1. Unit Four Business Management
Area of Study One
The Management of the Human Resources Function
Outcome One
On completion of this unit the student should be able to analyse and evaluate practices and processes related to human resource management

2. Introduction
School Assessed Coursework – Outcome One Part A – Structured Questions
The set of structured questions that make up Part A of the SAC will assess the first part of the Area of Study. This includes the text chapters and covers the content set out below:
Factors involved in managing human resources, including:
relationship of human resource function to business objectives and strategy
employee expectations of people working for large-scale organisations including conditions of employment, occupational health and safety and job security and work-life balance
key principles of Maslow’s, Hertzberg’s and Locke’s theories of motivation
ethical and socially responsible management

3. Relationship of human resource function to business objectives and strategy
Key Terminology:
Function
Objectives
Strategy
Human resources
Productivity
Management Roles

4. Relationship of human resource function to business objectives and strategy
Key Concepts:
What does Human Resources Management involve?
Coordinates the activities involved in managing the human resources
Uses POLC
Support long-term objectives of organisation
Manages effectively the relationship between employer and employee
How does the work relate to objectives and strategy?
The provision of talented, experienced and qualified staff
The maintenance and motivation of staff
Motivation = improved performance = productivity

5. Employee expectations of people working for large-scale organisations
Key Terminology:
Expectations
Motivation
Satisfaction
Employer of choice
Workplace diversity
Working conditions

6. Employee expectations of people working for large-scale organisations
Key Concepts:
According to the Study Design employee expectations include:
conditions of employment – what the employer has agreed to give the employee in return for the employee’s work. They include: leave, hours, entitlements etc.
occupational health and safety – the responsibility of the employer to ensure the workplace is safe for employees and steps are taken to minimise harm
job security – a belief held by the employee that they will not lose their job
work-life balance - achieving the right amount of time for work and for personal life

7. Employee expectations of people working for large-scale organisations
Key Concepts:
Practices used by HRM to meet employee expectations include:
Industrial democracy
Workplace diversity
Flexible working conditions
Fostering a supportive workplace culture that helps empower employees
When discussing these practices make sure you:
Describe the benefits for the employee
Describe the benefits for the organisation (link to ‘employer of choice’

8. Key principles of Maslow’s, Hertzberg’s and Locke’s theories of motivation

9. Maslow’s – Hierarchy of Needs
Self Actualisation
(interesting job, personal growth)
Esteem
(recognition and reward,
promotion)
Social Needs
(supportive management,
Teamwork opportunities)
Safety & Security
(job security, safe conditions)
Physiological
(pay, basic working conditions)
Maslow’s – Hierarchy of Needs
Maslow believed that organisations that only use pay rises or job security to motivate employees are not meeting the higher order needs.
Organisations must provide a workplace which encourages growth and development, opportunities for advancement and teamwork

10. Herzberg’s Two-factor Theory
Herzberg modified Maslow’s theory. He believed that the factors could be divided into two groups:
Motivation factors (higher order needs)
Hygiene factors (lower order needs)
He believed that the hygiene factors while causing dissatisfaction if not present, do not motivate people. Motivation factors are needed in the long term.
Maintenance – lack of these may cause dissatisfaction
Motivation – Only these create job satisfaction
Pay
Achievement
Job security
The work
Conditions
Recognition and reward
Relationships
Career pathways
Rules and policies
Responsibility

11. Locke’s Goal Theory
Locke believed that the key to motivation was the setting of clear goals and appropriate feedback regarding the achievement of the goals.
Working toward a goal provided motivation, lead to better performance and greater productivity.
According to Locke, goals should be:
Clear
Specific
Challenging
Achievable

12. Ethical and socially responsible management of the HR function
Key Concepts:
Responsibility of HR
The development of a Code of Conduct
HR needs to have a clear understanding of the relevant legislation
HR needs to ensure all staff understand their legal responsibilities
Solving day-to-day problems relating to ESM issues