Professional Documents
Culture Documents
Personnel Management2
Personnel Management2
MANAGEMENT
LPU-B MLS 2
TOPIC OUTLINE
1. Motivation
2. Motivational theories
3. Human resource management responsibilities:
a. Personnel selection
b. Professional growth and development
MOTIVATION
◦Motivation is the reason
people do the things they do
◦Types of motivational
theories:
1. Content
2. Process
Types of
motivational
theories:
1. Content
2. Process
CONTENT MOTIVATIONAL
THEORIES
◦ Theories that examine the
internal forces that drive
the individual toward
specific actions.
1. Maslow’s Hierarchy of
Needs
2. Alderfer’s ERG Needs
Theory
3. McClelland’s
Achievement
Motivation
Abraham Harold Maslow(1908-
1970)
◦ American psychologist who first
introduced his theory of
hierarchy of needs in 1943 in
the paper “A Theory of Human
Motivation”
Growth needs
◦ Top level
◦ Stem from desire to grow as a
person
◦ Motivation becomes stronger
once these are met
Maslow’s Hierarchy of
Needs
◦Needs lower down in the
hierarchy must be
satisfied before
individuals can attend to
needs higher up
Relatedness (R)
◦ A sense of community and
good relationship with
oneself
Growth (G)
◦ Relates to self-development,
fulfillment and sense of
achieving potential
Alderfer’s ERG Needs
Theory
◦Individuals can be
motivated by multiple
levels of need at the same
time
◦Individuals can work on
growth needs even if
existence or relatedness
needs remain unsatisfied.
E.g. starving artist
Alderfer’s ERG Needs
Theory
FRUSTRATION-
REGRESSION PRINCIPLE
◦Individual’s priorities and
motivations maybe fluid
(move back and forth)
◦If fulfillment of a higher-
level need is subdued,
there is an increase for
satisfying a lower-level
need
ALDERFER’S ERG THEORY OF MOTIVATION
Implications:
1. Managers must understand that employees are not
motivated by the same things.
Implications:
1. Managers must understand that employees are motivated
differently.
2. Managers should provide employees with high need for
achievement challenging projects with reachable goals.
3. Managers should provide a cooperative environment for
employees with high need for affiliation.
4. Managers should provide employees with high need for
power the opportunity to manage others.
PROCESS
MOTIVATIONAL
THEORIES
◦Motivational models that
attempt to analyze how
the person reacts to
external stimuli
1. Vroom’s Expectancy
Theory
2. Adam’s Equity Theory
3. Skinner’s
Reinforcement Theory
Victor Vroom (1932-present)
◦ Canadian psychologist who
created the Expectancy Theory
of Motivation in 1964
Expectancy
◦ E.g. More effort put into
paper recycling
VROOM’S
EXPECTANCY
THEORY
◦Expectancy
theory
predicts that
employees
will be
motivated
if…
VROOM’S
EXPECTANCY
THEORY
◦Expectancy
theory
predicts that
employees
will be NOT
motivated
if…
VROOM’S EXPECTANCY THEORY
Implications:
1. Managers must understand that employees change their level of
effort according to the value they place on the outcome and on
their perception of the strength of the links between effort and
outcome.
2. Managers can correlate the outcomes to the performance levels.
3. The reward system must be fair and just in the organization.
4. The deserving employees must be rewarded for their
exceptional performance.
John Stacey Adams (1925-
present)
◦ American psychologist who
developed the Adam’s Equity
Theory in 1963
◦ It is about the balance between
the effort an employee puts
into work (input) and the result
they get in return (output)
◦ It also incorporates comparison
between an employee’s input-
output ratio with the ratio enjoyed
by other employees in the
similar situation
ADAM’S EQUITY
THEORY
Assumptions:
1. Employees expect a fair
return for what they
contribute to their jobs
2. Employees determine
equitable return after
comparing their inputs
and outputs with their co-
workers
ADAM’S EQUITY
THEORY
Assumptions:
3. Employees who perceive
themselves as being in
an inequitable situation
will seek to reduce the
inequity either by:
a. Distorting inputs and/or
outputs in their own
minds
b. Directly altering inputs
and/or outputs
c. Leave the organization
ADAM’S EQUITY THEORY
ADAM’S EQUITY THEORY
ADAM’S EQUITY THEORY
Implications:
1. Managers should understand that employees measure the totals
of their inputs and outputs.
2. If rewards are to motivate employees, they must be fair and
perceived as fair.
3. It is also necessary to take into account other employees with
whom the employee compares.
4. Staff perceptions of inputs and outcomes of themselves and
others maybe incorrect, and perceptions need to be managed
effectively.
Burrhus Frederic Skinner
(1904-1990)
◦American psychologist who
developed the Reinforcement
Theory in 1974
NEGATIVE REINFORCEMENT
◦ Increases behavior by removing
unpleasant consequences
PUNISHMENT
◦ Act of causing an unpleasant
consequence to a behavior
EXTINCTION
◦ Eliminating any reinforcement that is
maintaining a behavior
BF SKINNER’S REINFORCEMENT THEORY
BF SKINNER’S REINFORCEMENT THEORY
Implications:
1. Managers should choose the appropriate method of
motivation for their employees basing upon the prevailing
situation
2. Managers should give feedback to employees regarding
incorrect or poor job performance, as well as undesired
behavior.
3. Managers should inform the employees how they can
achieve positive reinforcement.
PERSONNEL SELECTION PROCESS
Major Human Resource
Management responsibilities
1. Attracting a quality workforce
◦ Human resource planning,
recruitment, and selection
2. Developing a quality workforce
◦ Employee orientation, training and
development, and career planning
and development
3. Maintaining a quality workforce
◦ Management of employee retention
and turnover, performance appraisal,
and compensation and benefits
PERSONNEL SELECTION
PROCESS
◦ AKA ‘ Hiring process’
◦ A major function of the human
resources department.
◦ Its responsibilities are
twofold:
1. to ensure that the
organization complies with the
local and state requirements
and regulations in hiring
personnel
2. to fulfill workforce needs by
recruiting qualified
candidates.
PERSONNEL SELECTION PROCESS
(3) SELECTION
How do organizations attract a QUALITY WORKFORCE?
1. STEP 1: application forms
2. STEP 2: interviews
3. STEP 3: employment tests
4. STEP 4: reference and background checks
5. STEP 5: physical examination
6. STEP 6: final decision to hire or reject
PERSONNEL SELECTION PROCESS
STEP 2: interviews
◦ Exchange of information between job
candidate and key members of the
organization.
◦ Guidelines for conducting
interviews:
1. Plan ahead.
2. Create a good interview climate.
3. Conduct a goal-oriented interview.
4. Avoid questions that may imply
discrimination.
5. Answer the questions asked of you …
and others that may not be asked.
6. Take notes.
PERSONNEL SELECTION PROCESS
STEP 5: physical
examinations
◦Ensure applicant’s physical
capability to fulfill job
requirements.
◦Basis for enrolling applicant in
life, health, and disability
insurance programs.
◦Drug testing is done at this step.
PERSONNEL SELECTION PROCESS
STEP 6: final decision to
hire or reject
◦Best selection decisions will
involve extensive
consultation among multiple
parties.
◦Selection decision should
focus on all aspects of the
candidate’s capacity to
perform the designated job.
PERSONNEL SELECTION PROCESS
(5) ORIENTATION
◦ Orientation is the introduction of new
employees to the organization and
their duties.
◦ It is the beginning of the process of
professional development and
training.
◦ At this point, the rights, privileges,
responsibilities and expectations of
both parties should be clarified.
◦ A key objective of the orientation
program is to familiarize and socialize
the new employee into the institution:
assimilating the worker into the group.
PERSONNEL SELECTION PROCESS
(5) ORIENTATION
◦ There are four general methods for conducting the
orientation program:
1. Formal meetings and training sessions usually focusing on
broad institutional programs such as infection control,
standard precautions same as safety procedures.
2. Supervisor-directed sessions in which employee is led
through the process.
3. A checklist approach which gives primary responsibility to
new employees for completing the program by ensuring they
understand all the items listed on the sheet.
4. A buddy or sponsor system in which new workers are
paired with colleagues who assist them in adjusting to the new
environment.
PERSONNEL SELECTION PROCESS