HRM : Chap 6 Motivating Employees Block 2 Session : 4 The Public relations side of recruitment & selection.’ Diane Preston Week 5

HRM : Chap 6 Motivating Employees

Content Theories Motivating Individuals What Motivates Employees Maslow’s Hierarchy of Needs McClelland’s Three Basic Needs Herzberg’s Motivators and Hygiene Factors

Maslow’s Hierarchy of Needs Physiological needs Safety needs Social needs Esteem Needs Self actualization needs

McClelland’s Three Basic Needs 1- Need of Achievement 2- Power 3- Affiliation

Herzberg’s Motivators and Hygiene Factors He says that human have two sets of needs 1- Motivator factors Needs concerned with achievement, recognition, work itself, responsibility and growth. 2- Hygiene factors It includes company policy for supervision, interpersonal relationships, working conditions, salary, job security and status.

Herzberg’s Motivators and Hygiene Factors No horizontal enrichment Vertical and upward loading Use your employees at full extent

Herzberg’s Motivators and Hygiene Factors Five ingredients proposed for customer serving and product focus learning 1- Control over resources 2- Self Scheduling 3- Personal Accountability 4- Direct Communication with authority 5- Direct feedback

Process Theories How to motivate Employees Letham and Locke’s Goal Directed Theory Porter & Lawler’s Expectancy Theory Bandura’s Self Efficacy Theory Hackman & Oldham on job design

Process Theories Letham and Locke’s Goal Directed Theory Three steps to obtain the best results in goal setting. 1- Goals should be specific and not vague Clear time limits should be set to achieve the goal. Goals should be challenging and reachable. 2- Manager must ensure that employees accept and remain committed to goals. 3- Give support to employees in form of adequate resources, money, time and help.

Process Theories Porter & Lawler’s Expectancy Theory Motivation is a function of each individual’s expectation that employees behavior will result in outcomes that have psychological value.

Process Theories Porter & Lawler’s Expectancy Theory Vroom Model says 1- Attractiveness of reward 2- Performance to reward expectancy 3- Effort to performance expectancy Level of effort applied depends on individual’s ability and perception of role.

Process Theories Bandura’s Self Efficacy Theory Self efficacy is the strength of belief an individual has in his ability that he can achieve goals through his behavior. Self efficacy can be created by four factors 1- Performance accomplishment 2- Vicarious experience 3- Verbal persuasion 4- Psychological state

Process Theories Hackman and Oldhan on JobDesign Three conditions for internal motivation 1- Employee must have knowledge of the results of his work. 2- Individual must take the responsibiliy for the results of his work. 3- Employees should think that work is meaningful and important.

Process Theories Hackman and Oldhan on JobDesign Five job characteristics can increase the meaningfulness of work and responsibility 1- Skill variety 2- Task identity 3- Task significance 4- Autonomy 5- Feedback from job

Limitations Content Theories Process Theories

Motivating Groups Equity Theory Two theories of management motivation

Motivating Groups Equity Theory Comparison with other employees in terms of contribution and reward. Employees are concerned with position too. They need justice

Motivating Groups Agency theory Owners and managers behave differently as they have different interests.

Motivating Group Steward theory Top management and owner have same interest and cooperation of both is needed. Managers work for the best interest of group. Theory is against of too much control over managers as it reduces motivation. Manager needs more independence and trust by owners for higher motivation. Theory insists on intrinsic rewards which are less quantifiable.

Limitations

Developing the employee’s relationship with the organization Block 2 Session : 4

Career Career is: “The individually perceived sequence of attitudes & behaviors associated with work –related experiences and activities over the span of the person's life” Career has External dimension: a sequence of externally observable jobs Internal dimension: a process of personal development Therefore development is the result of the interaction between the individual and the organization over time.

Four types of people have been identified career success (1) The Climber The climber sees success chiefly in terms of status and pay, especially the level of seniority they achieve in either organization. (2) The Expert The expert defines success primarily in terms of getting recognition, respect and acknowledgement for being good at their job. (3) The Influencer The influencer sees success in terms of the impact they have at work and the extent in which they are able to influence what happens there. (4) The Self-realiser The self-realiser defines success as person achievement and self-fulfillment on their own terms.

Many organizations encourage their staff to manage their own career: Find themselves suitable roles Make sure they get the training they need Promote their own interest at work In practice, organizations remain commitment to develop the career of those whose performance is especially likely to benefit them such as managers.

Training and Development From the organization's perspective. Training and development can have several purposes: To assess and address skills deficiencies To act as a catalyst for change, e.g. improving customer focus in a service organization To give the organization a competitive edge To encourage a learning climate From the individual's perspective: Receiving appreciate training and developed will be more important if they can no longer necessarily expect a long –term career with one organization.

The Types of Training Activities (1) On- the- job training This is generally provided by the line manager and is therefore dependent on their being willing and appropriately skilled to do so. (2) Off-the-job training This type of training can range from brief in-house courses to extended learning away from the organization, such as a secondment of study full time for an MBA (3) Mentoring Mentoring is used for developing new recruit or those identified as having the potential to become senior managers in the future.(long term program). (4) Coaching Coaching is aimed at improving the performance of more senior managers, often through the use of external consultations (short term program). (5) Lateral moves/ secondments Managers can learn by taking up different kinds of roles at the same grade within the organization. This can either be a long-term or a short term.

International Career Development This means that must make decisions about whether to "export" their own "parent" country HRM practices to the countries in which they operate, or to, "incorporate' those which already exist in the "host" country, so we have Four options to choose staff: (1) Ethnocentric This approach means that all key positions at headquarters and subsidiaries are filled by parent country nationals (2) Polycentric This approach means that host country nationals are recruited to manage subsidiaries in their own country and parent country nationals occupy key position in corporate headquarters (3) Geocentric This approach means that the best people are sought for key jobs, regardless of their nationality. (4) Regiocentric This approach means that people's region career are limited to a particular geographical region, e.g. South America, within this region, the best people are sought for key jobs, regardless of their nationality.  

Number of Reasons behind moving away from ethnocentric approach: Organizations need to have in host country managers and allow them to hold senior position within the business, if they wish to be considered to be truly international or localization. In countries where there are native managers with appropriate skills there is little real need for large numbers of expatriates. Expatriation is extremely expensive, it is estimated that an expatriate reward package can cost three times a manager's home country salary.

The Public relations side of recruitment & selection.’ Diane Preston Reading for block 1&2 The Public relations side of recruitment & selection.’ Diane Preston

Recruitment and Selection Recruitment and selection is one of a number of activities within human resources management which is being developed to line managers within an organization. From the company point view, recruitment and selection represents an investment in an individuals It is important that the right impression is given of the company both through the recruitment and selection process and the early weeks of employment, so that the employees feels that he or she wants to stay with the company The recruitment process is often presented as a one-way process with the employer choosing the lucky applicant but more realistically It is a mutual process in which potential employees decide which company appears to offer the most attractive package. The individual's decision will be based upon his or her assumptions about the prospective employer, influenced to some extent by participation in the recruitment and selection process.

Early Stages of Recruitment 1- Authorization Getting permission to fill a post within the company is important, recruitment and selection involves time and resources. 2- Job analysis A through analysis of the job must be carried out in order to understand exactly what is required and who would be the best type of person by fill the post. 3- Terms and conditions agreed A job description and terms of employment will probably be the next stage which is likely to be carried out by personnel specialists within the company 4- Decide target groups When a clear understanding of the job itself has been gained, it is then possible to know the type of people you hope will apply. This could be individuals already with the company (in house recruitment) and/ or external to it. 5- Decide appropriate recruitment methods The suitability will clearly depend on the type of job being recruited for. 6- Design a job advertisement This may be carried out by the personnel department or an external agency. The key features should be an clear statement of the key facts about the job, the type of person likely to be suitable and clear instructions as to where to apply and in what form (c.v.s., application forms etc)

The stages of the graduate recruitment process at Sainsbury (1) Advertising Advertising of the company management training scheme through suitable sources, such as graduate publications, graduate careers fairs and press advertisements. (2) Processing of completed application forms The application forms are carefully designed by the company to ensure that all the information designed by the company to ensure that all the information needed about each candidate is covered. Applicants scoring high on the points system are sent letter inviting them to attend for an interview (3) Invitation for first interviews offered to suitable candidates These interviews were previously carried out by staff from the graduate recruitment department but are now held in store by managers . The intention of this is to allow graduates to see a store in action to get a more realistic impressions of the job they are applying for. (4) Assessment center Successful applications are invited to attend an assessment center, which comprises a series of activities for the candidate, including psychometric tests and group and problem solving exercises. These have been designed by the members of the graduate training department based upon the management competences required for the role of a retailing manager within the company  

Importance All the stages are considered to be important in helping to provide a positive image or advertisement for the company, but that they get a realistic picture of what it would be like to work there and what the role of a retailing manager within a Sainsbury's store entail. Interviews for the job are now carried out by store managers within a store rather than at head office level. The assessment center has been carefully redesigned on the basis of identified management competences both to get a better ides of how the applicant would cope with the job and to give indication of the types of roles they would have to perform and the skills required