EMGT101 – LECTURE 7

PEOPLE MANAGEMENT
Last lecture, we learned about:

CONTROLLING

•What is CONTROLLING?
•The Control Process
•Types of Control
•What to Control?
 Learning Outcomes for this lecture:
People Management

•Nature of Personnel Management

•Roles of Personnel Manager
•Human Resource Information Systems
•Motivation
PEOPLE MANAGEMENT

― Personnel Management

― Human Resource Management

― Areas of Management that is concerned

with employees at work and their
relationships within the organization.
Nature of Personnel Management

1. Personnel management includes the function

of employment, development and
compensation

2. Personnel management is concerned with

promoting and stimulating competent work
force to make their fullest contribution to the
organization.

3. Personnel management exist to advice and

assist the line managers in personnel matters.
 Nature of Personnel Management

4. Personnel management lays emphasis on

action and rationale personnel policies.

5. Personnel management is based on human

orientation. It tries to help the workers to
develop their full potential within the
organization.
Nature of Personnel Management

6. Personnel management also motivates

the employees through it’s effective
incentive plans so that the employees
provide fullest co-operation.

7. Personnel management deals with human

resources of all level. It manages both
individual worker as well as the blue -
collar workers.
Managing expectation of Boss

Managing yourself

Managing subordinates

• lead, motivate, inspire, and encourage

them or sometimes you will have to hire,
fire, discipline or evaluate employees
 Role of Personnel Manager
1. Provides assistance to top management
2. Advices the Line Managers as a staff specialist
and assists the in dealing with various
personnel matters.
3. Acts as a counselor, who attend to problems
and grievances of employees and guides them
4. Acts as a mediator who make linkages
between management and workers.
5. Acts as a spokesman representing employees
from external programs committees appointed
by government, etc.
Determining Human
Resource Needs Human Resource
Planning

Recruiting
Attracting Qualified
Employees
Selection

Developing Qualified Training

Employees
Performance Appraisal

Keeping Qualified Compensation

Employees
Employee Separation

Adapted From Exhibit 11.1

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Human Resource Information Systems

Personal Data Promotion Data

HRIS Educational
Work History
Data

Company
Performance
Employment
Appraisal
History
 Direction

Initiation Persistence

Motivation is the set of forces that initiates, directs, and

makes people persist in their efforts to accomplish a goal.12
Basics of Motivation

Effort
Need
and
Satisfaction
Performance

Extrinsic
Motivating
and Intrinsic
People
Rewards
 Job performance
 how well someone performs the job
 Motivation
 effort put forth on the job
 Ability
 capability to do the job
 Situational Constraints
 external factors affecting performance

Job Performance = Motivation x Ability x Situational Constraints

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 Needs
 physical or psychological requirements
 must be met to ensure survival and well being
 Unmet needs motivate people
 Three approaches:
 Maslow’s Hierarchy of Needs
 Alderfer’s ERG Theory
 McClelland’s Learned Needs Theory

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 Maslow’s Alderfer’s McClelland’s
Hierarchy ERG Learned Needs

Higher- Self-Actualization Growth Power

Order Esteem Relatedness Achievement
Needs Belongingness Affiliation

Safety
Lower- Physiological Existence
Order
Needs

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Extrinsic Rewards
 tangible and visible to
others
 given contingent on
performance

Intrinsic Rewards
 natural rewards
 associated with
performing the task
for its own sake
 Extrinsic Rewards
motivate people to:

 Join the organization

 Regularly attend their
jobs
 Perform their jobs well
 Stay with the
organization
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 Intrinsic Rewards include:

 Sense of accomplishment
 Feeling of responsibility
 Chance to learn something new
 The fun that comes from
performing an interesting,
challenging, and engaging task

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  Good benefits
Extrinsic  Health insurance
 Job security
 Vacation time

 Interesting work
Intrinsic
 Learning new skills
 Independent work situations
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Motivating with the Basics

1. Ask people what their needs are

2. Satisfy lower-order needs first

3. Expect people’s needs to change

4. Satisfy higher order needs by looking for

ways to allow employees to experience
intrinsic rewards
 Motivating with
the Basics

Motivating with Motivating with

Expectancy Theory Equity Theory

Motivating with
Motivating with
Reinforcement
Goal-Setting Theory
Theory
COMMUNICATION

(continuation)
The Interpersonal Communication Process
Sender Receiver
Message Feedback to Sender Message
to be that was
Conveyed Understood

N N N N
Encode o o o o
Decode
Message i i i i
Message
s s s s
e e e e

Transmit Receive
Message Communication Channel Message
The Communication Process
Noise occurs if:

1. The sender is unsure what message to

communicate
2. The message is not clearly encoded
3. The wrong channel is chosen
4. The message is improperly decoded
5. The receiver lacks experience
or time
Kinds of Communication

Formal
Nonverbal
Communication
Communication
Channels

Informal
Coaching and
Communication
Counseling
Channels
Nonverbal Communication

 Any communication that

doesn’t involve words

 Kinesics
 movements of the body
and face
 Paralanguage
 the pitch, tone, rate,
volume, and speaking
pattern of a person’s
voice

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 Formal Communication Channels

 The system of official channels

 Downward communication
 top down
 Upward communication
 bottom up
 Horizontal
 within a level

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Improving Formal Communication

1. Decrease reliance on downward communication

2. Increase chances for upward communication
3. Encourage much greater use of horizontal
communication
4. Be aware of communication problems
Common Problems with Downward, Upward, and
Horizontal Communication
• Sending too many messages
• Issuing contradictory messages
Downward • Hurriedly communicating vague, unclear messages
• Issuing messages indicating management’s low regard for
lower-level workers

• Risk of telling upper management about problems

Upward • Managers acting angrily and defensively to problems
• Few opportunities for workers to contact upper levels of
management

• Management discouraging or punishing horizontal

communication
Horizontal • Managers and workers not given time or opportunity for
horizontal communication
• Not enough opportunities or channels for lower-level
workers to engage in horizontal communication

Adapted from Exhibit 15.5

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Informal Communication Channels

 Transmitting messages
outside the formal
communication channels

 The “Grapevine”

 Highly accurate
 information is timely
 senders seek feedback
 accuracy can be verified
 Managing Organizational Grapevines

 Don’t withhold information from it

 Don’t punish those who use it
 Embrace the grapevine and keep employees
informed
 Use it as a source of information
Coaching and Counseling

 Coaching
 communicating with someone for the direct purpose
of improving the person’s performance

 Counseling
 communicating with someone about non-job
related issues
 issues may be affecting a person’s performance

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 Training

Training Training Training

Needs Methods Evaluation

1. Training means providing opportunities for employees to

develop the job-specific skills, experience, and knowledge they
need to do their jobs or improve their performance.

2. Needs assessment is the process of identifying and prioritizing

the learning needs of employees.

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 Identify Listen to
Performance Customer
Deficiencies Complaints

Conducting
Needs
Assessments

Survey Test Employee

Employers Skills and
and Managers Knowledge
Employee Assistance Programs

Counseling

Financial
Child Care
Services

Employee
Assistance
Pet Care Programs Senior Care

Health Legal
Lifestyles Services

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How to Improve Communication

Choosing the Right Communication Medium

Being a good listener

Giving effective feedback

Improving cross-cultural communication

Choosing the Right Communication Medium

Communication Medium

The method used to deliver an oral or

written message.

• Oral communication

• Written communication
Listening

Hearing
Active
versus
Listening
Listening

Emphatic
Listening
 Becoming an Active Listener

1. Clarify responses
 ask questions to clear up ambiguities

2. Paraphrase responses
 restate the speaker’s comments
in your own words

3. Summarize responses
 review the speaker’s main points
3.2

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 Clarifying, Paraphrasing,
and Summarizing

Responses

Clarifying • Could you explain that again?

• I don’t understand what you mean
• I’m confused. Would you run through that again?
• I’m not sure how ….

Paraphrasing • What you’re really saying is ….

• If I understand you correctly ….
• So your perspective is that ….
• In other words ….
• Tell me if I’m wrong, but what you’re saying is ….

Summarizing • Let me summarize ….

• Okay, your main concerns are ….
3.2 • Thus far, you’ve discussed ….
• To recap what you’ve said ….
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 Becoming an Empathetic
Listener

 Show your desire to understand

 listen first
 talk about what’s important to the other
 Reflect feelings
3.2  focus on the emotional part of the message
 more than just restating words 44
Making Feedback Constructive
Give immediate feedback
don’t delay feedback
discuss performance while the memory is vivid

Make feedback specific

focus on definite behavior and time-frame
make sure behavior was controllable

Make feedback problem-oriented

focus on behavior not personality
Improving Cross-Cultural Communication

1. Familiarize yourself with a culture’s work norms

2. Know whether a culture is emotionally

affective or neutral

3. Understand terms and attitudes toward time

Managing Organization-Wide Communication

Improving
Transmission: Improving
Getting the Reception
Message Out
Improving Transmission

Getting the Message Out

email

online discussion forums

televised / videotaped
speeches and conferences

corporate talk shows

broadcast voice mail

 Improving Reception

 Company hotlines

 Survey feedback

 Informal meetings

 Surprise visits

 Blogs
ETHICS
Ethical and Unethical Workplace Behavior

Ethics

The set of moral principles or values

that defines right and wrong for a
person or group.

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Ethics and the Nature of Management Jobs

Unethical Managerial Behavior

Authority and Power

Handling Information

Influencing the Behavior of Others

Setting Goals
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Workplace Deviance

Workplace Deviance
Unethical behavior that violates organizational
norms about right and wrong

 Two dimensions
 Degree of deviance
 Target of deviant behavior
Types of Workplace Deviance

Organizational

Production Property
Deviance Deviance

Minor Serious

Political Personal
Deviance Aggression

Interpersonal
Production Deviance

 Leaving early
 Taking excessive breaks
 Intentionally working slow
 Wasting resources
Property Deviance

 Sabotaging
equipment
 Accepting
kickbacks
 Lying about
hours worked
 Stealing from
company
Political Deviance

 Showing favoritism
 Gossiping about
coworkers
 Blaming coworkers
 Competing non-
beneficially
Personal Aggression

 Sexual harassment
 Verbal abuse
 Stealing from coworkers
 Endangering coworkers
Practical Steps to
Ethical Decision Making

Establish a Code of Ethics

 Communicate code of ethics to both inside

and outside the company

 Develop ethical standards and procedures

specific to business
 Ethics Training

Ethics Training

 Develops employee awareness of ethics

 Achieves credibility with employees

 Teaches a practical model of ethical

decision making

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Ethical Climate

Establishing an Ethical Climate

Managers:

1. Act ethically
2. Are active in company ethics programs
3. Report potential ethics violations
4. Punish those who violate the code of
ethics
What Is Social Responsibility?

Social Responsibility

A business’s obligation to…

 pursue policies
 make decisions
 take actions that benefit society

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To Whom Are Organizations Socially
Responsible?

Shareholder
Maximize Profits
Model

Stakeholder Satisfy Interests

Model of Multiple Stakeholders

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Stakeholders
 Shareholder Model
Pros Cons

 Firm maximizes  Organizations cannot

shareholder wealth act effectively as moral
and satisfaction agents for shareholders

 The company stock  Time, money, and

increases in value attention diverted to
social causes undermine
market efficiency

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 Stakeholder Model
Primary Secondary
Stakeholders: Stakeholders:

Shareholders Media
Employees Special Interest Groups
Customers Trade Associations
Suppliers
Governments
Local Communities

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 Organization’s Social
Responsibilities
Serve a social role Discretionary

Abide by principles
of right and wrong Ethical ?

Obey laws and

regulations Legal

Be profitable Economic
$
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Announcements:
OCTOBER 14, 2016 (FRIDAY)
– QUIZ NO. 2
– Coverage: Letures 1 – 7
–Yellow paper only

OCTOBER 17, 2016 (MONDAY)

– PRELIMINARY COURSE ASSESSMENT
– Coverage: Letures 1 – 7
– Small blue book