AMT20404

HUMAN RESOURCES &

PROFESSIONAL ETHICS
By TS. DR. NURFADZILLAH ISHAK
 MAIN TOPIC SYLLABUS
TOPIC TOPIC TOPIC TOPIC TOPIC
1 2 3 4 5

DIVERSITY AND COMPANY HR PLAN: HR PLAN:

HUMAN
MULTICULTURALISM STRATEGIC PLANS: RECRUITMENT SELECTION
RESOURCES
CONCEPT HRM STRATEGIC
MANAGEMENT
PLAN
THEORIES

TOPIC TOPIC TOPIC TOPIC TOPIC

6 7 8 9 10
HR PLAN: INTERNATIONAL
HR PLAN: HR PLAN: ETHICS AND
MANAGING HUMAN
COMPENSATION TRAINING AND PROFESSIONALISM
EMPLOYEE RESOURCES
AND BENEFITS DEVELOPMENT
PERFORMANCE MANAGEMENT
AND ASSESSMENT

Ts. Dr. Nurfadzillah Ishak’s notes

 AMT20404

HUMAN RESOURCES
MANAGEMENT THEORIES
By Ts DR NURFADZILLAH ISHAK

Ts. Dr. Nurfadzillah Ishak’s notes

 Organizational Management
• Management philosophies and organization forms change over time to meet new needs.
• Some ideas and practices from the past are still relevant and applicable to management
today.

VS

ORGANIZATIONAL
 Exist to achieve objectives/results
 Key resource to the organizations
are money, people, technology and
equipment
 Comprise of systems and sub-systems
 Significance of the human resource
MANAGEMENT
 Exists in organizations
 Drives the organization to achieve its
objectives
 Comprise of teams and leaders
 Takes place at different levels within
the organization

Ts. Dr. Nurfadzillah Ishak’s notes

Factors Influencing Organizational Management

Economic Forces Political Forces Social Forces

Forces that affect the Influence of political Values, needs, and
availability, production, and legal institutions standards of
& distribution of a on people & behavior
society’s resources organizations
among competing users

Ts. Dr. Nurfadzillah Ishak’s notes

Evolution of Organizational Management Thought

CLASSICAL BEHAVIORAL MODERN

MANAGEMENT MANAGEMENT MANAGEMENT

Ts. Dr. Nurfadzillah Ishak’s notes

CLASSICAL MANAGEMENT
Rational, scientific approach to management – make
organizations efficient operating machines.

SCIENTIFIC
BUREAUCRACY
MANAGEMENT
THEORY
THEORY
1 by Waber 3
by Taylor

ADMINISTRATIVE
THEORY
by Fayol 2

Ts. Dr. Nurfadzillah Ishak’s notes

Scientific Management Theory
Definition:
A theory of management that analysed and workflows, with the objective of improving
labour productivity.

Contribution:
Taylor suggested the experiments that he called time studies (or known as time and motion
studies) to determine in scientifically the optimal way to perform a job. He use stop watches
to measure the worker efficiency and come out with new approach:
1. Developed standard method for performing each job
2. Selected workers with appropriate abilities for each job
3. Trained workers in standard method
4. Supported workers by planning their work and eliminating interruptions.
5. Provided wage incentives to worker for increased output.
Four(4) principles:
1. Develop for every job a “science” that includes rules of motion, standardized work
implements, and proper working conditions.
2. Carefully select workers with the right abilities for the job.
3. Carefully train workers to do the job and give them the proper incentives to cooperate
with the job “science.”
4. Support workers by carefully planning their work and by smoothing the way as they go
about their jobs
Criticism:
1. Did not appreciate social context of work and higher needs of workers.
2. Tended to regard workers as uninformed and ignored their ideas
Ts. Dr. Nurfadzillah Ishak’s notes
Administrative Theory
Definition:
Organization is better rather than the individual.

Contribution:
First one to analyse the functions of management:
1. Delineated the management functions of planning, organizing,
commanding, coordinating, and controlling.
2. Activities of an industrial enterprise can be grouped in to six
(6) categories: technical, commercial, financial, security,
accounting and managerial.
3. A clear distinction technical and managerial skills.
4. Identified functions constituting the management process.
5. Developed principles of management.

Ts. Dr. Nurfadzillah Ishak’s notes

 Fayol’s 14 Principles
Unity of Direction Remuneration of personnel
1 Division of labor
Allows for job specialization 6 One plan of action to guide the 11 The payment system contributes to
success
organization

Authority and responsibility

2 Formal and informal authority need to
7
Unity of command Stability of Tenure
be included in resulting special Employees should have only one boss 12 Long-term employment is important
expertise

Discipline Order
8 General interest over
3
Each employee is put where they have
13
Obedient, applied, respectful
employees needed.
the most value individual interest
The organizational takes precedence
over the individual
Line of authority Initiative
4 A clear chain from top to bottom of 9 Encourage innovation Union is strength (esprit de corps)
14
the firm.
Harmony and mutual understanding
among the members of an
Centralization Equity
10
organization
5 The degree to which authority rests at
very top
Treat all employees fairly in justice
and respect.

Ts. Dr. Nurfadzillah Ishak’s notes

Bureaucracy Theory
Definition:
An ideal, intentionally rational, and very efficient form of organization. Based on principles of
logic, order, and legitimate authority.

Contribution:
He has characterized the meaning of bureaucracy:
1. Division of labor
2. Management and ownership is separate
3. Decisions recorded in writing
4. Selection based on technical qualification
5. Position organized in hierarchy
6. Managers subject to rules and procedures

The outcome of bureaucracy approach:

1. Provides a starting point for modified structures
2. Described organizations as social systems that interact and are dependent upon their
environments
3. Employee selection and advancement is based on competence and technical qualification

Ts. Dr. Nurfadzillah Ishak’s notes

 ASYNC CLASS
ACTIVITY

CALL TO ACTION:
However, today the term of
BUREAUCRACY is taken on
the negative meaning.

Share your view in PADLET!

Ts. Dr. Nurfadzillah Ishak’s notes

BEHAVIORAL MANAGEMENT
The attention to the human factors (humanistic) was the salient
aspect of this thought as a precursor to the development of
behavioural sciences.

ORGANIZATIONS AS THEORY OF HUMAN NEEDS

COMMUNITIES By Abraham Maslow
By Mary Parker Follett 1 3

HAWTHORNE STUDIES THEORY X AND

By Elton Mayo THEORY Y
2 By Douglas McGregor 4

Ts. Dr. Nurfadzillah Ishak’s notes

Organizations As Communities
Definition:
Management as the art of getting things done through people.

Contribution:
She was promoted better human relations in the industry. Groups and human cooperation:
1. Groups allow individuals to combine their talents for a greater good
2. Organizations are cooperating “communities” of managers and workers
3. Manager’s job is to help people cooperate and achieve an integration of interests

Making every employee an • precursor of employee ownership, profit

owner creates a sense of sharing, and gain-sharing
collective responsibility

Business problems involve a

variety of inter-related • precursor of systems thinking
factors

Private profits relative to • precursor of managerial ethics and social

public good responsibility

Ts. Dr. Nurfadzillah Ishak’s notes

 Hawthorne Studies
Definition:
The Hawthorne studies were conducted in order to find out the role of human
resource in increasing the production of an organization.

Contribution:
The Hawthorne studies included the following experiments: Illumination
Experiment, Relay Assembly Test Experiments, Relay Assembly Room #2, Mica
Splitting Test Group, Plant Interview Group, Bank Wiring Observation Group.
The outcome from he’s experiments:
1. A remarkable impact on management in organizations and how workers
react to various situations
2. Helped to initiate a whole new approach to human behaviour studies
3. “The organization of teamwork-that is, of sustained cooperation leads to
success”.
ELTON MAYO 4. Social and human concerns are keys to productivity

Ts. Dr. Nurfadzillah Ishak’s notes

Theory Of Human Needs
Definition:
A need is a physiological or psychological deficiency a person feels
compelled to satisfy.

History:
He was best known for creating Maslow's hierarchy of needs, a
theory of psychological health predicated on fulfilling natural
human needs in priority, culminating in self-actualization. Come out
with pyramid hierarchy of needs to explain why people are driven
by particular needs at particular times.
He discovered that human needs are arranged in a hierarchy from
most to least processing. Human will try to satisfy their most
important needs first. When a person succeeds in satisfying an
important need, he/she will then try to satisfy the next important
need.

Ts. Dr. Nurfadzillah Ishak’s notes

 Maslow’s hierarchy of needs

Self- Highest level: need for self-fulfillment; to grow and use abilities to
fullest and most creative extent
actualization
Need for esteem in eyes of others, respect, prestige, recognition,
Based on needs
satisfaction
Esteem Needs self-esteem, personal sense of competence, mastery

Need for love, affection, sense of belongingness in one’s

Belongingness Needs relationship wit other people.
Need for security, protection and stability in the events of
Safety Needs day-to-day life

Most basic of all human needs: need for biological

Physiological Needs maintenance, food, water and physical well-being

Ts. Dr. Nurfadzillah Ishak’s notes

 Theory X and Theory Y
Definition:
The theory describe two contrasting models of workforce motivation based on the
perceptions manager old on their employees attitudes not attributes.

Contribution:
This theory based upon Maslow’s Hierarchy of Needs, where he grouped the
hierarchy into lower-order needs (Theory X) and higher-order needs (Theory Y). He
suggested that management could use either set of needs to motivate employees,
but better results would be gained by use of Theory Y rather than Theory X.

Self-
actualization Higher-order needs (Theory Y)
Esteem Needs

DOUGLAS MCGREGOR Belongingness Needs

Lower-order needs (Theory X)
Safety Needs
Ts. Dr. Nurfadzillah Ishak’s notes
Physiological Needs
Theory X assumes that employees are naturally
unmotivated and dislike working, and tis
encourages an authoritarian style of management.
This style of management assumes that workers
1 Dislike working
Theory Y assumes that employees are happy to
work, are self-motivated and creative, and enjoy
working with greater responsibility. This style of
management assumes that workers
1 Willing to work

2 Avoid responsibility and

2 Willing to accept responsibility
need to be directed

3 Have to be controlled, forced and threatened to

3 Imaginative and creative
deliver what’s needed.

4 Need to be supervised at every step, with

4 Capable of self-direction
controls put in place

5 Need to be enticed to produce results; 5 Capable of self control

otherwise they have no ambition or lack of
motivation to work
Implications of Theory X and Theory Y:
• Managers create self-fulfilling prophecies
• Theory X managers create situations where workers
become dependent and reluctant
• Theory Y managers create situations where workers
respond with initiative and high performance
• Central to notions of empowerment and self-management
Ts. Dr. Nurfadzillah Ishak’s notes
MODERN MANAGEMENT
Human Resource Management is a strategic approach to the
employment, development and wellbeing of the people working in an
organization. Human resources management involves all management
decisions and actions that affect the relationship between the
organization and its employees – in other words, its human resources.

Ts. Dr. Nurfadzillah Ishak’s notes

The major roles of HRM

Ts. Dr. Nurfadzillah Ishak’s notes

HRM mission

Ts. Dr. Nurfadzillah Ishak’s notes

HRM Vision

Ts. Dr. Nurfadzillah Ishak’s notes

CLASS ACTIVITY

CALL TO ACTION:
What are the professional
and personal skills needed
to be successful in HRM?

Share your input!

https://www.mentimeter.com/s/e54b7f566e2f92a59d93768c57d2a857/ca555f3e88de

Ts. Dr. Nurfadzillah Ishak’s notes

HRM Trends

Ts. Dr. Nurfadzillah Ishak’s notes

Impact of Digital on HRM processes

Ts. Dr. Nurfadzillah Ishak’s notes

HRM Challenges

Ts. Dr. Nurfadzillah Ishak’s notes

THE ONLY
PERSON WHO IS
EDUCATED IS
THE ONE WHO
HAS LEARNED
HOW TO LEARN
AND CHANGE.