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SECTION 6: DECISION MAKING TO IMPROVE HUMAN RESOURCE PERFORMANCE - Coggle…
SECTION 6: DECISION MAKING TO IMPROVE HUMAN RESOURCE PERFORMANCE
HR OBJECTIVES
engagement and involvement
more likely to be motivated leading to higher productivity and quality of output
training
the development of employee skills in order to improve performance
talent development
so that they can contribute to the success and growth
diveristy
race, gender, age, sexual orientation, physical abilities, religion
alignment of values
bringing together like minded employees
number and location of workers
workforce planning in order to ensure a business always has the correct employees, numbers, location and skills
external influences
economy
political factors
technology
competitive environment
internal influences
corporate objectives
type of product or service
style of managament
HR DECISIONS
hr flow
meeting human resource objectives
human resource planning is the process that identifies the current and future human resource needs of an organisation in order to acheive its objectives
human resource flow is th movement of employees through an organisation including recruitment promotion and employement termination
redundancy is when an employee is dismissed due to their job no longer existing
redeployment is the process of moving existing employees to a different job or location
natural wastage is the loss of employees through retirement, resignation or death
job design
influences on job design
organisational factors
task charactersitics/ work prcatises
environmental factors
employee availability/ social and culutral expectations
behavioural factors
feedback/ autonomy/ variety
job enrichment
more duties with greater responsibility allowing higher level needs to be met
job enlargement
extending employees range of duties
job rotation
offers variety through regular movement between duties of similar complexity
organisational design
influences on organisational design
span of control possible
technology
corporate objectives
life cycle of organisation
size of business
level of centralisation decentralisation
amount of delegation
delegation
the granting of authority from one person to another for the purposes
centralisation
the process of concentrating decision making at the top of an organisational hierarchy
decentralisation
the process pf redistributing decision making power away from a central location
influences of centralisation, decentralisation and delegation
uniformity of decisions
management style
skills and ability of workforce
economic influences
technology
a flat hierarchy has a wider span of control
a tall hierarchy has a narrower span of control
span of control is affected by
the ability of the manager
the type of work
the skills of the employees
motivation and engagement
benefits
better productivity
better recruitment and retention
less absenteeism
better innovation
better profitability
relations
influenced by
management style
nature of work
legislation
methods of employee respresentation
trade union
work councils
managing relations
advice
council
arbitration
value of good relations
better productivity
better employee loyalty
better decision making
HR THEORIES
hard and soft management
hard management
employees are no different from any other resource used by the business
operates in the short term only employees are hired and fired as necessary
pay is kept to a minimum
little or no empowerment
mostly autocratic style of leadership
financial motivation
soft management
employees are the most valuable resource available to the business and a vital competitive weapon
employees are developed over a long period of time to help the firm fulfil its corporate objectives
hackmann and oldham
job characteristics model
core job demensions
critical psychological states
personal and work outcomes
high internal work motivation
high quality work performance
high satisfaction with work
low absenteeism and turnover
experienced meaningfulness of the work
experienced responsibility for the outcomes of the work
knowledge of the actual results of the work activities
skill variety
task identity
task significance
autonomy
feedback
the 5 characteristics impact the three psychological state influence the work outcomes
operates in a continuouus feedback loop which allows employees to continue to be motivated through owning and understanding the work they are involved in
the goal should be to design jobs in such a way that the core characteristics complement the psychological states of the worker and lead to positive outcomes - as a result employees should achieve greater job satisfaction and motivation
taylors motivation
a management system to increase efficiency by evaluating every step in manufacturing
jobs broken down into parts
workers only given specific parts to complete based on competence
the role of the worker is fixed like a cog in a machine
the greater the efficiency of the worker the greater the reward
maslow motivation
hierarchy of human needs
physiological needs
food, water, money
basic needs
security
free from threats and danger
basic needs
social
the need to love and be loved and be part of a group
higher level needs
esteem
the need to have self respect and the respect of colleagues
higher level needs
self actualisation
the need to develop personal skills and fulfill ones potential
higher level needs
herzberg motivation
factors causing satisfaction and dissatisfaction
motivators
positive factors factors that give people job satisfaction and therefore increase productivity as motivation rises
achievement
recognition
work itself
responsibility
advancements
growth
hygiene factors
factors that may cause dissatisfaction among employees
company policy
surpervision and relationship with supervisors
work conditions
salary
personal life
status
security
financial motivation
piece rate pay
payment for each item produced which encourages productivity but may come at the cost of quality
commission
payment made based on the value of the sales achieved however there is no security in this
profit related pay
gives employees a share of the profits earned by the business
performance related pay
payment made based on meeting the criteria laid out
share ownership
employees are sometimes offered shares in the business or can purchase shares but this may cause riffs
non- financial motivation
hacmann and oldham
experienced maeningfulness, experienced responsibility and knowledge of outcomes
harzberg
responsibility, recognition and involvement
influenced by
leadership and management style
the culture of the business
opportunity for involvement and responsibility
HR CALCULATIONS
labour productivity
toal output per time period/ number of employees
labour turnover
number leaving during year/average number of staff x 100
labour retention rate
number of employees with one or more years of service / overall worforce numbers x 100
employee costs as a %
labour costs/ turnover x 100
revenue
labour costs per unit
labour costs/ output
