LPM 302: HUMAN RESOURCE MANAGEMENT

TOPIC OUTLINE
EVOLUTION OF HRM - 1
EVOLUTION OF HRM - 2
 EVOLUTION OF HRM - 3
• Mechanistic period – This is the period from
the 1900’s – 1950’s
• Legalistic period – This is the 1960’s – 1970’s
• Organistic Period –This is the period of
organizational change associated with the
1980’s.
• Strategic period – 1990’s – This is a period of
more complicated organizations with complex
structures and networks.
ROLE OF THE HR FUNCTION
ANDTHE HR SPECIALIST
 Line and staff Functions
• Line Functions
These are functions that contribute directly to the
accomplishment of the basic objectives of the
firm.
• Staff functions
• functions that help the line to work most
effectively in accomplishing the primary
objectives of the organization. E.g. HRM,
research and development, purchasing and
supplies, public relations and finance.
 Line and Staff Funtions
• Importance of understanding line and staff
Authority
• Staff sell ideas, persuades, advocates, and
acts as change agents. e.g. auditors or
economists who advice the CEO
• Line managers make decisions, command and
issue instructions through the chain of
command.
Roles of the HRM function and HR professional
Line and Staff Functions
 THE MODELS OF HRM

• A model refers to a pictorial or graphic

representation of key concepts.
• Two of the most widely adopted models of
human resource management are the hard
and soft versions. These are based on
opposing views of human nature and
managerial control strategies.
HRM Model
HRM Model
HRM AND MANAGEMENT THEORY
SCIENTIFIC MANAGEMENT
Fredrick Taylor
Contribution of Scientific Management to HRM
Benefits of scientific management
Human relations school of thought
Human Relations Approach
The works of Elton Mayo (1880 – 1949)
Douglas McGregor (1967)
END
 THEORIES OF MOTIVATION

• Maslow’s Hierarchy of Needs (1943)

• Herzberg’s two-factor theory of motivation
• Equity Theory of Motivation
• Motivational strategies and challenges
 Maslow’s Hierarchy of Needs (1943)

• He proposed that:
• Behaviours of human beings are motivated by
needs.
• Individual needs can be classified into 5 broad
categories.
• These 5 categories operate in a hierarchical
manner, flowing from low order to high order
needs as shown below:
Application of Maslow’s Hierarchy of Needs Theory.

• Physiological needs :Wages, salaries

• Safety needs: Protective clothing, insurance
and medical cover, pension schemes, housing
and transport (in relation to safety), and job
security.
• Social needs: Promoting family feeling,
intimacy and closeness, use of first names, to
break formality and reduce social distance,
sharing facilities
Application of Maslow’s theory - 2
• Esteem needs:Supporting education,
delegation of responsibility, titles and other
status symbols.
• Self fulfillment needs: Need for realizing ones
potentialities, continued self-development,
feelings of accomplishment and attainment
and being creative in the broadest sense
possible. e.g. writing, inventions, occupying
important positions etc.
 HERZBERG’S TWO-FACTOR THEORY OF MOTIVATION

• Satisfaction-related factors
• Satisfiers
• Motivators
• Job content factors
• Intrinsic factors
 -2-
• Dissatisfaction related factors
Hygiene or maintenance
• Job Context factors
• Maintenance
• Extrinsic factors
Application of Herzberg’s two-factor theory- Job
enrichment and job enlargement

🞂 The concept of job enrichment has been found to

provide employees with an opportunity to:
🞂 Perform more challenging and meaningful work.
🞂 Utilize knowledge and skills more fully.
🞂 Assume more authority and responsibility for
planning, organizing, directing and controlling of
work.
🞂 Receive feedback on performance.
🞂 Grow and develop
 -2-
• Principles of Job Enrichment.
• Removing controls while retaining
accountability
• Giving a complete unit of work
• Giving more authority
• Giving regular feedback to employees
• Giving new, difficult and challenging tasks
 Limitations of Job Enrichment

• Are unable to tolerate responsibility.

• Dislike complex duties.
• Uncomfortable with group work.
• Dislike relearning new skills.
• Prefer security and stability.
• Uncomfortable with supervisory authority
• Skills are not adaptable.
• Prefer to quit their jobs.
 Problems with job enrichment

🞂 Supervisor’s roles may be reduced because of

shared responsibility
🞂 May increase pay dissatisfaction because of
increased responsibility.
🞂 Costs in terms of training and development, new
technology and more equipment e.g. computers
may increase.
🞂 Unions may oppose some job enrichment efforts
for fear of loss of employment or decreased
membership
🞂
 End
• Thank you