1. Human Resource Management & Organisational Development By Dr Amanda Marshall-Ponting – licensed under the Creative Commons Attribution – Non-Commercial – Share Alike License http://creativecommons.org/licenses/by-nc-sa/2.5/

2. Structure of the work package Introductory presentation Reflective questions & problem scenarios Background reading materials Presentation Solutions and worked examples

3. Structure of the work package Management theory: Classical & social/psychological approaches Selection, recruitment & retentionReward managementAppraisal Additional readingTests, reflective questions & problem scenarios Theoretical models & key debates

4. Management, what is it? “To manage is to forecast and plan, to organise, to command, to coordinate and to control” (Fayol, 1916) And “Organizations are set up to achieve purposes that individuals cannot achieve on their own. Organizations then provide a means of working with others to achieve goals...likely to be determined by whoever is in the best position to influence them... A key characteristic of organizations is their complexity.” (Stewart, 1994)

5. Main management schools of thought Classical Scientific management Administrative Human relations Social psychological Organizational behaviour Contingency theory Systems theory Strategic perspective Positioning perspective Resource based view Management Theory

6. Classical management theories This section presents the classical management theories associated with: – Henri Fayol – Fredrick Taylor – Max Weber

7. Classical management theories – Fayol’s principles of management Structural principleSocial principle Division of workDiscipline Authority & responsibilitySubordination of individual interests to general interest Unity of commandRemuneration Unity of directionEquity CentralisationStability of personnel tenure Scalar chainInitiative OrderEsprit de corps

8. 19131914 12.5 hours1.5 hours on assembly line Classical management theories – Taylor’s scientific management

9. Classical management theories – Weber’s bureaucratic management The importance of authority in enabling the organisation to become operationally more efficient. 3 basic types of authority: Traditional – authority accepted based on tradition Charismatic – loyalty based on personal qualities of the ruler Rational-legal – based upon a person’s position and bounded by rules & procedures

10. Social management theories – Elton Mayo Two identical assembly lines Work conditions were changed for one assembly line Production increased no matter how the conditions changed

11. Social management theories – Herzberg’s two factor theory Sense of achievement Chance of promotion Chance of improvement Recognition of effort Responsibility Nature of the job Pay Conditions Company policy Relationships with hierarchy e.g. management Inability to develop Feelings of inadequacy Motivators Hygiene factors Work

12. Social management theories – Maslow’ hierarchy of needs

13. Social management theories – Drucker’s management by objectives

14. Recruitment, selection, & retention

15. Staff motivation and turnover EXERCISE 1: You can motivation and its impact upon staff turnover by completing exercise 1. This exercise asks you to think about why staff turnover rates vary between industries or sectors and the factors that may account for these differences.

16. Reward management One means of maintaining staff motivation Incentives include: salaries, bonuses, commission, profit sharing An employee’s intrinsic needs should also be met by incentives such as – Job variety – Recognition – Responsibility and decision-making opportunities – Career and skills development

17. Reward management McKenna & Beech (2002) identified five main types of reward schemes: – Time rates – Payment by results – Individual/group performance pay – Profit related pay – Cafeteria or flexible benefits

18. Motivation and incentive schemes in your company Exercise 3 asks you to think about the company you are working for and identify the different incentives that are used to motivate different parts of the work force.

19. Appraisal Provides opportunity to – monitor & reward performance – Identify personal career aspiration s & training needs Aims to correct performance or behaviour deficiencies whilst rewarding and maintaining good practice

20. The appraisal process

21. Appraisal – good practice The appraiser needs: – To be informed about the appraisee – attendance, outputs, commitment – To be sensitive – focus on the issues rather than personal issues – To emphasise the opportunity to mutually agree objectives & plans to achieve them – To summarise main actions points – To try and provide feedback outside of formal appraisals

22. Conclusions This presentation has provided an overview of the HRM and organisational performance learning package. To deepen your understanding, you should work through: Background document Exercises and reflective questions Additional reading

23. Reading Key texts Drucker, P.F. (1955) The practice of management. Heinemann, London. Maslow, A.H. (1943) A theory of human motivation. Psychological Review, 50 (4), 370-96 Additional reading Hackman, J.R. And Oldham, G.R. (1976) Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, pp 250-279 Raiden, A.B., Dainty, A.R.J. And Neale, R.H. (2006) Balancing employee needs, project requirements and organisational priorities in team deployment. Construction Management and Economics, 24, pp 883-895.