HUMAN RESOURCES MANAGEMENT

Where are we now?

Where do we want to be?

How do we get there?

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“ The employees are the most
important resource in an organization. ”

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• Organizations are fundamentally groups
of people.
• The relationships among these people can
be structured in different ways.

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Work flow analysis:

which may ensure that each job in the

organization receives work as an input,
adds value to that work and then
passes it on to another worker.

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A task is a basic element of work that is a
logical and necessary step in performing a job duty.

A duty consists of one or more tasks that

constitute a significant activity performed in a job.

A responsibility is one or several duties that

identify and describe the major purpose or
reason for the job’s existence.

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There are two types of workers:

Core workers: an organization’s full-time employees.

Contingent workers: Workers hired to deal with temporary

increases in an organization’s workload or to do work that is
not part of its core set of capabilities.

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 Employees should
be viewed as
“resourceful humans”
rather than
“human resources”.
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 Training

The process of providing employees with

specific skills or helping them correct
deficiencies in their performance.

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Development.

An effort to provide employees with the

abilities the organization will need in the
future.

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CHALLENGES IN TRAINING

Is training the solution to the problem?

Are the goals of training clear and realistic?

Is training a good investment?

Will the training work?

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Managing the training process
Effective training can raise performance,
improve morale, and increase an
organization’s potential.
Poor, inappropriate, or inadequate training
can be a source of frustration for everyone
involved.

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HUMAN RESOURCES MANAGEMENT

What kind of people skills will be

needed to manage and sustain the
organization in the future to meet strategic
business objectives?

What human resources programmes

and initiatives will be needed to deal
effectively with the external pressures and
demands affecting the organisation?

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The structure, job roles and reporting lines of the organization
HR Planning Generation of strategic -Options - Choices
The beliefs, values, norms and style of the organization
The skill levels, staff, potential and Management capability
of the organization
Organization
Systems
Culture
People
HR Policies and objectives
HUMAN RESOURCES MANAGEMENT
The processes by which Things get done in the organization

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HUMAN RESOURCES MANAGEMENT
THE NEW MANDATE FOR HR
• Multiple - role Model for HR Management (David Ulrich)
FUTURE / STRATEGIC FOCUS
Management of Transformation and Change
Management of Strategic Human Resources
PROCESSES
PEOPLE
Management of Employee Contribution
Management of Firm Infrastructure
DAY-TO-DAY / OPERATIONAL FOCUS

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HUMAN RESOURCES MANAGEMENT

Work Flow Analysis.

The process of examining how work creates
or adds value to the ongoing processes in a business.

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What is motivation?

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What is motivation?

The amount of effort that an individual puts

into doing something.

It’s a basic psychological process which

explains why employees behave the way they do in the workplace.

In HR the term refers to a person’s desire to do the best possible job

or to exert the maximum effort to perform assigned tasks.

It is behavior directed toward a goal.

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Highly motivated employees are more likely to
produce a superior – quality product or service
than employees who lack motivation.

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The motivation factor:

Performance =Competences x Motivation

A high competence level can yield poor job performance if it is

combined with low motivation

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Competences = you can do it

Motivation = you want to do it

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Motivation is only one of several factors that influence performance.

Individual differences are an important input that influence

motivation and motivated behavior.

Finally, an organization’s culture significantly influences employee

motivation and behavior.

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Leadership Development

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When thinking about leadership within the content of a project team it
is helpful to examine the team’s for a leader. A team needs a leader to :

•Have a vision

•Inspire confidence among team members

•Encourage full participation by all team members

•Develop the individual members within the team

•Fight entropy to keep the team moving toward the achievement of its mission

•Make decisions when required

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Leadership Styles in Decision Making.

In making decisions within the context of a team, leaders often ask

themselves:

•When should I involve others?

•Who should be involved?

•How much should I involve them?

•Who should make the final decision?

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 Four Distinct Leadership Styles.

1. Directing: Telling a person what to do, how to do it and when to

get it done.

2. Coaching: Telling a person what to do, but also listening to him

or her, because this employee has some experience and
probably has some good ideas.

3. Supporting: Listening, facilitating and praising a competent

person who has confidence, does the work and makes decisions
while you look in.

4. Delegating: Telling a competent, confident person to run with the

ball, to take on a task and get it done on his or her own.

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Motivating creativity

•The leadership of creative people must be earned; it will not come just
because the manager has a grand title or status in the organizational
hierarchy.

•The leader must ensure the creators understand, and share his vision.

•The leader must be, and be seen to be, a perfectionist who cannot be
fobbed off with second-rate work.

•The leader must set though challenges but also be liberal with
ego-massage.

•The leader must provide constant encouragement, and various ways of

doing so are listed.

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…Motivating creativity

•When the leader needs to reject work this must be done clearly
and positively, not weakly with dissembling euphemisms.

•Money is important, as always, but it does not motivate creators

to produce their best.

•Challenge and the potential for self-fulfillment are the motivators

which drive them hardest.

•Producing great creative work should be fun, playful fun, and the
good Supervisor must not expect, worse still try to insist upon,
the creators being deadly serious while they are working.

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Yes, No, or Maybe

•Some creators prefer to be left alone while they are creating, others seek
constant appraisal and encouragement.

•Neither approach is tight, or wrong; the manager must adapt his style to
the personality of the creator, though managers naturally tend to prefer
working with creators who keep them in touch with jobs as they are
progressing.

•Because creators view their output as part of themselves, they take

criticism particularly badly; and this is exacerbated by the subjective and
personal nature of most criticism.

•When criticizing, the manager should first search for good points buried
within the work, which it may be possible to develop or refashion to make
the work successful.

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Lateral thinking

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