PERSONNEL

MANAGEMENT
LPU-B MLS 2
 TOPIC OUTLINE

1. Motivation
2. Motivational theories
3. Human resource management responsibilities:
a. Personnel selection
b. Professional growth and development
MOTIVATION
◦Motivation is the reason
people do the things they do

◦Types of motivational
theories:
1. Content
2. Process
Types of
motivational
theories:
1. Content
2. Process
CONTENT MOTIVATIONAL
THEORIES
◦ Theories that examine the
internal forces that drive
the individual toward
specific actions.
1. Maslow’s Hierarchy of
Needs
2. Alderfer’s ERG Needs
Theory
3. McClelland’s
Achievement
Motivation
Abraham Harold Maslow(1908-
1970)
◦ American psychologist who first
introduced his theory of
hierarchy of needs in 1943 in
the paper “A Theory of Human
Motivation”

◦ This hierarchy suggests that

people are motivated to fulfill
basic needs before moving on
to other more advanced needs
Hierarchy
of needs
(from
bottom to
top)
1. Physiological –
MOST
IMPORTANT
2. Safety
3. Love and
belongingness
4. Esteem
5. Self-
actualization
MASLOW’S HIERARCHY
OF NEEDS
Deficiency needs
◦ First 4 levels
◦ Arise due to deprivation
◦ Motivate people when they are
unmet

Growth needs
◦ Top level
◦ Stem from desire to grow as a
person
◦ Motivation becomes stronger
once these are met
Maslow’s Hierarchy of
Needs
◦Needs lower down in the
hierarchy must be
satisfied before
individuals can attend to
needs higher up

◦The MOST basic need is

for physical survival and
is the FIRST thing that
motivates behavior
MASLOW’S HIERARCHY OF NEEDS THEORY
Implications:
1. Managers should give the employees appropriate salaries for the
basic needs of life. Also included are breaks and eating
opportunities.
2. Managers should provide the employees job security, safe and
hygienic work environment and retirement benefits.
3. Managers should encourage teamwork and organize social events.
4. Managers should appreciate and reward employees on
accomplishing and achieving targets.
5. Managers should provide growth opportunities to employees.
Clayton Paul Alderfer (1940-
2015)
◦American psychologist who
further developed Maslow’s
hierarchy of needs into the
ERG theory in 1969
◦ERG stands for a 3 core
needs of humans: existence,
relatedness, growth

◦Allows order or needs to be

different for different people
ALDERFER’S ERG
NEEDS THEORY
Existence (E)
◦ Relates to physical and
psychological survival

Relatedness (R)
◦ A sense of community and
good relationship with
oneself
Growth (G)
◦ Relates to self-development,
fulfillment and sense of
achieving potential
Alderfer’s ERG Needs
Theory
◦Individuals can be
motivated by multiple
levels of need at the same
time
◦Individuals can work on
growth needs even if
existence or relatedness
needs remain unsatisfied.
E.g. starving artist
Alderfer’s ERG Needs
Theory
FRUSTRATION-
REGRESSION PRINCIPLE
◦Individual’s priorities and
motivations maybe fluid
(move back and forth)
◦If fulfillment of a higher-
level need is subdued,
there is an increase for
satisfying a lower-level
need
ALDERFER’S ERG THEORY OF MOTIVATION

Implications:
1. Managers must understand that employees are not
motivated by the same things.

2. Managers must understand that employees have various

needs that must be satisfied at the same time.
David McClelland (1917-1998)
◦American psychologist who
developed a theory of needs
or motivation in the 1960’s

◦This motivational theory

states that the needs for
achievement, power and
affiliation significantly
influence the behavior of an
individual
McClelland’s Human Motivation
Theory
◦Individuals are motivated to work hard
because of three reasons:
1. The need for achievement (job and
career success)
2. The need for power (control and
influence)
3. The need for affiliation (warm,
friendly relationships)
MCCLELLAND’S HUMAN MOTIVATION THEORY

Implications:
1. Managers must understand that employees are motivated
differently.
2. Managers should provide employees with high need for
achievement challenging projects with reachable goals.
3. Managers should provide a cooperative environment for
employees with high need for affiliation.
4. Managers should provide employees with high need for
power the opportunity to manage others.
PROCESS
MOTIVATIONAL
THEORIES
◦Motivational models that
attempt to analyze how
the person reacts to
external stimuli
1. Vroom’s Expectancy
Theory
2. Adam’s Equity Theory
3. Skinner’s
Reinforcement Theory
Victor Vroom (1932-present)
◦ Canadian psychologist who
created the Expectancy Theory
of Motivation in 1964

◦ Vroom stresses and focuses on

outcomes and not on needs

◦ It is about the associations

people make towards
expected outcomes and the
contribution they feel they can
make towards these outcomes
VROOM’S EXPECTANCY
THEORY
Valence / Reward
◦ The significance associated
with the outcome
Instrumentality /
Performance
◦ Affected by: rules, trust in
people who make decisions
who gets outcome,
transparency of process
Expectancy / Effort
◦ Affected by: resources,
skills, support
VROOM’S EXPECTANCY
THEORY
Valence
◦ E.g. Conserve resources
by paper recycling
Instrumentality
◦ E.g. The more paper
recycled, the fewer
resources will be used

Expectancy
◦ E.g. More effort put into
paper recycling
VROOM’S
EXPECTANCY
THEORY

◦Expectancy
theory
predicts that
employees
will be
motivated
if…
VROOM’S
EXPECTANCY
THEORY

◦Expectancy
theory
predicts that
employees
will be NOT
motivated
if…
VROOM’S EXPECTANCY THEORY

Implications:
1. Managers must understand that employees change their level of
effort according to the value they place on the outcome and on
their perception of the strength of the links between effort and
outcome.
2. Managers can correlate the outcomes to the performance levels.
3. The reward system must be fair and just in the organization.
4. The deserving employees must be rewarded for their
exceptional performance.
John Stacey Adams (1925-
present)
◦ American psychologist who
developed the Adam’s Equity
Theory in 1963
◦ It is about the balance between
the effort an employee puts
into work (input) and the result
they get in return (output)
◦ It also incorporates comparison
between an employee’s input-
output ratio with the ratio enjoyed
by other employees in the
similar situation
ADAM’S EQUITY
THEORY
Assumptions:
1. Employees expect a fair
return for what they
contribute to their jobs

2. Employees determine
equitable return after
comparing their inputs
and outputs with their co-
workers
ADAM’S EQUITY
THEORY
Assumptions:
3. Employees who perceive
themselves as being in
an inequitable situation
will seek to reduce the
inequity either by:
a. Distorting inputs and/or
outputs in their own
minds
b. Directly altering inputs
and/or outputs
c. Leave the organization
ADAM’S EQUITY THEORY
ADAM’S EQUITY THEORY
ADAM’S EQUITY THEORY

Implications:
1. Managers should understand that employees measure the totals
of their inputs and outputs.
2. If rewards are to motivate employees, they must be fair and
perceived as fair.
3. It is also necessary to take into account other employees with
whom the employee compares.
4. Staff perceptions of inputs and outcomes of themselves and
others maybe incorrect, and perceptions need to be managed
effectively.
Burrhus Frederic Skinner
(1904-1990)
◦American psychologist who
developed the Reinforcement
Theory in 1974

◦This theory of motivation

proposed that someone’s
behavior can be changed by
using reinforcement,
punishment and extinction.
BF SKINNER’S
REINFORCEMENT
THEORY
• AKA ‘Operant conditioning’
◦ “Employees tend to behave
according to the way they
are treated.”
◦ In principle it states that we
repeat performances for
which we are positively
rewarded or we avoid
actions that bring about
undesirable consequences.
BF SKINNER’S
REINFORCEMENT THEORY
POSITIVE REINFORCEMENT
◦ Increases behavior by presenting
desirable consequences (e,g, reward)

NEGATIVE REINFORCEMENT
◦ Increases behavior by removing
unpleasant consequences

PUNISHMENT
◦ Act of causing an unpleasant
consequence to a behavior

EXTINCTION
◦ Eliminating any reinforcement that is
maintaining a behavior
BF SKINNER’S REINFORCEMENT THEORY
BF SKINNER’S REINFORCEMENT THEORY

Implications:
1. Managers should choose the appropriate method of
motivation for their employees basing upon the prevailing
situation
2. Managers should give feedback to employees regarding
incorrect or poor job performance, as well as undesired
behavior.
3. Managers should inform the employees how they can
achieve positive reinforcement.
PERSONNEL SELECTION PROCESS
Major Human Resource
Management responsibilities
1. Attracting a quality workforce
◦ Human resource planning,
recruitment, and selection
2. Developing a quality workforce
◦ Employee orientation, training and
development, and career planning
and development
3. Maintaining a quality workforce
◦ Management of employee retention
and turnover, performance appraisal,
and compensation and benefits
PERSONNEL SELECTION
PROCESS
◦ AKA ‘ Hiring process’
◦ A major function of the human
resources department.
◦ Its responsibilities are
twofold:
1. to ensure that the
organization complies with the
local and state requirements
and regulations in hiring
personnel
2. to fulfill workforce needs by
recruiting qualified
candidates.
 PERSONNEL SELECTION PROCESS

Personnel Selection Process

1. Needs assessment
2. Recruitment
3. Selection
4. Employment
5. Orientation
6. Appraisal of job performance
7. Corrective action and discipline
8. Separation and termination
PERSONNEL SELECTION PROCESS
(1) NEEDS ASSESSMENT
◦The root of any employment
decision is a need.
◦The need arises as a result of:
1. Employee departure
2. Increase in workload
3. Change in the work process
that requires a person with
special skills
◦Need for job specifications and job
description
PERSONNEL SELECTION PROCESS
(2) RECRUITMENT
◦ Recruiting is the process of locating and
attracting qualified job applicants.
◦ It is a searching stage, designed to
build a pool of candidates from which to
select the person best suited to fill the
position.
◦ There are two sources of recruits:
1. those who are already known to the
managers either through personal
knowledge or because their
applications are on file
2. candidates solicited through an
internal or external solicited campaign.
PERSONNEL SELECTION PROCESS
(3) SELECTION
◦ it is choosing from a pool of applicants
the person or persons who offer
greatest performance potential.
◦ Selection Steps:
1. Completion of a formal application
form
2. Interviewing
3. Testing
4. Reference checks
5. Physical examination
6. Final analysis and decision to hire or
reject
 PERSONNEL SELECTION PROCESS

(3) SELECTION
How do organizations attract a QUALITY WORKFORCE?
1. STEP 1: application forms
2. STEP 2: interviews
3. STEP 3: employment tests
4. STEP 4: reference and background checks
5. STEP 5: physical examination
6. STEP 6: final decision to hire or reject
PERSONNEL SELECTION PROCESS

STEP 1: application forms

◦Declares individual to be a job
candidate.
◦Documents applicant’s
personal history and
qualifications.
◦Personal résumés may be
included.
◦Applicants lacking appropriate
credentials are rejected at this
step.
PERSONNEL SELECTION PROCESS

STEP 2: interviews
◦ Exchange of information between job
candidate and key members of the
organization.
◦ Guidelines for conducting
interviews:
1. Plan ahead.
2. Create a good interview climate.
3. Conduct a goal-oriented interview.
4. Avoid questions that may imply
discrimination.
5. Answer the questions asked of you …
and others that may not be asked.
6. Take notes.
PERSONNEL SELECTION PROCESS

STEP 3: employment tests

◦Used to further screen applicants
by gathering additional job-
relevant information.
◦Common types of employment
tests:
1. Intelligence
2. Aptitudes
3. Personality
4. Interests
PERSONNEL SELECTION PROCESS
STEP 3: employment tests
◦Assessment center
◦Evaluates a person’s potential
by observing his/her
performance in simulated work
situations.
◦Work sampling
◦Evaluates a person’s
performance on a set of tasks
that replicate those required in
the job under consideration.
PERSONNEL SELECTION PROCESS

STEP 4: reference &

background checks
◦Inquiries to previous employers,
academic advisors, coworkers
and/or acquaintances regarding:
1. Qualifications
2. Experience
3. Past work records
◦Provides information that cannot
be discovered elsewhere in
selection process
PERSONNEL SELECTION PROCESS

STEP 5: physical
examinations
◦Ensure applicant’s physical
capability to fulfill job
requirements.
◦Basis for enrolling applicant in
life, health, and disability
insurance programs.
◦Drug testing is done at this step.
PERSONNEL SELECTION PROCESS
STEP 6: final decision to
hire or reject
◦Best selection decisions will
involve extensive
consultation among multiple
parties.
◦Selection decision should
focus on all aspects of the
candidate’s capacity to
perform the designated job.
PERSONNEL SELECTION PROCESS
(5) ORIENTATION
◦ Orientation is the introduction of new
employees to the organization and
their duties.
◦ It is the beginning of the process of
professional development and
training.
◦ At this point, the rights, privileges,
responsibilities and expectations of
both parties should be clarified.
◦ A key objective of the orientation
program is to familiarize and socialize
the new employee into the institution:
assimilating the worker into the group.
PERSONNEL SELECTION PROCESS
(5) ORIENTATION
◦ There are four general methods for conducting the
orientation program:
1. Formal meetings and training sessions usually focusing on
broad institutional programs such as infection control,
standard precautions same as safety procedures.
2. Supervisor-directed sessions in which employee is led
through the process.
3. A checklist approach which gives primary responsibility to
new employees for completing the program by ensuring they
understand all the items listed on the sheet.
4. A buddy or sponsor system in which new workers are
paired with colleagues who assist them in adjusting to the new
environment.
PERSONNEL SELECTION PROCESS

(6) APPRAISAL OF JOB

PERFORMANCE
◦Performance standards and
objectives are set.

◦Performance results are

assessed regularly.

◦Actions are taken to improve

future performance potential.
PERSONNEL SELECTION PROCESS

(7) CORRECTIVE ACTION AND

EMPLOYEE DISCIPLINE
◦The key to an effective corrective
action and discipline program is
fairness- a thorough investigation
of the cause of the problem
(whether technical, work
environment, schedule disruptions
or personal) combined with a
helpful spirit of offering whatever
assistance and guidance may be
appropriate to the situation.
PERSONNEL SELECTION PROCESS
(7) CORRECTIVE ACTION AND
EMPLOYEE DISCIPLINE
1. Awareness- the employee should
be aware of the problem.
2. Troubleshooting- informally, the
supervisor talk with the employee
about the problem and attempts to
identify the cause and offer
assistance in correcting the action
3. Verbal warning
4. Written warning
5. Suspension
6. Dismissal
PERSONNEL SELECTION PROCESS
(8) SEPARATION AND
EMPLOYMENT TERMINATION
◦Exit interviews may be conducted
during the final week of
employment as a method of
identifying why personnel are
leaving an organization.
◦The information gained from these
interviews may be used in
assessing the over-all efficiency of
the organization’s human resource
management system.
 PROFESSIONAL GROWTH AND
DEVELOPMENT
Professional growth and development
◦ An essential ingredient of any business plan is a
talented and well-trained staff prepared and
ready to meet the challenges facing the
organization.
◦ Life-long learning is imbued in the laboratory
mentality and culture as demonstrated through its
emphasis on high-quality patient care, educational
and training institutions and accreditation same as
personnel certification agencies.
 PROFESSIONAL GROWTH AND
DEVELOPMENT

Professional growth and development

◦ Such professional growth programs
include:
1. Trainings
2. Seminars
3. Conference
4. Continuing professional education.