EMPLOYEE MOTIVATION PROCESS 1

Motivation starts with good employee morale: High morale = sign of a well-managed organization.

Goal Directed Need

Need Motivation
Behavior Satisfaction

Poor morale shows up through

Rising
Employee Failing
Absenteeism Strikes employee
Turnover Productivity
grievances
EXPECTANCY THEORY (VROOM’S) 2

The process people use to evaluate the likelihood their effort will wield the desired outcome and how much they want the outcome.

Can I perform the task? Is the reward worth the effort?

Yes Yes

Motivated
No

No

Not Motivated Not Motivated

TUCKMAN TEAM DEVELOPMENT MODEL 3

Teams go through four stages. Teams can regress when membership changes. A mature team may need no leadership

Performing
Leader delegates and overseas

Norming
Effectiveness

Leader facilities

Storming
Leaders mediates and focuses

Forming The leaders goal is to

Team is dependent on the leader
make the team self reliant
and then move on.

Time
THE FOUR CONTRIBUTION STAGES
Explain how careers develop in distinct stages – each different from another.
STAGE 1
Dependently
• Willingly accepts supervision
• Demonstrates competence on a
portion of a larger project
• Performs effectively on
detailed and routine tasks
• Shows directed creativity and
initiative
• Performs well under time and
budget pressure
• Learns how “we” do things
STAGE 2 STAGE 3
Independently Through Others
• Assumes significant • Develops broader business
responsibility perspective, help others
• Relies on less supervision, understand in the broader
works independently and business context and needs.
produces results • Contributes to the
• Builds expertise performance of others as a
• Develops credibility and a manager, mentor, or idea
leader.
reputation
• Represents the work group on
• Builds a strong collegial
important issues.
network
• Builds a strong internal and
external network.
4
STAGE 4
Strategically
• Provides strategic direction
• Builds organizational
capability through work
system and process
improvement.
• Exercise power for the benefit
of the organization.
• Sponsors and prepares future
leaders.
• Represents the organization to
key external groups on critical
strategic issues.
COMPENSATION TYPES 5

All rewards that individuals receive as a result of their employment

Direct Indirect Financial

Non-Financial
Financial Compensation
Compensation
Compensation (Benefits)

Satisfaction that person receives from job Pay that person receives in form of: All financial rewards not included in direct
itself or from psychological and physical Wages compensation such as:
environment in which person works. Paid vacations
Salaries
Bonuses Sick leave
Commissions Holidays
Medical insurance
FORMS OF INCENTIVE COMPENSATION 6

Profit Gain Pay for Lump-Sum

Sharing Sharing Knowledge Bonus

Bonus based on company profits. Bonus based on productivity gains, Salary increase based on learning One time cash-payments or option
cost savings, or quality new job tasks to buy shares of company stock
improvements. based on performance.
MASLOW’S HIERARCHY OF NEEDS THEORY 7

People have five levels of needs that seek to satisfy

Self-
Actualization Morality, idealism, creativity, spontaneity, problem solving.

Esteem Self-esteem, confidence and achievement, respect of others.

Love / Belonging Friendship, partnership, family, sexual intimacy.

Security of: body, employment, resources, morality, family, health,

Safety property.

Breathing, food, water, sex, sleep, homeostasis, excretion.

Physiological
HUMAN RESOURCE RESPONSIBILITIES 8

Planning for staffing Employee recruitment

needs and selection

Core
Responsibilities
of HRM
Employee compensation Employee training and
and benefits performance evaluation

Employee compensation
and benefits
HRM – DEVELOPMENTAL STAGES FOR SMALL GROUPS 9

Tuckman’s model

Forming Storming Norming Performing

Team members meet each Team members learn how to Team starts to work and act Team members work hard
other work together together toward goal

Team members learn about the Team members learn about the Roles evolve into helping the Members are flexible and help
task other members team succeed each other

All team members learn what Team members are more likely Leader’s role is blurred –
Leader focuses the team
their roles will be to express opinions everyone is focused
ULRICH’S STAGES OF EMPLOYEE CONNECTION 10

Stages of employee connection to the organization

Competence x Commitment x Connection = Productivity

Ability to do Willingness to Finding

the work do the work meaning in
doing the work
 11

Strategic Positioner

t
ex
nt

n
Co

io
at
Capability

iz
Builder

an
rg
O
ULRICH’S HR

HR Innovator
& Integrator
Champion
Credible

Change
COMPETENCY Activist

al
MODEL

du
vi
di
In
HR Innovator
& Integrator
THE LEADERSHIP CODE – 5 RULES FOR LEADERSHIP 12

Long-Term
Strategic
Human Capital Developer Strategist
Build the next generation Shape the future

Personal
Individual Organization
Proficiency

Talent Manager Executor

Operational
Engage today’s talent Make things happen

Near-Term
OPERATIVE FUNCTIONS OF HRM 13

Maintenance
Procurement Development Compensation Integration
/Motivation

• Job analysis and • Career planning and • Job evaluation • Employee well-being • Industrial relations
design development • Performance • Social security • Discipline
• Human resource • Worker’s training evaluation • Worker’s participation • Grievance redressed
planning • Executive • Wages administration • Motivation • Dispute settlement
• Recruitment development • Incentives and • Job rotation • Collective bargaining
• Selection • Organizational benefits • HR Records, research
• Placement development
and audit
• Orientation • HR information
• Socialization system
FOUR STAGES OF CONTRIBUTION MODEL 14

e 4
St ag

e 3
St ag
Impact

e 2
St ag

e 1
St ag
Contribute Contribute Contribute Contribute
Dependently Independently Through Others Strategically

Key Transitions (Novation’s)

PEOPLE CAPABILITY MATURITY MODEL 15

Continuously Level 5
improving practices

Optimizing
Level 4
Measured and Capability
aligned practices Management
Managed

Tailored Level 3
Team
practices
Management
Defined

Managed Level 2
Competence
practices
Management
Repeatable
Level 1
People
Management
Initial
HERZBERG’S THEORY OF MOTIVATION 16

Hygiene Factors Motivational Factors

• Interpersonal relationships, supervisors, peers and • Work itself

subordinates • Achievement
• Technical supervision • Possibility of growth
• Company policy administration • Responsibility
• Job security • Advancement / Recognition
• Working conditions • Status
• Salary / personal life
GUEST MODEL OF HRM 17

Organizational
Outcomes
Human Resource • High job performance
Outcomes • High problem-solving
• Successful change
• Strategic planning/
Policies • Low turnover
implementation
• Low absence
• Commitment
• Organizational job design • Low grievance level
• Flexibility/ adaptability
• Policy formulation and • High cost-effectiveness
• Quality
implementation/management of
change
• Recruitment, selection and
socialization
• Appraisal, training and
development
• Manpower flows, through, up and
out of the organization
• Rewards systems
• Communications system
 18

Relationship
Communication
Management

Ethical
Consultation
Practice

HR COMPETENCY
Leadership
MODEL – SHRM and
Navigation
HR
Expertise

Diversity
and Business
Inclusion

Critical
Evaluation
HR ANALYTICS MATURITY MODEL 19

Stage 4: Predictive Analysis

Development of predictive models, scenario planning, risk analysis and
mitigation, integration with strategic planning

Stage 3: Strategic Analysis

Segmentation, statistical analysis, development of people models, analysis of
dimensions to understand cause and delivery of actionable solutions.

Stage 2: Advanced Reporting

Operational reporting for benchmarking and decision making, multi-
dimensional analysis and dashboards.

Stage 1: Operational Reporting

Operational reporting for measurement of efficiency and compliancy, data
exploration and integration, development of data dictionary
HIGH IMPACT LEARNING ORGANIZATION MATURITY 20

MODEL
Level 4: Organizational Capability
Source of: Business performance capability & learning agility,
executive drive, cultural & systematic focus

Level 3: Talent & performance improvement

Source of: talent development and performance consulting, integrated with HR/TM
improving alignment, process & tech focus.

Level 2: Training and developing excellence

Source of: designed instruction, evolving governance & operations,
improving L&D core processes, program focused.

Level 1: Incidental Training

Source of: ad-hoc job support, mentoring and apprenticeship, emerging need for
professional training, SME focused.
 21

d
Inception

rl
W Wo

La on
• Strategic human

bo s
of ge

U
or

ni
• Resource planning

an

r
Ch
• Recruiting
• Employee presentation

Maintenance Development
HRM • Benefit administration HRM • Employee training
• Safety and health • Employee
Goals
GOALS • Communication
• programs
development

Motivation

ce nt
e
Le

ac e m
• TQM and productivity

gi

s
Pr ag
sl
• Rewards

at

ti
an
• Compensation

io

M
n
MODEL OF STRATEGIC HRM 22

Corporate Objective

HR Objective

Individual Objectives

Developing and
Planning Staffing Assessing Recognizing Letting Go
Retaining
 • Achieving results 23

• Effective relationships
• Personal Communication

Bu
al
ed on

Kn
ty

si e d
ne ge
ili
Cr rs

ow
ib
Pe

ss
l
Strategic
NEW HR Contribution

COMPETENCY Culture Management

Fast Change

MODEL Strategic Decision-Making

Market-driven Connectivity

ry
R
Te

e
iv
ch

el
no

D
R
lo

H
gy
• Staffing
• Development
• Organizational structure
• Performance Management
THE WARWICK MODEL OF HRM 24

Outer Context
Socioeconomic, Technological,
Political-legal, Competitive

Inner Context
Culture, structure,
politics/leadership, task
technology, business outputs
Business
Strategy Content HRM Context
Objectives, product market, Role, definition, organization,
strategy and tactics HR outputs

HRM Content
HR flows, work systems, reward
systems, employee relations
 25

St
affi
ng

nd
a s
e e n
y
o lat io
l

rce
p e
E m r r

t
esou
o
HRM

me n
a b
l

HRM

an R
elop
FUNCTIONS

Hum
Dev
S af
Hea
e ty
and
lth
Compensation
 26

Team
Learning

5 COMPONENTS Systems
Building
Shared
Thinking
OF A LEARNING Vision

ORGANIZATION
Focusing on group solving using systems thinking

Personal Mental
Mastery Models
INTEGRATING HRM WITH BUSINESS OUTCOMES 27

Continuous
Human Resourcing
Learning

Shaping
Performance
The Working
Accountability
Environment

Shared Understanding
 28
Environmental

G Cul
eo tu

l
ba
gr ra
ap l/

lo
• Strategic human

G
• Resource planning Legal hi
c
Employee & • Recruiting Framework &
Labor Relations Practice
• Strategic human • Strategic human
• Resource planning • Resource planning

HR
• Recruiting • Recruiting

Technological

Political
MANAGEMENT Risk management and
worker protection
Staffing
• Strategic human

ACTIVITIES
• Strategic human • Resource planning
• Resource planning • Recruiting
• Recruiting

Talent
Total Rewards Management
Ec • Strategic human • Strategic human
on
om • Resource planning • Resource planning

al
ci
ic • Recruiting • Recruiting

So
Legal
HR COMPETENCY MODEL 29

International Personnel Management Association (IPMA) Model

Leader

Business Change
Partner Agent

HR Expert
HUMAN RESOURCE DEVELOPMENT 30

Designed to provide learners

with knowledge and skills

Training
Designed to provide learners Designed to provide learners
with knowledge and skills with knowledge and skills
Performance
Development
Appraisal

Designed to provide learners Performance Career Designed to provide learners

with knowledge and skills Management Planning with knowledge and skills

Organization Career
Development Development

Designed to provide learners Designed to provide learners

with knowledge and skills with knowledge and skills
THE HARVARD MODEL OF HRM 31

Stakeholder Interests
Stakeholders
Management
Employee groups
Government
Community / Unions HRM Policy Choices HR Outcomes Long-Term
Stakeholders Stakeholders Consequences
Management Management Stakeholders
Employee groups Employee groups Management

Situational Factors Government Government Employee groups

Stakeholders
Management
Employee groups
Government
Community / Unions
FOUR STAGES OF CONTRIBUTION MODEL 32

STAGE 1 STAGE 2 STAGE 3 STAGE 4

Dependently Independently Through Others Strategically

Performance Designed to provide learners Designed to provide learners Designed to provide learners Designed to provide learners
with knowledge and skills with knowledge and skills with knowledge and skills with knowledge and skills
Expectation

Primary Designed to provide learners Designed to provide learners Designed to provide learners Designed to provide learners
with knowledge and skills with knowledge and skills with knowledge and skills with knowledge and skills
Role

Major Stage Designed to provide learners Designed to provide learners Designed to provide learners Designed to provide learners
with knowledge and skills with knowledge and skills with knowledge and skills with knowledge and skills
Transition Issue

Minor Stage Designed to provide learners Designed to provide learners Designed to provide learners Designed to provide learners
with knowledge and skills with knowledge and skills with knowledge and skills with knowledge and skills
Transition Issue
ULRICH’S MODEL OF HRM
Strategic Partner
An HR department is an essential,
if not critical, component of any
business regardless of the
organization's size. It focuses on
maximizing employee productivity
Change Agent
An HR department is an essential,
if not critical, component of any
business regardless of the
organization's size. It focuses on
maximizing employee productivity
Admin Expert
An HR department is an essential,
if not critical, component of any
business regardless of the
organization's size. It focuses on
maximizing employee productivity
33
Employee Champion
An HR department is an essential,
if not critical, component of any
business regardless of the
organization's size. It focuses on
maximizing employee productivity
 34

Change Performance
Management Improvement

Knowledge Instructional
Management Design
Competencies
ASTD for the Training
Training
Coaching & Development
COMPETENCY Profession
Delivery

MODEL (2013)
Integrated
Learning
Talent
Technologies
Management
Managing Evaluate
Learning Learning
Programs Impact

Areas of Expertise

Business Skills Global Mindset Industry Knowledge

Foundation Competencies Interpersonal Skills Personal Skills Technology Liberace

THE EMOTIONAL COMPETENCY FRAMEWORK 35

Self Others

Awareness
An HR department is an An HR department is an
essential, if not critical, essential, if not critical,
Self Social
component of any business component of any business
regardless of the Awareness Awareness regardless of the
organization's size. organization's size.

An HR department is an An HR department is an
Actions
essential, if not critical, essential, if not critical,
Self Social
component of any business component of any business
regardless of the Management Skills regardless of the
organization's size. organization's size.

Positive impact on others

ULRICH’S MATRIX ON THE 4 ROLES OF HR 36

Future / Strategic Focus

Strategic Partner Change Agent

An HR department is an essential, if An HR department is an essential, if
not critical, component of any business not critical, component of any business
regardless of the organization's size. regardless of the organization's size.
Process

People
HR

Administrative Expert Employee Champion

An HR department is an essential, if An HR department is an essential, if
not critical, component of any business not critical, component of any business
regardless of the organization's size. regardless of the organization's size.

Day to day / Operational Focus

 37
Primary HRD Functions
Improving individual, group, and Training &
organizational effectiveness. Development
HR Research
Organization
& Info
Development
Systems

Union / Labor Career

Relations Development
MCLAGAN’S Human
Resource Result

HUMAN Employee
An HR department is an essential, if
not critical, component of any Organizational/
Assistance Job Design
RESOURCE WHEEL
business regardless of the
organization's size.

Compensation Human Resource

& Benefits Planning

Performance
Selection &
Management
Primary HRM Functions Staffing
System
Obtaining, Maintaining and
developing employees.
 38

De
d el Thi
cisi
ve
M o
le nke
R o r

Service delivery Organization

t
en
and information design

Infl
ge

Sk i
gem
an

uen
lled
Ch
na
THE HR

cer
Employee Organization

Ma
relations development
Leading and
Strategy managing the

PROFESSION insights and

solutions
human
resource
function

MAP BY CIPD
Employee Resourcing and

Cou lleng

ally
Ch
engagement talent planning

le
son
rag e
a

dib
et

Cre
P er
Learning and
Performance

o
talent
and reward
development
Dri t o
ven e n
De t riv er
live o D liv
r D e
BRIDGES TRANSITION MODEL 39

T he The New Beginning

Ne u
tral
Z one
Importance

Ending, Losing, Letting Go

Time
ULRICH’S MATRIX ON THE 4 ROLES OF HR 40

Future / Strategic Focus

Strategic Partner Change Agent

Management of strategic human Management of transformation and

resources change
Process Oriented

People Oriented
HR

Management of firm infrastructure Management of employee contribution

Administrative Expert Employee Champion

Day to day / Operational Focus

HR STRATEGY MAP 41

Financial Enhance ROI of HR Strategic Initiatives Enhance employee productivity

Internal Customers Create positive work environment Enhance “Internal Customer” satisfaction

Apply excellent Develop strategic Implement best talent Optimize performance

HR Internal Process recruitment process employee competencies management practices management system

Learning Develop Internal HR Capabilities Deploy HRIS System

HIGH IMPACT TALENT MANAGEMENT FRAMEWORK 42

Talent Strategy & Business Alignment

Business Metrics & Scorecards

Workforce Planning

Capability & Competency Management

Governance

Leadership Management

Talent Succession Management

Total
Acquisition Career Management Rewards

Performance Management

Learning & Capability Development

TALENT INFRASTRUCTURE
EVOLUTION OF HR MANAGER ROLES 43

Leader Employee advocate

• Ethical Values diversity
Resolves conflict
• Takes risks
Communicates well
• Decisive Functional expert
Respects other
• Develops staff Knows HR Principles
Customer oriented
• Creates trusts
Applies business
Manages resources

HC developer
Individual focus
Manages change
Future Orientation Strategic partners
CoachTeam Relationships Mission oriented
Strategic planner
System Innovator
Understands team behavior
CHANGING VALUES – CHANGING WORK STYLES 44

-1945 -1962 -1980 1981+

Traditionalist Boomer Generation X Generation Y

• Avoid • Tetchy towards criticism • Impatient • Needs guidance

• System conformant • Impartial • Sceptic • Requires (company)
• Little willingness to change • Egocentric • Lazy structures
• Focused more on processes • Low level of assertiveness • Lacks << personal drive
than results • Cynical • Disloyal
HR MANAGEMENT – TASKS
Main areas plus overall tasks
Staff Recruiting
• Personnel planning
• Recruiting
• Personnel marketing
• Selection of personnel
• Education and training
45
Employ Staff Staff Lay-off Overall Responsibilities
• Staff allocation • Redundancies • HR company policy
• Staff transfer and relocation • Staff reduction • HR organization
• Staff care • Personnel management
• Staff training and development • HR communication
• Staff detainment • HR controlling
• Performance appraisal • Works council
• Payroll • Labor laws and social welfare
• HR administration
HR MANAGEMENT – TARGET GROUPS 46

Target groups for HR work (internal, external)

Internal Groups External Groups

Company management General government

Senior office Trade association

Works council Chamber of trade/Chamber of commerce

Employee Employment agency

Apprentice Surroundings

Trainee Temporary employment agencies

Student trainee Executive consultants

Other employees Other companies

DEVELOPMENT STAGES OF HRM 47

How HRM has turned into a strategic competitive advantage

By 1950 By 1960 By 1970 By 1980 By 1990 By 2000

Development Stages

Integration of
HR HR cross-link to
HR Structuring HR Development HR Strategy personnel
Administration other departments
competencies

Key Examples

HRM Recognition of
HRM as Professionalization
Payroll. Rights of institutionalization workforce assets Value-add through
competitive of HR, development
co-determination and personnel and career HR work
advantage of HR vision
planning planning
THE EFFECTS OF DYNEXITY 48

Dynexity causes changes in HR management

Dynamic Business Environment

Complex environment
Number of Number of Structures &
Employees Employees Processes

Constant change of employee Constant change of Constant change of structures

numbers e.g. due to company responsibilities and subjects. and processes.
growth or downsizing.
OVERVIEW OF COMPETENCIES 49

HR Key competencies

Operational Method Personal Social

Expertise Skills Skills Competencies

• Labor law expertise • Analytical skills • Resilience • Assertiveness

• Expertise in business
administration
• Expertise in teaching
psychology
• Expertise in organizational
psychology
• Didactical skills • Flexibility • Empathy
• Computer skills • Credibility • Communication skills
• Expertise in evaluation and • Integrity • Conflict management skills
organization • Creativity • Problem solving skills
• Presentation skills • Ability to learn • Sociable
• Project management skills • Self-critical, self-analytical • Ability to motivate others
• Organization-oriented acting • Self-consistent • Persuasive power
and thinking • Goal achiever • Team player
HR JOB TITLES – CAREER PROGRESSION 50

HR Assistant/Intern

HR Specialist HR Generalist Recruiter

Advanced Specialist
(Role benefits, training, etc.) HR Manager Senior Recruiter

Subject Matter Expert

(Consultant) HR Director Recruiting Manager

VP of HR of CHARO