Summit Business - Reaching the Top
Chapter 6:
Fundamentals of Human Resources
Introduction
Human Resources Management (HRM) is the strategic approach to managing employees to enhance their performance and align their contributions with organizational goals. It involves several core functions aimed at fostering a productive, inclusive, and adaptive workforce.
Human Resources Management
Strategic Focus: HRM ensures alignment of employee goals with organizational objectives.
Core Functions:
Recruitment and Selection: Attracting and hiring top talent.
Training and Development: Building skills and capabilities.
Performance Management: Setting goals and providing feedback.
Compensation and Benefits: Offering competitive pay and perks. Employee Relations: Promoting a positive work environment.
Importance:
Enhances productivity and employee engagement.
Promotes diversity and inclusion.
Intrinsic vs. Extrinsic Motivation:
Motivation can be classified into intrinsic and extrinsic types, depending on whether it originates from internal or external factors. Intrinsic motivation is driven by personal satisfaction and passion for the activity, whereas extrinsic motivation is fueled by external rewards like recognition or financial incentives.
Key Points:
Intrinsic Motivation:
Comes from internal satisfaction or passion.
Examples: Enjoyment of learning, curiosity, personal growth.
Fosters creativity, sustained engagement, and long-term commitment.
Extrinsic Motivation:
Driven by external rewards or avoidance of negative consequences.
Examples: Earning bonuses, achieving promotions, avoiding penalties.
Effective for short-term performance and task completion.
Comparison:
Intrinsic is long-term and self-sustaining, while extrinsic often focuses on immediate goals.
Both play essential roles in driving behavior and achieving results. Balancing them can optimize performance and satisfaction.
This framework highlights how different motivational strategies can be leveraged in education, workplace, or personal growth contexts.
Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs is a motivational theory in psychology that explains how human needs influence behavior. It is depicted as a pyramid with five levels, where each level represents a different category of needs. Individuals must satisfy lower-level needs before they can address higher-level ones.
Levels of Maslow’s Hierarchy:
Physiological Needs:
These are the basic survival needs, such as food, water, shelter, and rest.
Example: Employees need fair wages to afford basic living expenses.
Safety Needs:
Focus on physical and psychological safety, including job security, health, and a safe working environment.
Example: Providing insurance, a safe workplace, and anti-harassment policies addresses this level.
Social Needs (Belongingness and Love):
Emphasize relationships, friendships, and a sense of belonging in a group or community.
Example: Team-building activities and supportive workplace culture fulfill this need.
Esteem Needs:
Include recognition, respect, and self-esteem, focusing on a sense of accomplishment and status.
Example: Promotions, awards, and acknowledgment of achievements cater to esteem needs.
Self-Actualization:
The highest level, where individuals strive to achieve their full potential, including personal growth, creativity, and fulfilling goals.
Example: Opportunities for professional development, pursuing passions, and innovation support self-actualization.
Application in HR Management:
Employee Well-Being: Understanding and addressing these needs helps create a motivated and satisfied workforce.
Workplace Design: Providing a hierarchy of benefits, from competitive salaries to growth opportunities, ensures all levels of needs are met.
Maslow’s theory underscores the importance of a holistic approach to motivation, showing that fulfilling both basic and advanced needs leads to higher productivity and job satisfaction.
Self-Actualization and Herzberg's Two-Factor Theory:
Need for Achievement (nAch):
Motivation: Desire to accomplish difficult tasks, set challenging goals, and achieve personal success.
Characteristics: Prefers challenging tasks, enjoys feedback, and works well alone or in small teams.
Workplace Application: Provide challenging goals and opportunities to demonstrate personal capability.
Need for Affiliation (nAff):
Motivation: Desire for close relationships, social approval, and teamwork.
Characteristics: Enjoys collaboration, sensitive to others’ feelings, and values harmony.
Workplace Application: Foster teamwork, cooperation, and positive relationships in the work environment.
Need for Power (nPow):
Motivation: Desire to influence, control, or lead others.
Characteristics: Seeks authority, enjoys directing others, and values recognition.
Workplace Application: Provide leadership roles and opportunities to influence decisions.
Recruitment and Selection:
Recruitment and selection are essential HR processes focused on attracting, assessing, and hiring the best candidates for an organization. The process consists of three main stages: Job Postings, Interviews, and Onboarding.
Job Postings:
Objective: To attract a pool of qualified candidates.
Process: Advertise vacancies through job boards, websites, and social media. Create clear job descriptions highlighting responsibilities, required skills, and company values.
Employer Branding: Showcase company culture and employee benefits to attract the right talent.
Interviews:
Objective: To assess candidates' skills, qualifications, and cultural fit.
Process: Evaluate technical competencies through interviews, behavioral questions, and competency assessments. Assess alignment with the company’s values and culture.
Types of Interviews: Vary from phone, video, in-person, or panel interviews based on the role.
Onboarding:
Objective: To help new hires integrate into the organization.
Process: Introduce new employees to company policies, values, and structure (orientation). Provide role-specific training and help employees build relationships within the team. åå
Training and Development:
Training and Development is essential in HR management to enhance employees' skills, knowledge, and capabilities, boosting performance and organizational success. It includes various programs tailored to employees at different career stages, aligning their growth with company goals.
Orientation Programs:
Objective: Help new employees understand the company culture, values, and policies.
Process: Introduce company culture, values, mission, policies, and workplace regulations.
Skill Development:
Objective: Enhance employees' technical, job-specific, and interpersonal skills.
Process: Offer workshops, courses, and certifications to improve communication, technical skills, and industry knowledge.
Leadership Training:
Objective: Prepare employees for leadership roles and succession planning.
Process: Develop key leadership competencies and identify high-potential employees for future leadership positions.
References:
Fundamentals of Human Resources (Munir Mohimen Abir)
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2024). Fundamentals of Human Resource Management (9th ed.). McGraw-Hill Education. https://www.mheducation.com/highered/product/Fundamentals-of-Human-Resource-Management-Noe?utm_
Ryan, R. M., & Deci, E. L. (2000). “Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions.” Contemporary Educational Psychology, 25(1), 54-67. https://www.scirp.org/reference/referencespapers?referenceid=1389593
McLeod, S. (2020). “Maslow’s Hierarchy of Needs.” Simply Psychology.
Herzberg, F. (1968). “One More Time: How Do You Motivate Employees?” Harvard Business Review, 46(1), 53-62. https://hbr.org/2003/01/one-more-time-how-do-you-motivate-employees
McClelland, D. C. (1961). The Achieving Society. Princeton, NJ: Van Nostrand.
Breaugh, J. A. (2008). “Employee Recruitment: Current Knowledge and Important Areas for Future Research.” Human Resource Management Review, 18(3), 103-118. https://www.sciencedirect.com/science/article/abs/pii/S1053482208000021
Aguinis, H., & Kraiger, K. (2009). “Benefits of Training and Development for Individuals and Teams, Organizations, and Society.” Annual Review of Psychology, 60, 451-474.
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