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UNIT 3 AOS 2 - Managing employees (Termination management (Dismissal…
UNIT 3 AOS 2 - Managing employees
Relationship between managing employees and business objectives
Good HR management ensures the right amount of trained and motivated staff are available to pursue the businesses objectives.
Motivation strategies
Performance related pay
Advantage - employees are motivated by the prospects of money and will work harder
Disadvantage - Businesses may not be able to afford the extra payments, some people are not motivated by money
Not likey to motivate long term if employees are still not satisfied with their position, money will not be enough
Career advancement
Disadvantage - There may be limited opportunities for career advancement (smaller business may have limited positions)
Advantage - Employees will work hard for several years for a promotion
Likely to have a long-term effect as employees need to demonstrate good work habits over an extended period of time
Investment in training
Advantage - better trained employees feel more confident, will improve corporate culture, greater quality performance
Disadvantage - Training can be very expensive, well trained employees may leave the business
Both short-term and long-term effects
Sanction
Advantage - can stop undesirable behaviour quickly
Short term only
Disadvantage - Employees will resent managers and their performance and motivation will DECREASE
Support
Advantage - No expense to the business, can be used to motivate employees, builds confidence + encouragement
Both short-term and long-term effects as employees' confidence increases, and may be willing to undertake more difficult tasks
Motivation theories
Locke and Lathams goal setting theory
Works on the principle that the achievement of goals gives a sense of satisfaction that is motivational. This theory outlines that specific and challenging goals lead to higher motivation and performance than vague or easy goals
Specific goals
Goals need to be specific so that information is clear and there is less room for error and individual interpretation
Moderator variables
Feedback
Feedback can assist employees in letting them know if more effort is required or if they should try a different way to do a task
Task complexity
Must be straight-forward so that people feel able to complete them
Ability
Must be possible to attain
Challenging goals
Goals need to be challenging or difficult so employees exert more effort and try harder to attain them, although they must be realistic
Lawrence and Norhias four drives theory
The drive to bond
Relates to wanting to form long-term relationships within the business and to feel supported and included
The drive to defend
Could mean that an indivual is able to defend their position in the workplace, their department, or the entire business from criticism. Can be acquired through the workplace being supportive and welcoming
The drive to acquire
While this relates to money, it could also mean being satisfied with high status positions or recognition of achievements
The drive to learn
Relates to a persons desire to continually learn new things and gain ongoing training and skills
Contingency based theory that attempt to explain the process by which motivation occurs. A manager should aim to stimulate all these drives in employees
Maslows hierarchy of needs
Safety and security needs
Translates to job security, including having a permanent appointment or long-term contract, a safe workplace and reasonable superannuation
Belonging needs
Love, sense of belonging, inclusion. Can be achieved through teamwork opportunities, and social events
(1) Physiological needs
Basic survival needs such as food, water and shelter. These can be achieved through fair pay, and safe working conditions
Esteem needs
Self-esteem, need for power, recognition. Can be achieved by being recognised for achievements, being given more responsibility or through promotions
Needs based theory that works on the principle that the satisfaction of needs leads to motivation. A person must satisfy one need before the next can be satisfied
Self-Actualisation needs
The desire to become deep satisfaction of accomplishment. (few people achieve this) Can be achieved through creative and interesting jobs, with career advancement
Training options
On-the-job training
Disadvantage - trainers may not have required expertise, can be distracted by normal work occurring
Advantage - Can be done during normal working hours, less expensive
Off-the-job training
Advantage - cutting-edge training, can give the employees qualifications
Disadvantage - Can be expensive, can be time consuming especially if travel time is required
Performance management strategies
Management by objectives
Objectives are set my managers and employees, which are monitored and evaluated to evaluate the employees performance
Appraisals
The formal assessment of an employees performance against the expected performance, which discusses the employees strengths and weaknesses. Involves a meeting between managers and employees
Self-evaluations
Employees evaluate themselves, which is then compared to an evaluation done by a manager to evaluate their strengths and weaknesses
Employee observations
When a manager needs to make a judgement on an employee's performance by observing them and their work habits
Termination management
Dismissal
Occurs when the behaviour or performance of the employee is unacceptable and the business terminates their employment
Redundancy
Occurs when a persons job no longer exists, such as someone losing their jobs to automation
Entitlements
Refer to payments and benefits an employee should receive when they leave the business. Can be given legally or by goodwill including unpaid sick leave, annual leave, a redundancy package
Retirement
When the employee decides to give up working and no longer be apart of the labour force
Transition issues
These refer to the support and information that employees may need when they leave the business, including financial advice, employer references, job-seeking assistance, counselling.
Resignation
The voluntary ending of employment by an employee, commonly called 'quitting"
Role of participants in the workplace
Employer associations
Represent employee groups, similar to unions.
Unions
Bodies that represent groups of employees, both by industry and a wide range of professions.They exist to ensure workers rights are protected
Employees
Are involved because their wages and conditions are at stake in the process, who want to maximise their pay and job security
Fair work commission
The national workplace relations tribunal. An independent body that establishes minimum conditions, deals with unfair dismissals, and resolves disputes
Human resource managers
Represent the organisation. Negotiate new agreements, ensure they are implemented correctly, and is required to negotiate in times of industrial unrest and disputes
Awards and agreements
Awards
Established by the national employment standards, awards are the minimum pay rates and workplace conditions that apply to specific industries
Agreements
Collective agreements
Conditions of employment negotiated by groups of employees (or their union) and apply to several employees
Individual contracrs
Agreement negotiated between the employer and one employee regarding their conditions of employment.
Dispute resolution processes
Mediation
Arbitration
Grievance procedures
The steps followed when a person has a grievance (complaint or concern) that are written by the specific business. They provide an orderly system where employees follow the steps until the dispute is resolved