Some Human Aspects of

Organizing
 HUMAN RESOURCE PLANNING

Ensure that the organization has the right number and kinds of
capable people in the right places and at the right times

1) Hiring technical professionals

2) Hiring managers
3) Job requisition/description
HRM PROCESS
 EMPLOYEE PERFORMANCE MANAGEMENT

• Performance management system - establishes performance

standards that are used to evaluate employee performance

• Skill-based pay - a pay system that rewards employees for the job skills
they can demonstrate
• Variable pay - a pay system in which an individual’s compensation is
contingent on performance
WHAT DETERMINES PAY AND
BENEFITS
 CONTEMPORARY ISSUES IN MANAGING
HUMAN RESOURCES

• Downsizing - the planned elimination of jobs in an organization

• Sexual harassment - any unwanted action or activity of a sexual nature

that explicitly or implicitly affects an individual’s employment,
performance, or work environment
When can I join your company?

AUTHORITY AND POWER
 NATURE OF AUTHORITY

• FORMAL AUTHORITY
Legitimate power, the right based on one’s position in an organization,
to direct the work activities of subordinates

•ACCEPTANCE THEORY OF AUTHORITY

Authority originates when subordinates choose to accept the
directives of superiors
Overwhelming majority of requests or directives from superiors are
complied with.
When a person enters employment with an organization, he or she is
tacitly agreeing to accept any directives toward which the employees
feels no strong objection
 SOURCES OF POWER

1.Legitimate or Position Power (authority)

 Stemming from one’s appointment or election as leader
2.Reward Power
 The power to reward others for cooperation
3.Coercive or Punishment Power
Stemming from fear of punishment
4.Expert Power
Stemming from a person’s capability and reputation
5.Referent Power
Based on attraction to or identification with another individual
 SOURCES OF POWER
• System I Style of Engineering Program Management
- Based on the “Bases of Influence” (Legitimate, Reward, and Coercive Power)
- Derive primarily from one’s formal position, and which are normally sufficient to
obtain adequate response in traditional bureaucratic structures

•System II Style of Engineering Program Management

- Stem from one’s personal capabilities and reputation are necessary for effective
leadership (Expert and Referent Power)
DELEGATION
ASSIGNMENT, DELEGATION AND
ACCOUNTABILITY
 REASONS FOR DELEGATION

Relieves the manager of work the subordinate is capable of doing,

substituting the need to assure that the work is actually done.

The subordinate is given the chance to develop his/her skills by being

delegated more and more responsible problems

Delegation locate decision making closer to the work being performed,

and this often results in more practical and prompt decisions
GROUPS AND TEAMS
 GROUPS
Two or more interacting and interdependent
individuals who come together to achieve
specific goals.

Formal groups
Work groups defined by the
organization’s structure that have
designated work assignments and tasks

Informal groups
Groups that are independently formed
to meet the social needs of their
members
 TEAMS
A small number of people who are committed to a common goal,
objectives, and approach to this goal that they are mutually
accountable to reaching
Advantages of Using Teams
Teams outperform individuals.
Teams provide a way to better use employee talents.
Teams are more flexible and responsive.
Teams can be quickly assembled, deployed,
refocused, and disbanded.
GROUPS VS TEAMS