Lecture 9
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Human Resources Lecture 9 Joining the organisation Managing and motivating performance
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This lecture Describes the importance of planned induction to the performance and retention of employees; Discusses the induction process; Describes socialisation and makes comparisons with induction. Induction and socialisation Research show that the initial period of employment is a strong influence on how well new employees perform and fin it – to the extent that the process of induction (or orientation) and socialisation may be as important , possible more important than the processes of recruitment and selection.
Induction and socialisation compared - The induction period is relatively short, socialisation continues throughout an individual’s time in an organisation. Only a few existing members of the organisation are involved in the induction of a particular individual, whereas socialisation process affect all employees. Induction is usually a programme or even, socialisation is a process.
Induction is a programme for introducing a new employee to the organisation, the workplace and work group, and to the requirements of the job. Socialisation is a process by which the organisation or work group seeks to influence an individual to adopt its values, norms and behaviour patterns.
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Why have induction? Communicate essential information; Increase motivation; Develop realistic expectations and reduce uncertainty; Reduce turnover; Save time and money; Relieve anxiety.
Organising the induction programme 9P path to induction PROFILE (description of the organisation;s business mission, structure and activities). POLICIES AND PROCEDURES PEOPLE PLACES PLANT PROCESSES PAY POWER PROBLEMS
Who is responsible for induction? managers Monitoring progress Special groups Feedback
Socialisation The major tasks of the socialisation process all stem from the gap between expectations and realisties. Socialisation is the process by which new members learn the value system , the norms, and the required behaviour patterns of the society, organisation, or group which they are entering. It does not include all learning. It includes only the learning of those values, norms and behaviours patterns which, from the organisation’s point of view or group’s point of view, it is necessary for any new member to learn. This learning is defined as the price of membership.
-
-
-
-
-
In socialisation, individuals face the following challenges: Accepting the reality of the human organisation; Dealing with resistance to change; Learning how to work; Dealing with the boss and learning how to get ahead; Locating one’s place in the organisation and developing an identity. Socialisation methods Schooling – formal instruction is given in the history and traditions, language and technology, and practices and structures of the organisation; Apprenticeship – the individual is assigned to another individual or small group of individuals to learn their skills and values and to acquire, if possible, their judgment and expertise; Co-option – individuals are made members of progressively inner groups in the organisation and, because it is desirable to be an inner group member, they adapt their behaviour and attitudes to resemble those of the desired group; Mortification – sometimes known as hazing, individuals are harassed, deprived of their identity and forced into conformity by punishment or ridicule. Those who get through feel a close identity with the norms of the organisation and will themselves seek to enforce them.
Managing and motivating performance -Outlines major theories of human motivation and behaviour; -Describes the link between motivation and performance in the workplace; -Discusses performance management as an approach to managing people; -Examines the nature and handling of performance problems.
What is performance? Performance is the term we use to describe how desirable or effective those actions or activities are in the context of the job’s objectives. When it comes to employees’ performance they are looking for answers to three basic questions: -What do you want me to do? -How well do you want me to do it? -How will I know when I’ve finished?
Why people behave as they do? Edgar Schein (1970) describes four sets of assumption of people’s motivation: Rational-economic – people are motivated primarily by economic needs. Social – people are social animals who gain their sense of identity from relationships with others. Self-actualising – people are primarily self-motivated and self-controlled. Complex – people are complex beings with many, variable motives. Harold Levinson (1972) adds a fifth Psychological – people are complex, unfolding organisms who pass through physiological and psychological stages of development in search of an ideal state.
-
-
-
Motivation theories can be divided into three groups: Need theories – which are based on the assumption that all people have certain needs or wants that influence and direct their behaviour; Cognitive theories – which are based on the assumption that people think about themselves and their environment, and about how well their needs are met. Reinforcement and reward theories – which argue that behaviour is learned and can be influence through systems of reward and punishment.
Abraham Maslow’s hierarchy of needs (1954) -Individuals are motivated by the desire to fulfill certain needs; -These needs are arranged in an ascending order or hierarchy of important; -All people have the same array of needs. 5. Self-actualisation (growth, development) 4. Esteem needs (self-worth, independence and achievement) 3. Belonging and affection needs (desire to relate to other people) 2. Security or safety needs 1. Physiological needs. ERG theory (by Clayton Alderfer (1969) Existance needs; - Relatedness needs; -Growth needs. -
McClelland’s acquired needs theory (1961) -Need for achievement (n Ach) -Need for affiliation (n Aff) -Need for power (n Pow) Motivation -> Achievement Achievement -> Motivation To create an environment in which people with a high nAch are encouraged to perform, organisations might follow these guidelines: -Allow people to set their own goals; -Encourage people to take personal responsibility; -Set moderately risky goals; -Provide prompt and relevant feedback; -Link rewards and recognition; -Offer support and encouragement when needed.
The performance management cycle
Develop
Reward
Review
Plan
Manage
MBO (Management by Objectives) Management technique in which all levels of management are encouraged to specify and agree quantitative and/ or qualitative objectives to be achieved within a set period and to answer to higher level management for the actual performance achieved against these objectives.
Handling performance problems -Is there a problem? What is the problem? Is it an important problem? Where has the performance system broken down?
-
This lecture Describes the importance of planned induction to the performance and retention of employees; Discusses the induction process; Describes socialisation and makes comparisons with induction. Induction and socialisation Research show that the initial period of employment is a strong influence on how well new employees perform and fin it – to the extent that the process of induction (or orientation) and socialisation may be as important , possible more important than the processes of recruitment and selection.
Induction and socialisation compared - The induction period is relatively short, socialisation continues throughout an individual’s time in an organisation. Only a few existing members of the organisation are involved in the induction of a particular individual, whereas socialisation process affect all employees. Induction is usually a programme or even, socialisation is a process.
Induction is a programme for introducing a new employee to the organisation, the workplace and work group, and to the requirements of the job. Socialisation is a process by which the organisation or work group seeks to influence an individual to adopt its values, norms and behaviour patterns.
-
Why have induction? Communicate essential information; Increase motivation; Develop realistic expectations and reduce uncertainty; Reduce turnover; Save time and money; Relieve anxiety.
Organising the induction programme 9P path to induction PROFILE (description of the organisation;s business mission, structure and activities). POLICIES AND PROCEDURES PEOPLE PLACES PLANT PROCESSES PAY POWER PROBLEMS
Who is responsible for induction? managers Monitoring progress Special groups Feedback
Socialisation The major tasks of the socialisation process all stem from the gap between expectations and realisties. Socialisation is the process by which new members learn the value system , the norms, and the required behaviour patterns of the society, organisation, or group which they are entering. It does not include all learning. It includes only the learning of those values, norms and behaviours patterns which, from the organisation’s point of view or group’s point of view, it is necessary for any new member to learn. This learning is defined as the price of membership.
-
-
-
-
-
In socialisation, individuals face the following challenges: Accepting the reality of the human organisation; Dealing with resistance to change; Learning how to work; Dealing with the boss and learning how to get ahead; Locating one’s place in the organisation and developing an identity. Socialisation methods Schooling – formal instruction is given in the history and traditions, language and technology, and practices and structures of the organisation; Apprenticeship – the individual is assigned to another individual or small group of individuals to learn their skills and values and to acquire, if possible, their judgment and expertise; Co-option – individuals are made members of progressively inner groups in the organisation and, because it is desirable to be an inner group member, they adapt their behaviour and attitudes to resemble those of the desired group; Mortification – sometimes known as hazing, individuals are harassed, deprived of their identity and forced into conformity by punishment or ridicule. Those who get through feel a close identity with the norms of the organisation and will themselves seek to enforce them.
Managing and motivating performance -Outlines major theories of human motivation and behaviour; -Describes the link between motivation and performance in the workplace; -Discusses performance management as an approach to managing people; -Examines the nature and handling of performance problems.
What is performance? Performance is the term we use to describe how desirable or effective those actions or activities are in the context of the job’s objectives. When it comes to employees’ performance they are looking for answers to three basic questions: -What do you want me to do? -How well do you want me to do it? -How will I know when I’ve finished?
Why people behave as they do? Edgar Schein (1970) describes four sets of assumption of people’s motivation: Rational-economic – people are motivated primarily by economic needs. Social – people are social animals who gain their sense of identity from relationships with others. Self-actualising – people are primarily self-motivated and self-controlled. Complex – people are complex beings with many, variable motives. Harold Levinson (1972) adds a fifth Psychological – people are complex, unfolding organisms who pass through physiological and psychological stages of development in search of an ideal state.
-
-
-
Motivation theories can be divided into three groups: Need theories – which are based on the assumption that all people have certain needs or wants that influence and direct their behaviour; Cognitive theories – which are based on the assumption that people think about themselves and their environment, and about how well their needs are met. Reinforcement and reward theories – which argue that behaviour is learned and can be influence through systems of reward and punishment.
Abraham Maslow’s hierarchy of needs (1954) -Individuals are motivated by the desire to fulfill certain needs; -These needs are arranged in an ascending order or hierarchy of important; -All people have the same array of needs. 5. Self-actualisation (growth, development) 4. Esteem needs (self-worth, independence and achievement) 3. Belonging and affection needs (desire to relate to other people) 2. Security or safety needs 1. Physiological needs. ERG theory (by Clayton Alderfer (1969) Existance needs; - Relatedness needs; -Growth needs. -
McClelland’s acquired needs theory (1961) -Need for achievement (n Ach) -Need for affiliation (n Aff) -Need for power (n Pow) Motivation -> Achievement Achievement -> Motivation To create an environment in which people with a high nAch are encouraged to perform, organisations might follow these guidelines: -Allow people to set their own goals; -Encourage people to take personal responsibility; -Set moderately risky goals; -Provide prompt and relevant feedback; -Link rewards and recognition; -Offer support and encouragement when needed.
The performance management cycle
Develop
Reward
Review
Plan
Manage
MBO (Management by Objectives) Management technique in which all levels of management are encouraged to specify and agree quantitative and/ or qualitative objectives to be achieved within a set period and to answer to higher level management for the actual performance achieved against these objectives.
Handling performance problems -Is there a problem? What is the problem? Is it an important problem? Where has the performance system broken down?
