The Role of Motivation in Human Resource Management

 

Motivation is the factors that are effects on people to initiate. Continue or terminate the certain activities. Motivation is one of the important tool in human resource management used in attracting and retaining top talent in the organization. Motivation directly impact on the organizational performance and well-motivated work force bring out their best for the organization. Therefor it is important to understand about the motivation and practice motivation methodologies in the organization.

What is motivation?

As mentioned in earlier motivation is the reason why you do something or desire to do something.

Maslow’s Need Hierarchy, Herzberg’s Motivation-Hygiene Theory, Mcgregor’s Theory X and Theory Y, Vroom’s Expectancy Theory, Urwick’s Theory Z, Argyris’s Theory and Porter and Lawler’s Expectancy Theory are some of the theories that explain the motivation.

 

1.      Maslow’s Need Hierarchy

Maslow’s theory is based on the human needs and he classified human needs in a hierarchical order from basic need to higher self-actualization needs. Once a given level of needs fulfilled it is no longer a motivation factor for the employee and next higher level need to be achieved.

Main Critic of the Maslow’s theory is that it cannot be apply all the time and all situations and there might not be a clear hierarchy of needs.

 

2.      Herzberg’s Motivation-Hygiene Theory

Herzberg identified factors effecting to job satisfaction as motivation factors and job dissatisfaction factor as hygienic factors. According to Herzberg, the opposite of satisfaction is not dissatisfaction. According to him Removal of hygienic factors does not make job satisfaction. Today's motivators, according to Herzberg, are tomorrow's hygiene since they stop affecting people's behavior once they have them. As a result, one's hygiene may serve as a motivator for another.

Main critic of the Herzberg motivation-hygiene Theory is it explains about the job satisfaction and not about the motivation.

3.      Mcgregor’s Theory X and Theory Y

Douglas McGregor formulated two distinct views of human being based on participation of workers. The first basically negative, labeled Theory X, and the other basically positive, labeled Theory Y. Theory x says that people are not willing to take responsibilities and have to direct by others. People unconcerned about the demands and goals of the organization.

Theory Y says that people willing to take responsibilities and want their organization to be success.

Main Critic of McGregor’s theory X and Y is However, any people would fully belong to either theory X or theory Y. and he or she has characteristics of both.

4.      Vroom’s Expectancy Theory

Vroom’s motivation can also be expressed in the form of an equation as follows:

Motivation = Valence x Expectancy x Instrumentality

This theory says that people will motivate to the higher level when they believe that their relationship with effort they put in and achievements and the reward they received for their effort.

5.      Urwick’s Theory Z

According to the urwick people behave positively to achieve both organizational and individual goals. Urwicks theory base on following four hypothesizes.

1. Strong relation between employee and organization.

2. Employees involvement in organizational activities.

3. No formal organizational structure.

4. Human resource development.

Each individual should be aware of the organization's objectives and the amount of his or her contribute to archive these objectives through his or her efforts. Each individual should also be aware that the relationship between organizational goals will positively serve his or her needs.

 

6.      Argyris’s Theory

According to the argyris management practice the employees’ behavior and growth. The seven changes that take place in a person's personality make him or her mature. In other words, an individual's personality grows. To make individual mature, he proposes gradual shift from the existing pyramidal organization structure to humanistic system. And change from existing management system to the more flexible and participative management style.

Maturity will satisfy not only their physiological and safety needs, but also will motivate them to make ready to make more use of their full potential in achieving organizational goals.

7.      Porter and Lawler’s Expectancy Theory

 

The motivation does not affect the performance. It is intact, mediated by abilities and traits and by role perceptions. The Porter and Lawler model is a deviation from typical satisfaction and performance assessments. In practice, we discover that motivation is more of a complex phenomenon than a straightforward cause-and-effect relationship. This model challenges some of traditional assumptions made about the positive relationship between satisfaction and performance and a multi-variate model was presented to explain the complex relationship between satisfaction and performance.

Effects of motivation on employee’s performance.

Many studies shows the relationship between the motivation performances. Motivation is one of the key factor effecting the employee performance. Researches show that indeed there is a relation between motivation and performance (Deci & Gagne, 2005).Managers believe that motivation results in good performance as well as  motivation leads to satisfied employee who is loyal to the organization and retain in the organization for longer period of time.

The lack of performance results in underperformance of the employee and less productivity in the organization. As a result, HR managers emphasize the importance of employees being highly motivated to complete their tasks.

References

1. www.google.com

2. Motivation Theories: Top 8 Theories of Motivation – Explained

https://www.yourarticlelibrary.com/motivation/motivation-theories-top-8-theories-of-motivation-explained

Training and Development Burden or an Investment

 

Learning and development aims to improve or modify people's or groups' behavior by sharing knowledge and insights that help them do their jobs better or cultivating attitudes that help them perform better (Lievens, 2011).Training and development is one of the important function in the human resource development. Training refers to the set of activates to instruct and taught employee with the skill and knowledge related do their job right. These education activities help to improve the performance of the employees and teams in the organization.

Development refers to the set of activities that acquire skill and competency in doing the present job and also preparing for the future tasks as well.

 Training and development helps organizations to improve its performance and take the best from their employees. Training and development also serve as a motivation factor too.it will help to create loyal employee to the organization and retain the top talent in the organization.

 

Purpose of training and development

Organizations spend huge amount of money for training and development. Three main purposes of T & D, in view from the employee,

·         Improve the level of awareness of the employee

·         Increase the individual’s skill on one or more areas of expertise.

·         Increase the employee’s motivation to do the job.

Purpose of the training and development, view from employer

·         Increase the overall performance and productivity.

·         Reduction in poor quality and defects in products and services.

·         Reduce the wastage in production process.

·         Reduction in staff turnover.

·         Reduction in absenteeism.

·         Reduction in customer complaints and customer turnover.

·         Increase employee loyalty.

·         Increase employee motivation.

·         Build a flexible, empowered and adaptable work force.

·         Enhance organizational image.

Process of training and development

Training and development is a continuous process and it’s consist with following steps

1.      Determine the training and development requirement of the individuals or team.

First we have to identify the required training areas in line with the organization objectives and future prospective.

2.      Established the specific targets to be achieved.

The goals and objective of the training should be established.

3.      Select a method of training.

Training method like Classroom Training, on the job training should be select according to the requirement.

 

4.      Conduct and implement the training program.

Have to execute the training program as planed in the previous steps.

5.      Evaluating the performance of the training.

Proper monitoring of the program. Evaluation can be perform through the feedback.

6.      Keep monitoring and evaluating the performances and again see if more training is required.

Based on the evaluating results we have to identify the training areas to be develop in the future and has make necessary changes in the program

Conclusion

We recognize that modern businesses must function in a dynamic, uncertain, complex, and ambiguous environment. In this context, it is critical that if a company invests in training, the skills and knowledge gained promote meaningful productivity, ensuring that the company maintains a competitive advantage in the global market.

References

1. Training and Development Meaning, Importance, Process & Example

Published by MBA Skool Team

https://www.mbaskool.com/business-concepts/human-resources-hr-terms/8685-training-and-development.html

2. What is the purpose of training and development?

https://www.futurelearn.com/info/courses/training-development-work/0/steps/88512

Nature and Scope of Human Resource Management

 

“HRM is management function concerned with hiring, motivating and maintaining people in an organization. It focuses on people in Organization” (Aswathappa, 2008)

History of human management goes back to centuries. Industrial revolution and globalization shape up the path of human resource management. Earlier human factor consider to be cost to an organization today it is consider to be human capital or the most valuable asset to the organization.

Nature and scope of Human Resource Management

Human resource management consists with following inter related activities which are used to manage to people in the organization in an effective manner to achieving its objectives.

Scope of Human Resource Management

1. Assessment of organization human resource

2. Job analysis and design

3. Recruitment and selection

4. Remuneration and benefits

5. Training and development

6. Employee’s growth prospective

7. Safe and healthy work environment

8. Industrial relations

 

1.      Assessment of organization human resource

It is the process of planning the HR requirement in the organization. Human resource planning is the process of identifies the present and future requirement of human resource to the organization to achieve its future objectives. Human resource planning is a key activity of HRM process. Human resource planning guarantees that employees and jobs are a fit while avoid labor shortages or surpluses. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization.

 2.      Job analysis and design

It is the process of describing the nature of the job. What is the role of job and what are the skills and qualifications needed to the job can be identified in this process. Job analysis speaks out the work duties, activities and responsibilities of the employee. This serves in laying the groundwork for identifying and selecting the best people for the firm. Job analysis should be performed with great care, keeping in view the company's financial budget.

3.      Recruitment and selection

Staffing or the selection is the process of selecting and recruitment of the peoples to the organization. Recruitment and selection function in HRM, ensures the selection and recruitment of the best candidates who meets the requirements of the job as well as the organization as determined by the job description.

4.      Remuneration and benefits

It’s the process of discussing the salary and other financial and non-financial benefits to the employee. All of these benefits contribute to a more productive work environment and help to retain the top talent in the organization.

 

5.      Training and development

Once we hire an employee it is important to give him the knowledge to do the job. Training and development provide him with the knowledge as well as the environment to grow and gain new skills. Training and development is a motivation factor for the employee as well.it will help to retain top talent in the organization. Training and development helps to higher productivity in the organization.

6.      Employee’s growth prospective

More growth opportunities to the employee creates a loyal employee to the organization. HR professionals who has all of the information regarding an employee's performance and is better to analyze his previous performance and discuss future growth chances with him.  Performance appraisal associated to incentives and increments encourages staff to achieve more and more goals.

 

7.      Safe and healthy work environment

Providing healthy and safe environment for the employee is a responsibility of the HR people in the organization. Healthy working conditions motivate people and will help to retention. In a secure environment, human resource managers should use a framework to manage any workplace issues. In the long run, this contribute to development of employee trust. Being able to hear their own voices brings a new degree of satisfaction to the employee.

 

8.      Industrial relations

It's the relationship with the trade unions of the employee. HRM's role in this function is to maintaining a positive connection with employee unions and negotiating with them on pay, service conditions, and resolving disputes and grievances in a timely manner to avoid industrial disruptions and strikes.

Conclusion

In a rapid changing dynamic business world human resource management plays a vital role. Clear understating in what is HRM and its functions help to gain competitive advantage over rivals and be competent enough to archive organizational objectives.

 

References

10 Important Scope of Human Resource Management

https://www.jigsawacademy.com/blogs/hr-analytics/scope-of-human-resource-management

Personal Management vs Human resources management

 

HRM is management function concerned with hiring, motivation and maintaining people in an organization. It focuses on people in organization (Aswathappa, 2008). History of managing people go back to centuries. Modern concept of managing people come up with the industrial revolution. Earlier back in Taylorism production efficiency is increase via evaluating the steps in the manufacturing process and dividing manufacturing process in to specialized tasks. After in the scientific management era improvement of economic efficiency based on the time and motion of the people. Fordism is the system of mass production which pioneered in the early 20^th century by the ford motor company.it is a system of mass production and consumption characteristics of high developed economies during the 1940s to 1960s. Above management theories mainly focus on the production process and production efficiency. None of the above theories consider about the human factor in the organizations.

After the World War II, world economy started to bloom and Labor welfare factories act and new labor laws were introduced at that time. After several studies like Hawthorne effects it is noted that the importance of the productivity and performance of the industries depend on the workers satisfaction. The role of “Personal Manager” emerge with the integration of the employee management work with employee welfare work. After years personal managers were criticized because of the lack of negotiation skills and poor labor relationship.

 In mid 1980s “Human resources Management” emerge with the concept of employees identify as an asset to an organization.it enrich with new roles and responsibilities. Human factor considered to be the most important resource of the organization.

PERSONAL MANAGEMENT

The term personnel management was used to refer to the set of activities concerning the workforce which included staffing, payroll, contractual obligations and other administrative tasks. Personnel management, rather than resource management, comprises a wide range of activities like recruiting, hiring, staffing, development and compensating, related to managing the workforce. Personal management is traditional and more administrative in the nature.

HUMAN RESOURCE MANAGEMENT

Human resources Management emerge with the concept of employees identify as an asset to an organization.it enrich with new roles and responsibilities. Human factor considered to be the most important resource of the organization. HRM activities are consist of planning, recruitment and selection, training and development, remuneration, welfare, safe and healthy work environment and industrial relations. These functions make sure the organization working in correct way to achieve its’ objectives. HRM comprises a comprehensive vision of how management would like the resources to contribute to the organization's performance beyond the administrative functions of personnel management.

DIFFERENCE BETWEEN HRM AND PERSONAL MANAGEMENT

DIAMENTION	PM	HRM
Focus on	Primarily on activities like employee hiring, remuneration, training and harmony.	Treat the manpower of the organization as a valuable asset and to be valued, sued and preserved.
Approach	Traditional	Modern
Identified manpower as	Production factor or as a machine	Identify as an asset to the organization
Type of functions	Routine functions, based on staffing	Strategic functions, beyond the staffing set of activities to achieve organizational objectives.
Guide to management actions	Based on rules and procedures	Based on business needs
Management role	Transactional role	Transformational role
Pay is based on	Job evaluation	Performance evaluation
Communication	Indirect communication	Direct communication
Labor management	Through the collective barraging	With the individual contracts.
Job design	Based on division of labor	Base on team work to archive specific job.

 

Conclusion

HRM implies a shift in focus and strategy, and is in line with the needs of the modern business, HRM focuses on resource planning, monitoring, and control, whereas Personnel Management was primarily concerned with mediating between management and personnel.

 References

1.      Difference between Personnel Management & HRM

MSG(MANAGEMENT STUDY GUIDE)

https://www.managementstudyguide.com/personnel-management-vs-hrm.htm

 

Winning the game of Talent Retention

 

What is employee retention?

Today human factor in the organization considered to be the most important factor of an organization. Earlier human factor consider to be cost to an organization today it is consider to be human capital or the most valuable asset to the organization. But today, for many reasons employees leave their organization. Employees leaving affects all the aspects of the organization, specially  to the productivity. Therefor employee retention is the process of human resources management professionals to make sure to retain their employees. Employee retention can be defined as the number of employees retained each year (Lee et al, 1994).

Why people leave?

Today retention become major challenge for HR people. Organizations spend huge amount of money for their employees for training and development, leaving such an employees is a big issue and replacing such employee is cost them too. Here are some reasons why people leave the organizations.

       I.            Strong economy

With the economic growth there are new business and new opportunities created in the business environment. There for employees have the opportunity to choose wherever they have the most suited place to work.     

       II.            Changing work force

Today younger people enter in to the labor market. They are always seeking for growth opportunities and their future success and carrier advancement. They bounce quickly due to minimum obligations hold them down. 

       III.            Technology

Technological advancement crates new businesses and also technology make it easy to find new job opportunities. Today Click of a button can find you jobs with your mobile or PC.

    IV.            Side income

Today people move away from traditional jobs and move towards the self-employment opportunities. With the aid of information technology they can start new business with a low cost and effort as well,

Cost and performance?

Leaving of talented people effects the performance of an organization. Retention of knowledge workers can become a source of competitive advantage for a company (Sigler, 1999). Replacing a worker means a cost to it. 

·         Employ retention help to improve the efficiency of the work force.  Experienced employees know about the process and the objectives of the organization and it improves the efficiency.

·         Employee retention save resources, Haring and replacing an old worker is a costly thing therefore retention save the time and the money in the organization.

·         Employee retention improves the customer experience. Experienced employees automatically transfer their experience to the customers which they serves.

·         Employee retention boost staff productivity and moral, when employees retain longer it will boost their moral and results in high productivity.

How to retain?

Number of researches identified the factors that are associated with employee retention. Employee commitment and retention are influenced by a number of factors rather than just a single issue.

 (Fitz-enz , 1990). Christeen (2014) identified eight retention factors: management, conducive environment, social support and development opportunities, autonomy, compensation, crafted workload, and work-life balance (Christeen, 2014)

Following are some of the factors effects the employee retention.

·         Development opportunities- Employee retention is determined by personal and professional progress, and promotion possibilities encourage employee commitment to stay (Horwitz et al, 2003)   development opportunities inspire employees and it will positively impact on them to stay.

·         Compensation - Pay for performance has been identified as a retention factor. (Rambur et al, 2005). Relation between pay and retention is strong and proven by many studies.

·         Work Life balance- The level of sacrifice an individual is willing to make in other areas of life determines the balance between personal and professional lives (Loan-Clarke, 2010). Work life balance determine the employees’ decision to stay in the organization. Flexible working conditions help to take care of both professional and personal life.

·         Management and leadership- To have a favorable impact on retention, the manager should be "a good boss (Kaye and Jordan-Evans, 2002). Studies shows that good leadership connect with the retention.

·         Work environment-favorable working conditions helps to retention.

·         Social support- satisfactory relationship between peer workers positively impact on retention.

·         Autonomy-autonomy of the job is a determinant factor of job satisfaction and retention.

·         Training and development- training and development help employees to enrich their carrier objectives, and it ties the relationship between employee and the organization which positively influvance retention.

Conclusions

Retention of talent employees in the organization is critical to organization to achieve its objectives. Leaving of talented people effects the performance of an organization. There are many reasons for employees to leave their job, and there are many factors to retention as well. Therefore

HR professionals in the organization have to take steps to make sure to retention of good talent.

References

Bodjrenou Kossivi, Ming Xu, Bomboma Kalgora, (2016) Study on Determining Factors of Employee Retention.

Open Journal of Social Sciences, 2016, 4, 261-268 Published Online May 2016 in SciRes. http://www.scirp.org/journal/jss http://dx.doi.org/10.4236/jss.2016.45029

Global Human Resource Management

 

One of the primary objectives of the HRM is to ensure the availability of competent and willing workforce in the organization. Globalization is the process of integrating countries, regions, organizations, business and people worldwide. Development of transportation industry and information, communication industries resulting the globalization. Globalization integrated the economies. Over the year HRM evolves and, with the globalization it created the environment that local oriented business go beyond boarders and operate in a global arena.

What is Global HRM?

Human resource management at a public or private company that operates in more than one country or continent is known as global human resource management.

All the activities involve in local HRM associated with the global HRM. But there are some different approaches as well.

Strategic role of HRM In such a situation, function is to ensure that HRM policies are aligned with and supportive of the company's strategy, structure, and controls. In the context of global HRM, the following become especially notable when we discuss structures and controls.

·         Decision making

There is some space for decentralized decision making while core competencies are centralized.

 

·         Co-ordination

High amount of coordination and control is required to work in a cross culture environment.

 

·         Integrating

Strong integrating mechanism need to cope with cross culture environment.

Objectives of Global HRM

Following aspects we can identified as objectives of global HRM

1.      Create a local touch while maintaining parent brand identity.

2.      Increasing managers' knowledge of cross-cultural sensitivity and hiring people from different parts of the world.

3.      Training on the host country's cultures and customs.

Global HRM and the Staffing Policy

When it comes to the staffing there is no different, but when it comes to recruiting for key managerial positions global HRM follows the following HRM policies.

1.      Ethnocentric- Key positions fill with the parent country employees.

2.      Polycentric- Subsidiaries manage by local employees while head quartz is manage by parent country employees.

3.      Geocentric – Most competent people hold the key positions despite their nationality. Geometric staffing policy seems best when it comes to the global HRM.

 

TOP Challenges for Global HRM

Managing global work force is a real challenge for HR Professionals here are some major challenges which effects the global HRM.

1.      Effective communication

Working with different languages and cultures is challenge and need to have an effective communication to meetup to the challenge,

2.      Managing talent diversity

When the presence of different cultures and talents it is obvious that manage them is a quit difficult task.

3.      Local legislations

HR professionals have to obey the local legislations and regulations and they have to keep looking for the changes as well.

4.      Talent gaps

It is difficult to attract hire and retain a talent which is expose to the global scale.

5.      Conflict of interests

Different markets have interest, its affects the commercial interest of the organization. 

 

Conclusions

 

Global HRM is important to the organization to survive and nature in the global environment. There are some specific challenges are effect to the global HRM. Success in global HRM makes the organization grow and succeed in the global arena.

 

References

1.      Global Human Resource Management - Meaning and Objectives

MSG (Management study Guide) https://www.managementstudyguide.com/

Challenges in Human Resource Management

 

“HRM is management function concerned with hiring, motivating and maintaining people in an organization. It focuses on people in Organization” (Aswathappa, 2008). Over the years changes in the business world shape up the path of the human resource management. Initially industrial revolution make way to understand the importance of the human factor in the organization. Globalization and rapid development in IT sector father strengthen the importance of the HRM function. Earlier human factor consider to be cost to an organization today it is consider to be human capital or the most valuable asset to the organization. Today greatest challenge for HR professionals is to attract, retain and nature the talented employees.

 Modern day challenges in Human Resources Management

Following factors can identified as challenge for HRM.

·         Globalization

Globalization is the process of integrating countries, regions, organizations, business and people worldwide. Development of transportation industry and information, communication industries resulting the globalization. Globalization integrated the economies. Cross border transactions and international businesses impact the human resource management. HR professionals have to cope with different languages. Cultures, legal systems, practices and management styles.

·         Work force diversity

Due to the expansion of businesses beyond the boarders’ different kind of employees with different ages, different cultures, different genders, different education back grounds and talents engaged in the organization. It is a quite a challenge for HR professionals to create a diversified and healthy environment with in the organization to retain the top quality talent in the organization.

·         Development of Information technology

In resent past Human resource management mostly influence by the changes in the informational technological industry. The implementation of the internet-based HRM with the IT advancements, commonly referred to as “e-HRM”, (Bondarouk and Ruel, 2009) e HRM will change the organizational structures and will transform the HRM activates with information technology to significant economic efficiency. HR peoples should acquire the necessary IT skills to meet up with this challenge.

·         Technological development

Advancement in technological sector add more technology in to the industries. It creates the environment that replacing the physical labor with knowledge works. It recessed the job opportunities of the physical labors and with the advance technology more skilled employees requite to work with new technology. HR people should adjust their work force to cope this.

·         Changes in economic, political and legal environment

With the changes in political regimes and legal frame work new regulations and lows are came in to the light. New labor lows and regulation implemented to safe guard the employees.  HR peoples should have to change their strategies and practices to adjust to the environment.

Inflation and cost of living impact on the employee’s life style and their living conditions. Therefor HR people should aware on this and have to make adjustment to the employee’s salary and remuneration benefits.

 

How to cope with challenge

To cope with above challenges we have to,

·         Train HR  people with cross culture training

·         Motivate people with financial and non-financial benefits

·         HR policies should change rapidly

·         Training HR people with the e_ HRM technology.

·         Shift the HR strategies to meet up with the political and economic environment.

Conclusions

Scope of the HRM changes with the time. Globalization and revolution in IT bring more challenges to the HRM industry. It is the responsibility of the HR professional to adjust their strategies to cope with the challenges and to make sure the availability of talent peoples in the organization.

References

 1.(Srivastava and Agarwal, 2012) The Emerging Challenges in HRM

INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 1, ISSUE 6, JULY 2012