER EFFORT AND CONTROL OVER TIME
        -EMPLOYEES SELL CONTROL OVER THEIR EFFORT AND TIME
        -PIECE RATES BASED ON TASKS
        -CONFLICT OVER TIME AND CONTROL
        -HOURLY WORKERS
        
        ...MATERIALIZED EFFORT?
        
        -EMPLOYERS BUY EFFORT AS EMBODIED IN GOODS AND SERVICES
        -EMPLOYEES SELL GOODS AND SERVICES, NOT TIME
        -PIECE RATES BASED ON OUTPUT
        -CONFLICT OVER WAGES, PERFORMANCE
        -SALARIED WORKERS
    - - LABOR SUPPLY = AMOUNT OF WORK SOMEONE WANTS TO SELL, GİVEN 'STUFF'
        
        OPTIMIZES U(INCOME,LEISURE)
        
        WAGES
        
        PREF. FOR LEİSURE CONSUMPTION,TOO
        
        OTHER INCOME
      - LABOR DEMAND = HOW MUCH LABOR AN EMPLOYER WANTS TO HIRE, GIVEN 'STUFF'
        
        OPTIMIZES F(L,K) TO MAXIMIZE PROFITS {{{LABOR, CAPITAL}}}
        
        WAGES
        
        PRODUCTION TECHNOLOGY
        
        PRICE OF CAPITAL
        
        PRODUCT DEMAND
      - PAY ATTENTION TO SUPPLY AND DEMAND
        -LABOR MARKETS MIGHT NOT BE COMPLETELY DETERMINATIVE, BUT CAN NOT GET TOO FAR OUT OF LINE
        
        LABOR HAS ELEMENTS OF BEING A COMMODITY, BUT IT STILL INVOLVES PEOPLE
    - - RADICALISM - EMPLOYERS(CAPITAL) HAVE DEEP-SEATED POWER ADVANTAGES OVER EMPLOYEES(LABOR)
      - POWER USED TO EXPLOIT WORKERS AND PERPETUATE ADVANTAGES
      - IMPOSES SIGNIFICANT HARM ON WORKERS,FAMILIES, AND COMMUNITIES
      - THE EMPLOYMENT RELATIONSHIP AS A BARGAINING PROBLEM
      - POWER IMBALANCES ARE PROBLEMATIC
      - A BALANCE IS BEST FOR ALL BUT IMPERFECT MARKETS REQUIRE CHECKS TO PROMOTE THIS BALANCE
      - BALANCING, EFFICIENCY, EQUITY, AND VOICE = "EMPLOYMENT WITH A HUMAN FACE"
      - HOW TO ENGAGE & MOTIVATE EMPLOYEES(NOT COMMODITIES) IN WIN-WIN WAYS?
- - - - SELF-DETERMINATION THEORY
        
        COMPETENCE : SENSE OF MASTERY
        
        AUTONOMY : OWN JUDGEMENT
        
        RELATEDNESS : SENSE OF SOCİAL BELONGING
      - 3 PSYCHOLOGICAL NEEDS ARE THE FOUNDATION OF INTRINSIC MOTIVATION
      - HOW TO MEASURE?
        
        JOB SATISFACTION
        
        "HAPPY"
        
        COMMITMENT
        
        "ATTACHED"
        
        ENGAGEMENT
        
        "INVESTED"
  - - - WORK GROUP NORMS
        
        CORPORATE CULTURE
        
        NATIONAL AND ETHNIC CULTURE
        
        MANAGERIAL TOOLKIT:
        
        HR POLICIES & JOB DESIGN
        
        FINANCIAL INCENTIVES
        
        INTRINSIC MOTIVATION
        
        NORMATIVE MEASURES
  - - - PRIVATE UNPAID HOUSEHOLD TASKS
      - PUBLIC PAID BREADWINNERS JOBS
  - - - VOLUNTEERING IS WORK!
  - - - DISTRIBUTIVE JUSTICE:(EQUITY THEORY),(FAIR OUTCOMES?)
        
        MY OUTCOMES / MY INPUTS;
        
        COMPARISON OUTCOMES / COMPARISON INPUTS
      - PROCEDURAL JUSTICE:(FAIR PROCESSES?)
      - INTERPERSONAL JUSTICE:(FAIR CONVERSATIONAL TONE?)
      - INFORMATIONAL JUSTICE:(FAIR EXPLANATIONS?)
        
        MANAGER'S EXPLANATION REGARDING THE PROCEDURES REASONABLE?
  - - - ASSUMPTIONS:
        
        SELF-INTERESTED
        
        RATIONAL
        
        EXTRINSIC REWARDS ARE KEY
        
        WORK IS LOUSY
        
        MARKETS ARE IMPORTANT
      - INSIGHTS:
        
        SHIRKING CONCERNS
        
        OVERSTIMULATION
        
        OPPORTUNISM
        
        NEED MONITORING, INCENTIVES (AND PENALTIES?)
        
        TEAMWORK ISSUES
        
        STRATEGIC USE OF PRIVATE INFORMATION
        
        MARKET ALTERNATIVES
      - DANGERS IF WRONG ASSUMPTIONS:
        
        CROWD OUT INTRINSIC MOTIVATION
        
        LACK OF FAIRNESS, TRUST, AUTONOMY
        
        OVERLOOK NORMS
        
        INCORRECT TEAM SOLUTIONS
        
        INFO SKEPTICISM
        
        OVERRELIANCE ON MARKETS
    - - ASSUMPTIONS:
        
        DESIRE FOR PSYCHOLOGICAL WELL-BEING
        
        SELF-MOTIVATED
        
        COGNITIVE LIMITS
        
        INDIVIDUAL DIFFS
        
        WORK CAN PROVIDE FULFILLMENT
      - INSIGHTS:
        
        INTIRINSIC MOTIVATION
        
        IMPORTANCE OF POSITIVE SELF-ESTEEM
        
        AUTONOMY, BELONGING, COMPETENCE
        
        MULTIDIMENSIONAL FAIRNESS
      - DANGERS IF WRONG ASSUMPTIONS:
        
        SHIRKING CONCERNS
        
        OPPORTUNISM
        
        INADEQUATE MONITORING AND INCENTIVES
        
        INCORRECT TEAM SOLUTIONS
        
        NAIVE USE OF INFO
        
        OVERLOOK NORMS, MARKETS
    - - ASSUMPTIONS:
        
        SOCIALLY-AWARE
        
        DESIRE FOR STATUS AND ACCEPTANCE
        
        WORK IS SOCIAL
        
        NORMS AND SOCIAL INSTITUTIONS
        
        MARKETS ARE HIERARCHICAL
      - INSIGHTS:
        
        STATUS AS A DRIVER
        
        IN-GROUP/OUT-GROUP
        
        PEER AND OTHER NORMATIVE PRESSURE
        
        CULTURE
        
        RECIPROCITY
        
        GET GROUP DYNAMICS RIGHT
        
        SOCIAL NETWORKS
      - DANGERS IF WRONG ASSUMPTIONS:
        
        SHIRKING CONCERNS
        
        OPPORTUNISM
        
        INADEQUATE EXTRINSIC & INTRINSIC MOTIVATION
        
        OVERLOOK FAIRNESS
        
        INCORRECT TEAM SOLUTIONS
        
        OVEREMPHASIS ON CULTURE
  - - - IF WORK IS...
        ...BARRIERS TO FULL EFFORT ARE...
        ...AND POSSIBLE MOTIVATIONAL SOLUTIONS...
        
        A CURSE
        
        WORK IS PAINFUL, MONOTONOUS
        
        PREACH ACCEPTANCE
        
        A SOURCE OF INCOME
        
        WORK IS PAINFUL, LEISURE IS PREFERABLE
        
        PROVIDE FINANCIAL INCENTIVES
        
        SOURCE OF RIGHTS
        
        WORK LACKS MINIMUM STANDARDS AND VOICE
        
        GUARANTEE MINIMUM STANDARDS AND VOICE
        
        FULLFILLMENT
        
        WORK IS STRESSFUL AND UNFULFILLING
        
        STRUCTURE WORK FOR INTRINSIC REWARDS
        
        STATUS
        
        LOW STATUS, BELONGING, ACCEPTANCE
        
        FULFILLMENT OF DESIRED NORMS AND STATUS
        
        IDENTITY
        
        INAUTHENTIC OR NEGATIVE SENSE OF SELF
        
        STRUCTURE TO ALLOW POSITIVE SENSE OF SELF
        
        CARING FOR OTHERS
        
        WORK DEVALUES CARING FOR OTHERS, PRIORITIZES INTERESTS OF MEN
        
        REDUCE DISCRIMINATION AND CONFLICTS WITH OTHER LIFE SPHERES
        
        SERVING OTHER
        
        WORK VALUES COMMODITY PRODUCTION OVER SERVING OTHERS
        
        STRUCTURE WORK TO VALUE AND PROVIDE OPPORTUNITIES FOR SERVING OTHERS
    - - FULFILLMENT::
        ENGAGEMENT VIA INTIRINSIC REWARDS-COMPETENCE, AUTONOMY, BELONGING, PERSONAL GROWTH
      - STATUS:
        ENGAGEMENT VIA INTERPERSONAL RELATIONSHIPS, SOCIAL NETWORKS, SOCIAL NORMS, AND ORGANIZATIONAL STRUCTURE
      - IDENTITY:
        ENGAGEMENT VIA POSITIVE VIEWS OF SELF, OCCUPATION, WORK GROUP, AND ORGANIZATION
      - CARING/SERVING:
        ENGAGEMENT VIA OPPORTUNITIES FOR CARING/SERVING OTHERS, DIRECTLY AND INDIRECTLY
- - - - WARNING SIGNS:
        
        POOR PERFORMANCE / ATTITUDES
        
        ABSENTEEISM AND TARDINESS
        
        TURNOVER
        
        LACK OF ENGAGEMENT
  - - - EMPLOYMENT AT WILL IS MUCH MORE STRONG IN THE US THAN REST OF WORLD
    - - YOU CAN NOT DISCRIMINATE ON THE BASIS ON RACE
        BUT YOU CAN DISCRIMINATE ON THE BASIS OF WHAT FOOTBALL TEAM SOMEONE SUPPORTS.
    - - BUT BECAUSE IT INVOLVES PEOPLE, THE EMPLOYMENT RELATIONSHIP IS ALMOST ALWAYS SEEN AS A SPECIAL RELATIONSHIP
  - - - COMMON LAW : LAWS BASED ON CUSTOM AND JUDICIAL PRECEDENT
    - - STATUTORY LAW : LAWS PASSED BY LEGISLATIVE BODIES
      - NONDISCRIMINATION LAWS
        
        STANDARDS FOR TERMS AND CONDITIONS OF EMPLOYMENT
        
        UNJUST DISMISSAL PROTECTIONS(ESPECIALLY OUTSIDE THE U.S.)
  - - - MANY U.S. MANAGER DO NOT NEED GOOD REASONS FOR ADVERSE EMPLOYMENT ACTIONS
    - - EMPLOYEES THINNK GOOD REASONS ARE NEEDED FOR ADVERSE EMPLOYMENT ACTIONS
    - - YES
        
        OK
      - NO
        
        NEED A GOOD REASON?
        
        YES
        
        LEGALLY & FUNCTIONALLY PROBLEMATIC
        
        NO
        
        LEGAL OK, BUT CAUTION
    - - WAS THE ALLEGED VIOLATION THOROUGHLY INVESTIGATED BEFORE DISCIPLINE?
      - DID THE INVESTIGATION REVEAL CONVINCING PROOF OF GUILT?
      - WAS THE RULE, ORDER, OR STANDARD REASONABLY RELATED TO EMPLOYEE PERFORMANCE?
      - WAS THE EMPLOYER'S DISCIPLINE NON-DISCRIMINATORY?
      - WAS THE WORKER GIVEN ADVANCE WARNING OF THE CONSEQUENCES OF HIS/HER CONDUCT?
      - WAS THE DISCIPLINE REASONABLY RELATED TO THE WORKER'S RECORD AND THE SEVERITY OF THE CONDUCT?
  - - - THE RIGHTS OF WORKERS AS INDIVIDUALS (INDIVIDUAL LABOUR LAW)
    - - HIGHER-LEVEL EMPLOYEES ARE EXEMPT FROM OVERTIME PAY
    - - IT IS ILLEGAL TO DISCRIMINATE AGAINST APPLICANTS AND EMPLOYEES IN HIRING, PROMOTION, DISCHARGE, PAY, BENEFITS, JOB TRAINING, CLASSIFICATION, REFERRAL, AND OTHER ASPECTS OF EMPLOYMENT, ON THE BASIS OF RACE, COLOR, RELIGION, SEX, NATIONAL ORIGIN, DISABILITY, AGE, AND UNION PREFERENCE
    - - MANAGERS CAN NOT DISCRIMINATE AGAINST INDIVIDUALS
        ON THE BASIS OF UNION SUPPORT
      - PROTECTS WORKERS JOINING TOGETHER TO INCREASE THEIR BARGAINING POWER AND EXERCISE VOICE
        MANAGERS CAN NOT TERMINATE OR OTHERWISE PUNISH WORKERS WHO BAND TOGETHER INCLUDING TRYING TO FORM A UNION
      - THE LAW OF UNION AND UNION-LIKE ACTIVITY
      - THE RIGHTS OF WORKERS AS GROUPS(COLLECTIVE LABOUR LAW)
      - MANAGERS CAN NOT INTERFERE WITH EVEN RUDIMENTARY FORMS OF UNIONISM