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Unit 6: Decision Making to Improve HR Performance, Job enrichment, Job…

- - - - Ensuring that an organisation has the capabilities to achieve its objectives and to meet changing skills requirements. Mainly fills the gap between the existing and desired skills of employees
    - - The strategy of giving opportunities to those employees who are particularly able.
    - - Involves valuing contribution from the broader workforce- finding ways to motivate them to strive for business employment.
    - - Employing a range of people in terms of age, culture, physical abilities, disabilities, race, gender and sexuality
- - - - Focus of the needs of employees, two way communication, pay linked to performance of business, non financial methods of motivation such as delegation
        
        Can improve business reputation, less absents, less labour turnover, employee costs can increase, more motivated.
  - - - main focus is all on efficiency, short term changes from hiring and firing, minimal communication, autocratic leadership
        
        more cost effective and faster decision making, more labour turnover, more absents and could damage reputation
- - - - Pay is important because it can attract skilled employees who happen to be attracted to the pay rate that the business offer.
        
        Linking to this, the level that the business pays is important in retaining these employees to competitors who may pay more. This is particularly common in businesses where skill set is relatively similar i.e the service industry.
  - - - Maslow?
    - - Managers also consider the market rates for their sector. If there is an average salary for an employee, then offering jobs at a lower salary will likely cause recruitment issues.
  - - - Authority gets passed down to employees and they are given responsibility by setting tasks.
        
        Usual requirements- high skilled staff, democratic leadership style
      - How does it motivate employees? (chain of analysis and links to theorys)
        
        It is one of Herzberg's motivational factors- increasing responsibility. It can increase motivation by contributing to the employees self- esteem levels which is a stepping stone to achieving self-actualisation (what Maslow believed to be employees at their most productive).
      - Conclusion point (most important): Motivation is further increased because it provides the employee with an opportunity to impress its superiors and be more prone to a promotion if/when a position arises.
        
        Success of delegation depends on whether the manager has over delegated, which may lose control. It also depends on whether the employee they have chosen to delegate wants to- if they say no it causes manager to waste more time by choosing a second option. It also depends on whether the chosen employee is skilled enough to delegate successfully.
    - - When managers and leaders consider the employees opinion before finalising a decision. It is associated with a paternalistic style of management
        
        Intends to make workers feel more involved.
      - The success of consultation depends on the extent to which employees are actually consulted and how many of their ideas are taken on board. If their ideas are not implemented then employees can becomes set back in terms of the self-esteem. Lowered self-esteem decreases the likelihood that employees will reach self-actualisation, possibly leading to job dissatisfaction.
    - - This where businesses place employees together to focus on a task such as production.
      - This can meet social needs (Maslow's hierarchy) and can create a multi-skilled workforce. There is also shared- responsibility which can improve motivation.
        
        However, it easy for these gains to be temporary. When the task goes wrong, it is easy for other members of staff to point fingers and resentment also grows if people don't feel like others are pulling their weight.
        
        Success could depend on the relationship the employees have made together
    - - Workers are given responsibility to work on tasks that benefit themselves.
      - The responsibility given can lead to advancement and growth
        
        However, it easy for employees to take advantage of the power that they have been given.
      - Job changing
        
        Giving employees more responsibility by increasing the complexity of tasks they complete.
        
        Herzberg suggested it to be the first step to successful motivation.
        
        Gives employees more authority and an opportunity to use their tasks to the fullest.
        
        The success of job enrichment depends on how well the staff have been trained. For skills to be used to the fullest, the employees have to have the required training in the first place. If not, the business may have to repeat the training process so another method may be more appropriate.
        
        Adding extra or similar tasks to a job
        
        The jobs are in the same level and sector of the business but the aim of the method is to reduce repetition from the range of tasks that need to be completed.
        
        More training is not required, so the method can be viewed as a cheaper option. However, the big issue with job enlargement is that employees complain about having to endure more tasks for the same amount of pay.
        
        Moving employees through a range of jobs to ensure interest and increase motivation.
        
        For example, working as a receptionist and then using what has been recorded to enter in data.
        
        Advantage- workers with experience in more fields will be able to accommodate for absent employees
        
        Disadvantages- much more training is required as employees initially don't know what to do when starting at a new field. Also some employees may not enjoy the jobs they are rotating to, so they actually lose interest.