1. HR Management IPW Metropolia Business School 2014 Andrea Rijkeboer-van Gemert MSc Wednesday, 14-05-2014

2. Today  What is Human Resource Management?  Examples of HR instruments, integrated with motivation theories and ethical issues you come across.  Assignments and discussion

3. Agree? Wages = productivity Bonus = higher productivity

4. What is Human Resource management? Human Resources: people who work in an organization (personnel). Human Resources strategy: A firm’s deliberate use of human resources to help it gain or maintain an edge against its competitors in the marketplace. The grand plan or general approach an organization adopts to ensure that it effectively uses its people to accomplish its mission. People are seen as human capital, a valuable and irreplacable resource in which you should invest.

5. Effective HRM Employee development/ performance appraisals Recruitment & selection Compensation Employee rights/safety and health Employee seperations/ outplacement/ lay offs

6. Recruitment process 1.What does the job you are hiring for look like and what are the requirements (skills, knowledge, abilities)? Job description 2.Who are you looking for and how can you find people matching the requirements? (internet, social media, newspapers, staff advertising) 3.The selection process: letter and resume, job interview, role play, assessment centers, etc. 4.Was the process effective and efficient?

7. Performance management

8. Performance appraisal Steps that need to be taken: 1.Translate company goals into individual and team goals 2.Make agreement on goals 3.Make an action plan 4.Give feedback and coaching and follow up on results 5.Appraise results 6.Adjust wage accordingly

9. Herzberg’s Two-Factor Theory Quality of supervisionQuality of supervision PayPay Company policiesCompany policies Physical working conditionsPhysical working conditions RelationshipsRelationships Job securityJob security Quality of supervisionQuality of supervision PayPay Company policiesCompany policies Physical working conditionsPhysical working conditions RelationshipsRelationships Job securityJob security Hygiene Factors Dissatisfied Not Dissatisfied Promotional opportunitiesPromotional opportunities Opportunities for personal growthOpportunities for personal growth RecognitionRecognition ResponsibilityResponsibility AchievementAchievement Promotional opportunitiesPromotional opportunities Opportunities for personal growthOpportunities for personal growth RecognitionRecognition ResponsibilityResponsibility AchievementAchievement Motivation Factors Satisfied Not Satisfied

10. Pay for performance Job pay Variable pay/bonus Attract new employees Costs and benefits Compensation Motivate Ethics? Recognition

11. Equity Theory Employees weigh what they put into a job situation (input) against what they get from it (outcome). They compare their input-outcome ratio with the input-outcome ratio of relevant others. Your Output Your Input My Output My Input

12. Equity Theory and Reactions to Inequitable Pay Employees are: Paid by: PieceTime Over-Rewarded Will produce fewer, but higher-quality units Will produce more Under-Rewarded Produce large number of low quality units Produce less output or output of poorer quality Employee reactions in comparison to equitably-paid employees

13. Equity Theory: Forms of Justice

14. McClelland's Theory of Needs Need for Achievement (nAch) The drive to excel Need for Power (nPow) The need to make others behave in a way they would not have behaved otherwise Need for Affiliation (nAff) The desire for friendly and close interpersonal relationships

15. Victor Vroom’s Expectancy Theory Three key relationships: 1.Effort-Performance: perceived probability that exerting effort leads to successful performance 2.Performance-Reward: the belief that successful performance leads to desired outcome 3.Rewards-Personal Goals: the attractiveness of organizational outcome (reward) to the individual

16. Effects of ethical HR practices  Higher org. commitment  Diminish whistle-blowing (solve problem on the inside)  higher organizational citizenship behaviour (altruism, extra conscientiousness, and commitment in performing tasks, or other efforts to attend to the organization’s welfare in ways not specified by one’s organizational role). Weaver, G.R. & Treviño, L.K. (2001). The role of human resources in ethics/compliance management. A fairness perspective. Human Resource Management Review, 11, 113-134.

17. Recruitment assignment Have a look at these steps: You are about to hire a manager for a large governmental organization. Lately, a journist, stated that there is corruption going on in this organization. A manager has just been fired because of this. You are about to hire a new one replacing the old. What kind of person are you looking for? When new staff is hired, in the Netherlands we have a code of conduct for recruitment and selection. Have a look at this code of conduct. http://www.nvp-plaza.nl/documents/doc/sollicitatiecode/nvp- recruitment-code.pdf http://www.nvp-plaza.nl/documents/doc/sollicitatiecode/nvp- recruitment-code.pdf How are you going to select the right person? What kind of ethical issues do you come across in this recruitment process?