Basics of human resources management

1. Human Resources MANAGMENT
By: Mohamed Thabet

2. Why we are here ??

3. Expectations?

4. Day 1
• HRM introduction
• Pretest
• Recruitment
• Orientation
• Training and development

5. State one problem you think it
hinders the development of kasr al
Ainy ?

6. HRM
what does it means ???
Is to plan
for, attract, develop and
retain EFFECTIVE
workforce

7. Skill development
• Managerial skill and separate department

8. History

9. HR Managment
• Human variability and complexity
• Resources limited ,opportunity cost
• Management GET things done( achieve the
organizational aims using its resources )

10. HR model
organization
HR management: Is to plan for, attract, develop and retain EFFECTIVE
workforce
Hiring Dismissal
• orientation
• Training
• Developing
• Motivating
• prepare the suitable
environment

11. Do you find any relation between
the problems on the board and the
HR functions we just discussed??

12. Recruitment
Background
info. interviews
Performance
test
Is the process of locating and attracting QUALIFIED
applicants for jobs open in the organization.

13. Describe kasr al ainy recruiting
strategy

14. Planning the human resources needed
• Developing a systemic comprehensive strategy
for
I. Understand the current employee needs
II. Predicting future employee needs
– Trend analysis
Uses previous employment figures to predict future needs
– Ratio analysis
Ratio of causal factors to the number of employees required

15. Understanding current employee
needs
• To plan for the future you must understand
the present
Job analyses:
•Is to determine by
observation and
analysis the basic
elements of the job.
•Interviewing job
occupants
Job description:
It summarize what
the holder of the job
does and how and
why he or she does
it.
Job specification:
It describe the
minimum
qualification a
person must have to
perform the job
successfully.
Job description may also involve the job
title, the responsibilities, the working
conditions, place in the hierarchy of the
structure and the evaluation system

16. Job description
• Job title:
• Department:
• Position in hierarchy (Responsible
to, and Responsible for?):
• Purpose or objective of the job:
• Duties :
– Main
– Occasional
• Job conditions (payment, working
time, training offered ,
opportunity of promotion )
Job specification
•Educational
Qualifications
•Essential
•Desirable
•experience
•Skills
•Physical fitness
•Personal
characteristic
POSITION
DESCRIPTION
QUESTIONNAIRE

17. Lets work it out!!

18. Predicting future
employee needs
Assume that the
organization won’t
change much
Assume that the
organization will
change
Trend analysis Ratio analysis

19. Planning the work force NEEDS
1. The number of the staff required
Depend on many factors:
The demand for the firms product or surface
(level , pattern, competitors actions)
Productivity level of staff
Business objective (expansion or increased
quality level)
Predicting labour turnover and absenteeism
2. Level of skills needed (specialized or
multitask performer)

20. Expect a change in al kasr al ainy in
the coming 5 years and its effect
on the workforce needed

21. Source
Internal:
•Job posting
•Motivating  lower turn over
•Cheaper
•Fewer risk
•No fresh blood
•Gives a false impression about
the importance of seniority
•It create a vacancy some where
else.
•Qualification inventories for
the employees
•Personnel replacement charts
External:
•Attraction
•Realistic job preview
•Advertising
•Fresh points of view
•More expensive and time
consuming
•Higher risk
•Expected unemployment
rate
•Specific occupational
availability

22. What should we do to attract the
Best ??

23. Present
performance
Promotional
potential
Outstanding
satisfactory
Needs
improvement
Ready now
Needs further training
Questionable
Dean
Vice
Students affairs
Vice
Post graduate
studies
Vice
Environmental affairs
Personnel replacement charts

24. Job advertisement
• The type of the job
• Informative
• Persuasive (join the successful team, advertize
the firm “bashta3’al fe haded azz”)
• Appropriate media (a paper on the wall or a
phone call or meeting )

25. What changes would you suggest
to kasr al ainy recruitment plan??

26. selection
The best candidate
Employment
test
interviewing
Background
information

27. Background information
• Sources: CV, check list, motivational letter
, application form ……etc.
• 67% lying in USA
• Just to limit the candidates for interviewing

28. interviewing
unstructured
Asking probing
questions
No systemic scoring
procedure
structured
Situational: give
hypothetical situation
and compare the
answers to a prepared
answers with scoring
system
Behavioral: what
applicants actually done
in past

29. Employment test
Ability test Personality test Performance test others
Physical ,mental ,
clerical….etc
Measure
personality traits as
adjustment, energy
sociability,
independence need
for achievement
Participate in the
job activities for
few days while
being assessed by
evaluators
Lying test
Riding horses
N.B legal problems
in developed
countries

30. Describe kasr al ainy selection
process ? And what do you suggest
to improve it ??

31. Full or part time?—temporary or
permanent?, out sourcing?
The universal trend is going toward part timing,
temporary contracts, and outs sourcing.
Advantages:
To the firm:
•Flexible organizational size
•Kind of testing staff before full
contracts
To the worker:
•Ideal for certain type of workers
e.g. students, parents
•Allow the employee to combine
more than one job
Potential drawbacks
To the firm:
More staff to manage
Effective communication is harder
(large no. and cant make one meeting
for all employees)
Motivation level may be adversely
affected
To the worker:
Lower salary??
Less satisfaction of safety
needs, autonomy need, need to
belong
Inferior work conditions

32. Combination
Peripheral
Temporary
Half time
Core
Full time
Permanent staff

33. Orientation
• Helping newcomer fit smoothly into the job
and the organization
Time
J.S.

34. orientation
• Give the candidates the information they need
to perform.
• Formal e.g. collage
• Informal e.g. SSS system
• The information:
The organization
mission and
operation: what's
the organization is
about
Purpose +products or
services.
Job routine: whats
required for the
job, how the work
will be
evaluated,and who
are the immediate
coworkers and
The organization
work rules and
employee benefits:
Bylaws and rewarding
system.
} adv. Vs. dis.

35. Design an orientation for the new
house officers in your
department/hospital ?

36. Training and development
• In a study on 216 big firms employee
involvement (upgrading workers skills and
knowledge) was the best stratge offering the
highest return over down sizing and TQM
– Employee involvement 19.1 %
– Downsizing 15.4%
– TQM 15%

37. Training process
Assessment
Is training
needed?
Objectives
What should
the training
achieve?
Evaluation
Is training
working?
Implementation
How should
training be
effective?
Selection
Which
training
method?

38. Training
needs analysis
Performance
analysis
Task analysis
Assessing new
employees training
needs to Enable
them to do their
tasks
Assessing current
employees training needs to
help them in improving
their current performance
((performance appraisal ))

39. Training vs. development
Training:
for technical and
operational how to
better do their
current job
Development:
educating professionals
and managers in the
skills they need to do
their jobs in the future

40. Types of training cont.
• On the job training :take place in the work
setting while the employees perform job
related tasks, major techniques are:
– Coaching.
– Training position.
– Job rotation.
– Planned work activates.
• Off the job training: e.g. classroom
programs, videotapes, workbooks or playing

41. Evaluating the training
• kirkpatrick's learning and training evaluation
theory
• Jack Phillips' Five Level ROI Model
• Daniel Stufflebeam's CIPP Model (Context, Input, Process, Product)
• Robert Stake's Responsive Evaluation Model
• Robert Stake's Congruence-Contingency Model
• Kaufman's Five Levels of Evaluation
• CIRO (Context, Input, Reaction, Outcome)
• PERT (Program Evaluation and Review Technique)
• Alkins' UCLA Model
• Michael Scriven's Goal-Free Evaluation Approach
• Provus's Discrepancy Model
• Eisner's Connoisseurship Evaluation Models
• Illuminative Evaluation Model
• Portraiture Model

42. le
v
el
evaluation
type (what
is
measured)
evaluation
description and
characteristics
examples of evaluation
tools and methods
relevance and practicability
1 Reaction Reaction evaluation is
how the delegates felt
about the training or
learning experience.
'Happy sheets', feedback
forms.
Verbal reaction, post-
training Survey or
questionnaires.
Quick and
easy
Not expensive
to gather or to analyse.
2 Learning Learning evaluation is
the measurement of
the increase in
knowledge - before
and after.
Pre and post test . simple to set up; clear-cut for
quantifiable skills.
Less easy for complex learning.
3 Behavior Behavior evaluation is
the extent of applied
learning back on the
job - implementation.
Observation and interview
over time are required to
assess change, relevance of
change, and sustainability of
change.
Measurement of behavior
change typically requires
cooperation and skill of line-
managers.
4 results Results evaluation is
the effect on the
business or
Indicators measuring the
organizational performance.
Individually not difficult; unlike
whole organization.

43. Reaction
• Did the trainees like and enjoy the training?
• Did they consider the training relevant?
• Was it a good use of their time?
• Did they like the venue, the style, timing, domestics,
etc?
• Level of participation.
• Ease and comfort of experience.
• Level of effort required to make the most of the
learning.
• Perceived practicability and potential for applying the
learning.

44. Learning
• Did the trainees learn what was intended to
be taught?
• Did the trainee experience what was intended
for them to experience?
• What is the extent of advancement or change
in the trainees after the training, in the
direction or area that was intended?

45. Behavior
• Did the trainees put their learning into effect when
back on the job?
• Were the relevant skills and knowledge used
• Was there noticeable and measurable change in the
activity and performance of the trainees when back
in their roles?
• Was the change in behavior and new level of
knowledge sustained?
• Would the trainee be able to transfer their learning
to another person?
• Is the trainee aware of their change in behaviour,
knowledge, skill level?

46. Result
• Volumes, values, percentages, timescales,
return on investment, and other quantifiable
aspects of organisational performance, for
instance; numbers of complaints, staff
turnover, attrition, failures, wastage, non-
compliance, quality ratings, achievement of
standards and accreditations, growth,
retention, etc.

47. The assignments
1. Make job analysis for your own job in kasr al
ainy
2. Prepare a recruitment strategy for kasr al
ainy residents / administration (groups)

48. HOME

49. DAY 2

50. Day 2
• Organization definition and type
• Organization culture
• organization structure
• Authority, Responsibility, Delegation
• Centralization vs. decentralization

51. Organization
• Is a system of consciously coordinated
activates of two or more people to achieve a
certain goal.
• types:
Profit
making(business):
Here the main goal
of the organization
is to achieve profits
Mutual benefits
organization:
Are voluntary
collection of
members whose
purpose is to
advance members
interests
Non-profit making:
(not non money
making)
Managers called
administrators e.g.
hospitals and
collages
Could be either public
or private sector.

52. Organization culture
• Is a system of shared believes and values that
develop within the organization and guide the
behavior of its members.
• It’s the “social glue ” of the organization
• It’s the organizational personality.
• Its extremely important to develop, to
recognize and to consider during
hiring, motivation, and managing.

53. Levels of culture
I. Invisible (core culture):
This are the values, believes and assumptions
Which are widely shared but rarely discussed
Within the organization.
e.g. Islamic believes, Honesty, Equity, accepting
others, hardworking……(sss vs pdne)
Its source: the founder vision, assumptions and
the outlook the new employees.

54. The culture cont.
• The visible level: it’s the obvious culture
which is manifested by the company
slogan, manner of
dress, symbol, story, hero, activates, ceremoni
es (rites and rituals )

55. Organization chart
• Is a box and lines illustration showing the
formal lines of authority and the organization
official positions or divisions of labor.
• Chain of command
• Span of control
• Tall vs. flat organizations (the new trend
toward flattening)
• Line managers( ) vs. staff personnel (---)

56. Board of
directors
CEO
Executive
administrator
Quality control
HR
Legal staff
Executive
medical director
Head of surgery
department
Head of pediatric
department
Head of
obs&gyne
Strategic
planning advisor Legal counsel

57. Authority, Responsibility, Delegatio
n
AUTHORITY:
RIGHTS INHERINT
IN A MANGERIAL
POSATION TO
TAKE DESCIOSN
GIVE ORDERS
AND UTILIZE
RESOURCES (staff
managers)
RESBONSIBILITY:
obligation to perform
the tasks assigned to
you (staff and line
managers)
Delegation:
Is the process of
passing (sharing)
managerial authority
AND
RESPONSIBILITY to
managers and
employees lower in
the hierarchy.
it creates a second
line of managers an
ensures the
continuity of the
business.
Perfection trap: most managers are expected
to delegate as much of their work as possible
however, many mangers fall in this trap “you
are the only person who can do it” and fail to
realize that delegation is an important part of
their job

58. Centralization vs. decentralization
centralization
Important decisions are
made by higher level of
managers.
Advantages:
1. Little scope for
discussion.
2. Less conflicts
between employees.
3. Less confusion
between the clients.
4. Senior managers
take decisions for the
interest of the whole
organization not only
their department
5. Central managers
are experienced
decision makers
Decentralization: important
decisions are made by the
middle or supervision
managers.
N.B. all organizations keep
a certain level of authority
concentrated at the top of
the hierarchy
advantages:
1. Managers who take the
decision have local
knowledge
2. Develop 2nd line of
managers
3. +ve motivation
4. More flexible
5. Faster responses

59. Decentralization
• Increase the perceived fairness of the low
level employees with little effect on high level
employees
• Its always the best choice especially in routine
production jobs.

60. Types of organizational structure
I. Hierarchy
• Simple
Has authority centralized in one person ,a flat
hierarchy, few rules, and low work
specialization, this is usually found in early
stages of organizational development.
Owner or
founder
Administrative
assistant

61. Functional structure
• Here people with similar functional specialty
are grouped together e.g.
Hr, marketing, finance
President
Vice president
marketing
Vice president
finance
Vice president
HR

62. divisional
• People with diverse occupational specialty are
put together in formal groups by similar
products or services, or geographical pattern
e.g. Eop, ic , tlc
CEO
Eye on
patient
TLC
Infection
control

63. Hybrid structure
• An organization uses functional and divisional
stricture at different parts of the same
organization.
• For firms with rigid activities
CEO of General
Motors
President of
Cadillac
Vice president
of marketing
Vice president of
finance
Vice president of
HR
Vice president of
production
President of Buick
Vice president
of marketing
Vice president
of finance
Vice president
of HR
production
President of Chevrolet
Vice president
of marketing
Vice president
of finance
Vice president
of HR
production

64. II. matrix
CEO
marketing HR
Quality
control
Finance
.
Project
manager EOP
Project
manager IC
Project
manager TLC
Subordinate reporting to
both HR manager and
project manager

65. Hybrid hierarchy matrix
Less flexible More flexible
Less coordination More coordination
Less conflicts More conflicts( )
More customer confusion Less customer confusion

66. Factors influencing the choice of
the organizational structure
1. Environment of the organization ( lawrence &
lorsch model)
2. Technology of production (woodward’s
model)
3. Life span

67. Environment of the
organization(the present and the
desired)
Mechanistic
organization:
•Authority is centralized
•Tasks and rules are
clearly specified
•Employees are closely
supervised
•Work best when the
organization is in a stable
environment or in
lunching and crises
•E.g. MacDonald's
Vs.
Organic organization:
•Authority is decentralized
•Less rules and procedures
•Informal groups are
encouraged to cooperate in
rabid response to
unexpected tasks
•Loose structure
•Best in rabidly changing
markets and working
demands e.g. IT companies
and clothing companies

68. lawrence & lorsch model
• Lawrence and Lorsch develop an open systems
theory of how organizations and
organizational sub-units adapt to best meet
the demands of their immediate environment.
They used interview data from executives in
six chemical processing companies to support
the following propositions:

69. 1 .Organizations must balance differentiation
and integration to be successful. Those
companies who manage to achieve high sub-
unit differentiation and yet still maintain high
integration between sub-units seem to be
best equipped to adapt to environmental
changes.
2. Groups that are organized to perform simpler,
more certain tasks (e.g., production groups)
usually have more formal structure than
groups focusing on more uncertain tasks (e.g.,
research and development).

70. lawrence & lorsch model cont.
II. The size of the organization (the larger the
more the mechanistic)
Differentiation:
The tendency of the parts of the
organization to disperse and
fragment.
•It arise due to technical
specialization and divisions of
labor.
•E.g. Mitsubishi (cars, mobile
phones ……etc.)
Integration:
Tendency of parts of the organization to
draw together to achieve common goal
•Cross functional groups
•Proper communication network to
allow frequent communication and
coordination

71. III. Technology (woodward’s model)
III. Life cycle :
Small patch “Job
production”
•e.g. Handmade
products
•Informal and
flexible “organic”
Large batch “patch
production”:
e.g. Toyota, ready made
clothes (assembly )
Higher level of
specialization and more
bureaucratic
Continuous process”
mass production”
e.g. Pepsi
More organic than
mechanistic
birth stage
Non
bureaucratic
Youth stage
Pre-
bureaucratic
Middle life
Bureaucratic
Maturity
stage
Very
Bureaucratic 1
2
3
4

72. The new approach is to fit the jobs to the
people not the people to the jobs
Advantage
• Get the maximum from your work force
• Motivation (achievement, self-actualization,...)
Disadvantage
• Need extra HRM effort to avoid burning out
and conflicts and deal with them
• Constitute a problem upon replacement
((Enlargement and enrichment ))

74. Change in organizations
o “We are living in a changing word so we
either change or die”
o“”
o Change is like a dragon:
o Fight it you will lose
o Ignore it  it will eat you
o The only way to win is to RIDE IT.

75. Why and how??
o We either change in response to a PROBLEM
or an OPPORTUNITY
o Optimistic plan and realistic implantation

76. Types of change
Reactive change :
Making a change in
response to problems and
opportunities as they arise
.
•They respond to surprises
•Less time to obtain
accurate data
,analyze, plan and decide
•Low ability to prepare the
resources needed to the
change
•Series mistakes take
place
•Low quality change
Proactive change :
(planned change) making
careful thought out changes
in anticipation of possible or
expected problems or
opportunities
•They imagine different
scenarios and set a plan for
each.
• more time to obtain accurate
data ,analyze, plan and
decide
•high ability to prepare the
resources needed to the
change
•Series mistakes are avoided
•high quality change

77. Frequency of change
a b
Old British way:
a) Analyze and evaluate
b) improve
Keizen
The new japans way:
CONTINOUS IMPRVMENT

78. Forces for change
Organization
•Employee problems(e.g. goal gap or job
dissatisfaction)
•Managers behavior
Demographic
changes: new
Malaysians
and Yemen
Market changes:
Continuous market
research!!
Technological
advancement
Social and
political
pressures

79. Areas of change
I. Changing people (MOST Important )
Perception ,attitude, performance(motivation),
skills (training)…
II. Changing technology: any machine or
process that enable the organization to gain
a competitive advantage (1)
e.g. new device,
new website ,new registration system….
III. changing structure
IV. Change strategy

80. Wheel of Change
Pre-contemplation Maintenance
Contemplation
Decision/
Preparation Action
Relapse

81. Lewin’s change model integrated
with kotter’s eight steps for leading
organization change
I. Unfreezing : try to instill in employees the
motivation to change (the first 4 steps in
kotter’s)
1. Establish the sense of urgency : by showing a
compelling reason why change is needed and
enhance a general feeling of dissatisfaction with
the old way of doing things, creating +ve and –ve
motives for change is helpful in this stage.

82. Cont. change
2. Create the guiding coalition: group of
employees that spans the functions and the
levels of the organization with the authority
(informal) to lead the change.
3. Develop a vision and strategy for change
4. Communicate the change vision: create and
implement a communication strategy, it
could be formal, informal, ”let them ask what
I want” strategy…..etc.

83. II. Changing: in this stage the employees need
to be given the tools of change with going on
motivation.
• its helpful to provide benchmarking results,
role models, experts and training.
• Its advisable to convey the idea that change
is a continuous learning process and not a
single one time event.
• It include the 5
th
, 6
th
, 7
th
steps in kotter’s.

84. 5. Empower broad based action: identify the
target elements of change, eliminate barriers
to change
(human, technological, organizational, cultur
al and
sociological, psychological, educational, infor
mational, governmental……. )
6. Generate “short term wins”: it aids
motivation, managers should recognize and
reward those who contributed to this
wins.(most people are not patient)
7. Consolidate gains &produce more change:
use the short term wins as the fuel for long

85. III. Refreezing:
• it’s the 8th step of kotter’s “anchoring new
approaches into the culture”
• Here we need to make the new way normal
• It may take years for long term changes
• Highlight connections between new
behaviors and process and organizational
successes (if present).

86. Organization development
• It’s a set of techniques for implementing
planned change to make people and
organizations more effective, its bt into
practice by :
• Change agent: is a consultant with
background in behavior sciences who can be a
catalyst to help the organization to deal with
the old problems in a new way.
• Its used in every stage in the previously
discussed models.

87. What can OD be used for?
1. Managing conflicts
2. Revitalizing organization: opening
communication, fostering innovation, and
dealing with stress.
3. Adapting to mergers: either external or
internal, (not only merging assets and brand
names we also merge people, cultures, and
systems)

88. Characteristics of OD
1. It aims to fundamental changes: its not
concerned with minor changes it work on the
deep issues:
2. It’s a process oriented not content oriented:
its not important to understand all the
technical details of the conflict the OD
consultant focus on the process (e.g. to coach
the two parties to better communication,
deal with trust problems, career
development, decision making…..etc.)

89. 3. OD is value loaded: OD consultant prefer
cooperation over conflict, participative over
autocratic management, thus OD carries
certain values in humanistic psychology and
brought it to the organization

91. How OD works??
Diagnosis
What's the
problem?
Intervention
(treatment)
How shall we
do about it ?
Evaluation
Who well has
the
intervention
worked?
•Surveys
•Questioners
•Interviews
•Meetings
•Direct
observations
Objective
comparative
evaluation

92. intervention
• Survey feed back: communicate the results of
the survey with the employees
• Process consultation: the OD observe the
process and give the members involved the
consultancy and skills that allow the members
to solve the problem themselves.
• Team building
• Intergroup development : improve the existing
teams
• Techno structural activities: introducing
technology into the organization structure to
improve communication

93. How OD can be effective?
• A study made on 245 consultants found that:
• 5 factors that made programs work:
1. Readiness for change: there is areal need for
change and the organization is ready for this
2. Management support
3. Expectations and awareness: realistic
expectations should be settled and
awareness of different OD techniques is
important

94. 4. Access to organization recourses and
collaboration between the consultant and
the client
5. Multiple intervention

95. innovation
• Product innovation: its an innovatory change
In the product itself
• Process innovation: change in the way the
product is produced presented or
disseminated.
• Incremental innovation: improving the
existing
• Radical innovation: replacing the existing

96. Characters of innovation
1. Its uncertain business
2. People closest to the innovation know the
most about it while those who are far are not
3. Controversial: it needs resources for which
many partners are competing
4. Complex: cross the organizational boundries
–more than one deparment or faculty-

97. Developing an innovative
organization
1. The right organizational culture: how the
employees view innovations and
experimentation?? Is the culture goes toward
punching failure or celebrating failure.
2. Recourses : “do managers put money where
their mouths are” innovation is expensive,
but its profitable.
3. Rewards: is experimentation is reinforced in
a way that matters

98. How to be innovative manager?
1. Recognize problems and opportunities:
Either your or by opening channels of
communication between you and your staff
2. Communicate your vision, share your vision
with subordinates then higher managers “the
solution is a puzzle that every one of us has a
piece of it”, draw yor dream to allow othersto
see it (to overcome character #2)
3. Overcome resistance empower, motivate and
reward employees to achieve the goal

99. HOME

100. DAY 3

101. Motivation
• Motivation is an inner drive, impulse, or
intention that causes a person to act in a
certain way or to achieve a certain goal.
• Psychological process that arouse and direct
goal directed behavior.
• is the direction, level of effort and extent of
persistence evident in the behavior of the
employee.

102. Cont.
• It what makes you wake half an hour early to
ensure you got to work on time, and to
perform your best once there
• Motivation comes from inside, not outside.
You can’t motivate someone.
You draw on and provide direction for the
motivation that's already there.
• It’s the ability of the organization to attract
and retain workers who are devoted ,loyal and
happy to provide the organization with their
maximum productivity

103. Motivation ≠ performance
• Performance : evaluation of the quantity and
quality of the job done.
• Motivation is only one of the factors that
affect performance , other factors are:
– Ability
– Personality characteristics
– Task difficulty
– Resources available
– Working conditions
– Working attitude

104. Motivation in theory
• There is no one complete theory accepted by
everyone ,however there is different
approaches and prospective to understand
the process of motivation.
• 3 main prospective are ;

106. 3 main prospective are
Motivation
Need based
processReinforcement

107. Need based prospective
• F.taylor
• Elton Mayo
• MacGregor’s theory X/Theory Y
• Maslow’s hierarchy
• Hertzberg two factor theory
• McClelland’s acquired need theory

108. Model of motivation
motivation Behavior Rewards
Feedback
Un fulfilled
need

109. MacGregor’s theory X/Theory Y
Orientation toward
people
Assumptions
about people
Interest in working
Conditions under
which ppl will work
hard
distrusting
Basically lazy Need to achieve and
be responsible
Trusting , accepting,
promoting
Highlow
Work when
appropriately trained
and recognized (right
circumstances )
Work when pushed

111. Maslow’s

112. Hertzberg two factor theory

113. Maslow Vs. Hertzberg

114. McClelland’s acquired need theory
• The three needs achievement ,affiliation and
power are major motives determining people
behavior in the work place.
• Managers are encouraged to recognize the
three needs in themselves and in others and
to attempt to create work environment that
is responsive to them.
• Usually one of this three needs dominate

115. McClelland’s cont.
• Need for achievement “I need to excel at
tasks”
• Need for affiliation “I need closer
relationships”
• Need for power “I need to control others ”
– Negative kind: need for personal power
,expressed as the desire of dominating others and
manipulating them for the one’s own gratification.
– Positive kind: desire of institutional power, as
expressed in the need to solve problems that face
the organizational goals

116. Affiliationachievement
power
Balanced Control freak!!

117. Using the acquired needs theory
How to deal withHow to recognizeNeed
•Prefer doing the work that
offer feedback on
performance
•Challenging but
achievable goals
•Individual responsibility
for results
•They tend to advance in
technical fields requiring
creativity and individual
skills
•Happy of accomplishment
of a task being his own
reward
•Don’t mind or even prefer
working alone
•Willing to take moderate
risks
Achievement
Prefers work with
subordinates
Be publically recognized for
your accomplishments
Enjoy being in control of
people and events and
being recognized for this
responsibility
power
Not efficient manager
Better at sales, PR, HR
Seek social approval and
satisfy personal
relationship .
Affiliation

118. McClellandHerzbergmasslow
AchivmentMotivator factorsSelf actualization
powerEsteem
AffliationHygiene factorsBelongings
Safety
physiological

119. De-motivating
motivating
Both
motivating
and
Demotivating
Pay them fairly.
Treat them GREAT!

121. Process perspective
• Expectancy theory
• Equity theory
• Goal setting theory

122. Expectancy theory
How much do you want??and how likely are you
to get it??

123. Effort Performance Outcome
Expectancy:
Will I be able to
perform at the
desired level on a
task??
Instrumentality:
What outcome
would I receive if I
performed at this
level
Valence :
How much
do I want the
outcome

124. Using expectancy theory??
• What rewards do your employees value??
– Know your employees
– Cafeteria style benefit plans
• Are rewards linked to performance ?
X type of performance within Y period of time
will achieve Z kind of reward.
• Do your employees believe you will deliver the
right type of reward?? Credibility
• What is the performance level (objective ) you
desire?? Clear, achievable and challenging.

125. Equity theory
• Focuses on employees perception as to how
fairly they think they are being treated
compared to others.
My input their input
∞
My output their output

126. satisfied Satisfied
Their
output
Their
input
My
Output
My
input
Angry Guilty
Their
output
Their
input
My
Output
My
input

127. Response to perceived inequity
(under-rewarded)
• Reduce their inputs
• Change the output e.g. use the firm assets and
resources or theft.
• Distort the inequity they will exaggerate how
hard they work
• Change the object of comparison
• Leave the situation.
(((ALL ABOUT PERCEPTION!!!)))

128. Goal setting theory
• Employees can be motivated by setting goals
that are specific, challenging but achievable.
(challenging SMART)
• Make it their goal…….self objective
• Study made on 1975 showed that the
performance of workers (loggers) was
increased from 60 % to 94% just by setting
goals !!!
• MBO

129. • Stretch goals
– Vertical: sales target from 1000 to 3000
– Horizontal: advertisement only adv.+registration
• Feedback  as important as goal setting!!!

130. Reinforcement
Improve
employee
performance
Employee
performance
improved
Positive
reinforcement
(get raise or
promotion)
Negative
reinforcement
(avoid punishment)
Employee
performance
NOT improved
Extinction
(withhold employee
rewards)
Punishment
What the
manager
wants
What the
employee
did

131. Motivation in practice
• push or pull ???
• motivation by words or by actions ???
• Non- monetary motivation.
• Introvert Vs. extrovert
• Motivation by job design :
– Enhancing fit with the organization
– Fitting jobs to people
– Job characteristics model
– Appling Job characteristics model “motivating
potential score (MPS)”

132. Enhancing fit with the organization
Personal
skills & traits
Job
requirements

133. Fitting jobs to people
Job enlargement:
• Increase the
number of tasks in
a job to increase
variety and
motivation
• Horizontal loading.
• 1 boring job2
boring jobs!!!
Job enrichment:
• Adding responsibility
and other motivating
factors to the job
• Vertical loading.
• Allow employees to do
jobs that is usually
handled by their
supervisors

134. Job characteristics model
5 job attributes for better work outcome
Skill Varity
Task identity
Task significance
Autonomy
Feedback
Fell that they are
doing
meaningful work
Felling
responsible for
the outcome
Knowledge of
the actual results
of the work and
how they affect
others
High work
motivation
High
performance
High
satisfaction
Low
absenteeism
and turnover

135. Appling job characteristic model
• Diagnose the
working
environment to
see if there is a
problem
 Motivating
potential score
(MPS) from
diagnostic
survives
Determine
whether job
redesign is
appropriate
Low MPS
Decide what
job character
has a
problem
Consider
how to
redesign
the job
e.g.
Work team
finishing
the whole
product

136. Lets work it out!!

137. Non- monetary motivation `
• The value of being nice !!!
• Work life benefits  balance life and work 
help low performers to be high performers.
• The surroundings …..the better u live the
better u think
• skill building and educational opportunities
• Sabbaticals (month a year of paid time off)-
recharge their batteries and cement their
relation to the organization .

138. Discussion and assignments

139. HOME
Thank you

140. MacGregor’s theory X/Theory Y
• Theory x ('authoritarian management' style)
• The average person dislikes work and will
avoid it he/she can.
• Therefore most people must be forced with
the threat of punishment to work towards
organisational objectives.
• The average person prefers to be directed; to
avoid responsibility; is relatively unambitious,
and wants security above all else.

141. Theory y ('participative
management' style)
• Effort in work is as natural as work and play.
• People will apply self-control and self-
direction in the pursuit of organizational
objectives, without external control or the
threat of punishment.
• Commitment to objectives is a function of
rewards associated with their achievement.
• People usually accept and often seek
responsibility.

142. Theory Y cont.
• The capacity to use a high degree of
imagination, ingenuity and creativity in solving
organizational problems is widely, not
narrowly, distributed in the population.
• In industry the intellectual potential of the
average person is only partly utilized.