Set 01

1. Analyze the challenges of HR issues in a modern business.

Management of human resources (HR) is an essential part of contemporary
enterprises. Because it is so important to attracting, developing, and maintaining
the talent that propels organizational performance, effective HR management is
crucial for corporate success. HR management can provide some difficulties,
though. With journal citations as proof, this article will explore the difficulties
presented by HR-related concerns in contemporary enterprises.

The management of employee engagement and motivation is one of the biggest

difficulties facing HR management in contemporary firms. Every firm needs
motivated personnel in order to succeed. Only 15% of workers globally,
according to a Gallup poll, are actively engaged in their jobs, which emphasizes
the severity of the issue (Clifton, 2022). The survey also concluded that the loss
of production caused by low employee engagement costs the world economy $7
trillion annually. Creating a work climate that encourages engagement and
motivation among workers is a challenge for HR managers. A healthy workplace
culture, effective communication, and recognition programs may all help you do
this (Harter, 2002).

The hiring and keeping of talent is a difficulty for HR management in

contemporary firms. To succeed in the extremely competitive corporate world of
today, top talent must be attracted and kept. Companies with highly gifted
workers do significantly better than their peers, according to a McKinsey analysis
(Press, 2023). The challenge for HR managers is to acquire top people through
practical recruitment tactics, such employer branding, and retain them through
attractive remuneration packages and possibilities for career advancement (Brian
Becker, 2009).

Another difficulty for HR management in contemporary firms is workforce

diversity. By bringing multiple viewpoints and ideas to the table, a diverse
 workforce may provide an organization a competitive advantage. However, HR
managers may find it difficult to manage diversity. They must establish an
inclusive workplace that welcomes workers from different racial and ethnic
origins (Cox, 1994). This may be accomplished by using diverse recruiting
methods, mentoring and coaching programs, and training programs (Kossek,
Lobel, & Brown, 2006).

Managing employee performance is a problem for HR managers. Because it

assists in bringing employee goals and corporate objectives into alignment,
performance management is essential for company success. Traditional
performance management methods, however, have come under fire for being
inefficient and too bureaucratic. HR managers must create flexible, employee-
centered, and connected to business results performance management systems.

For a firm to succeed, efficient HR management is crucial, but it is not without

difficulties. To achieve company success, HR managers must handle issues
including employee engagement and motivation, talent recruitment and retention,
workforce diversity, and performance management.

Set 02
2. Discuss the features of Theory X and Theory Y of Motivation.
In his book "The Human Side of Enterprise" (1960), Douglas McGregor outlined
two opposing theories about employee motivation. These theories are known as
Theory X and Theory Y. These theories put forth several presumptions on the
nature of work and of people, which have an impact on managerial decisions and
employee performance.

According to Theory X, incentives like as money or the prospect of punishment

are the main sources of motivation for workers, who also require continual
monitoring. This strategy is based on a pessimistic understanding of human
nature, according to which workers are reticent to do their jobs and need
 supervision from above. The goal of this strategy is efficiency, which is achieved
by stringent oversight, standardized processes, and centralized decision-making.
Contrarily, Theory Y makes the supposition that staff members are self-driven,
inventive, and prepared to accept accountability for their job. This strategy is
founded on the assumption that people are naturally inquisitive and interested in
what they do. This strategy is related to contemporary management techniques,
where the emphasis is on developing a welcoming workplace that promotes
participation, cooperation, and creativity.

The key features of Theory X and Theory Y are summarized in Table 1.

Figure 1 Features of theory X and theory Y of motivation

Researchers have delved deeply into the implications of Theory X and Theory Y on
worker performance and motivation. For instance, research by Lee, et al. (2022)
discovered that an employee's opinion of their manager's leadership style (Theory X vs.
Theory Y) had a substantial influence on their desire to leave their current position. In a
similar vein, Chua et al.'s study from 2022 discovered that employees were more
motivated and performed better on the job when they believed their workplace to be
helpful and participatory (Theory Y), as opposed to rigid and authoritarian (Theory X).
The two opposing theories of employee motivation, Theory X and Theory Y, have
important consequences for management strategies and employee results. Theory Y
places more emphasis on internal motivation and encouraging work settings whereas
Theory X places more emphasis on external control and rewards. Due to the fact that
they promote employee involvement, inventiveness, and dedication to corporate goals,
contemporary management techniques tend to embrace Theory Y.