PERSONNEL MANAGEMENT

- IES MCRC,

Bandra.

Morale Studies & Personnel Research

Lecture 6

Morale Studies & Personnel Research

Motivation & Morale– Its Objectives, Theories Motivational Strategies

Personnel Research Its Types The Researchers Sources of Information & Research Methods Research Needs in Personnel management

Motivation

Includes the processes, that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. Intensity

How hard a person tries… Direction

Towards organization’s goals… Persistence

How long one can maintain their effort…

Morale

Morale is the capacity of a group of people to pull together persistently and consistently in pursuit of a common purpose

Most employees crave communication, involvement and autonomy. While a hearty pat on the back always feels good, extra attention and sense of ownership feel even better

Morale & Motivation

Morale is whether the people in the work environment are happy.

Motivation is whether the people in the work environment have enough incentive to do their jobs.

Objectives Of Motivation Motivated employees

are always looking for better ways to do a job. Are more quality oriented. Are more productive.

Motivation affects 3 behavioral HR dimensions : attraction to join and stay with an organization. Dependable performance of tasks assigned. Beyond dependable behavior at work.

To understand why people behave as they do.

To develop employees capable & willing to use new technology to achieve goals.

Theories Of Motivation

Maslow’s Hierarchy of Needs Theory

McGregor’s Theory X and Theory Y

Herzberg’s Two-Factor Theory ‘MOTIVATION – HYGIENE’ Theory

Physiological Includes : hunger, thirst, shelter & other bodily needs

Safety Includes : security & protection from physical & emotional harm

Social Includes : Affection, belongingness, acceptance & friendship

Esteem Includes : Internal esteem factors such as

self-respect, autonomy & achievement and External esteem factors such as

status, recognition, and attention

Self-actualization: To become what one is capable of becoming, Self-fulfillment

Maslow’s Hierarchy of Needs Theory

Maslow’s Hierarchy of Needs Theory

Self -actualization

Esteem

Social

Safety

Physiological

High-Order {Internal}

Needs

Low-Order{External}

Needs

McGregor’s Theory X and Theory Y

THEORY X

– inherently dislike & so avoid work.

– must be threatened with punishment to achieve goals.

– avoid responsibilities & seek formal direction.

– place security above all work factors & display little ambition.

THEORY Y

– View work as natural as rest or play.

– Exercise self-direction & self-control if committed to objectives

– On an average can learn to accept, even seek, responsibility.

– Are able to make innovative decisions irrespective of their positions in the organization.

McGregor held to the belief that ‘Theory Y assumptions were more valid than Theory X’

Employees -

Herzberg’s Two-Factor Theory‘MOTIVATION – HYGIENE’ Theory

MOTIVATION {INTRINSIC} Promotional opportunities Personal growth

opportunities Recognition Responsibility Achievement

HYGIENE {EXTRINSIC} Supervision quality Pay Company Policies Physical working

conditions Relations with others Job security

Herzberg held to the belief that ‘Motivation factors are related to job satisfaction, while

Hygiene factors are associated with dissatisfaction’

Motivational Strategies

Rewards Job Design Empowerment Participative Management Motivation of Problem People Quality of Work Life

Rewards Reduce Turnover but De-motivates achievers

i. Membership & Seniority-basedii. Job Status-based

Reward skills but may result in pay disparityi. Competency-basedii. Performance-based

Organizational Rewards : Profit Sharing (shares the profit), Stock options (buy company shares)

Team Rewards : Gain sharing, Special bonuses (team cuts cost & pays bonus),

Individual Rewards: Piece rate (Pay is linked to units produced) Commission (Pay is linked to actual sales) Merit pay, bonus (Individual’s performance in the form of a

bonus)

Job Design

It integrates

Work content (tasks, functions, relationships), The rewards (extrinsic & intrinsic) and The qualifications required (skills, knowledge,

abilities)

For each job in a way that meets the needs of the employees & the organizations.

1.Specification of Individual

tasks

3.The Combination

of tasks into specific jobs to be assigned

to individuals

2.Specification of the method of performing

Each task

Process of Job Design

Job Engineering FOCUSES ON

Tasks to be performed Methods to be used Workflows among employees Workplace layout Performance standards People & machines interdependency

Socio - technical Systems Relation between People & tools / machines system

Job Design Options

Job Design Options

Job Rotation Involves the movement of an employee from one job to

another Relieves the employee from boredom & monotony Improves employee skills

Job Enrichment

Job Enlargement

DIMENSION JOB ENRICHMENT JOB ENLARGEMENT

Definition Increasing control of the job-holder & thus making the job interesting

Enlarging the job scope by combining various activities into one job.

Expansion Vertical expansion Horizontal expansion

Autonomy More Less

Position Higher Level position of employee

Lower Level position of employee

Creativity Higher Little or none

Superior’s Role

Reduced Not reduced

Quantity Same More

Quality More Same

Empowerment

1. Identifying conditionsOf powerlessness

2. Implement empowermentStrategies & techniques

3. Remove conditions ofPowerlessness & provideSelf-efficacy information

4. Feeling of empowermentgenerated

5. Empowerment results in performance

Participative Management - INTRODUCTION The two major aspects of any enterprise are: ownership

and control. These were treated as inseparable and almost as one,

during the early stages of industrial development, but are now two distinct entities.

Ownership-Shareholders of the company, are the owners and they do not exercise or have any control over processes of management or day to day decisions of the company.

Control – Managers who control and manage, but their interests lie in ownership.

Thus in these circumstances, the workers should participate in management and control or decision making processes.

Participative Management - DEFINITION

Workers’ participation in management is a mechanism where workers have a say in the decision-making process of an enterprise.

According to Davis, ”It is a mental and emotional involvement of a person in a group situation which encourages him to contribute to goals and share responsibilities in them.”

Objectives vary among countries due to differences in

political, social and economic context

INDIA

Security of employment

Better wages

Bonus

OTHERS

Prevention of exploitation of workers ( Germany)

Sharing of financial and other information (Germany)

Overcome human Alienation (Yugoslavia)

Forms of Workers’ Participation

Collective Bargaining Work Committees Joint Management Councils Joint Councils Shop Councils Unit Councils Board Representation Workers Ownership of Enterprise

Motivation of Problem People

Involves understanding of 4 principles Everyone has motivational energy. The energy is often blocked in the workplace. Removing blockage of energy requires people’s

participation. Beyond a certain point, there is no need to show

mercy to problem people.

Quality of Work Life

Adequate & Fair compensation. Safety & healthy working conditions. Security & growth opportunity. Work autonomy, nature of supervision. Respect for the individuals’ personal rights. Work and family life, like transfers, schedule

of hours of work.

Personnel Research

Its Types The Researchers Sources of Information Research Methods Research Needs in Personnel Management

Types of Personnel Research

Basic or exploratory Is concerned with

discovery of knowledge for its own sake.

Highly theoretical

Operational or applied Is directed towards the

solution of a particular business problem

Solution is immediate, observable & tangible

The Researchers

Colleges & Universities Governmental Agencies Private Research Organizations Company Personnel Departments The Line Manager

Sources of information &Research Methods

Sources of Information Periodicals and magazines

Research methods Controlled experiments Surveys Historical studies Case studies Simulations

Research Needs in Personnel Management

Procurement Interviews with higher

reliabilities Development

Valid measures of performance levels of employees

Compensation Determining impact of

money on employee motivation to work

Integration Reducing employee

alienation Maintenance

Establishing the role of counseling within a private organization

Separation Development of out-

placement programs

Pick the most appropriate one

1. Types of Personnel Research

a) Basic or exploratory

b) Operational or applied

c) Both the above

2. A theory of Motivation

a) Controlled experiments

b) Surveys

c) McGregor’s Theory X and Theory Y

Match the term with its definition

1. Motivation

2. Job Design

3. Worker’s Participation

A. It is a mechanism where workers have a say in the decision-making process of an enterprise.

B. It includes the processes, that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

C. It integrates Work content (tasks, functions, relationships), The rewards (extrinsic & intrinsic) and The qualifications required (skills, knowledge, abilities) for each job in a way that meets the needs of the employees & the organizations.

Activity

Form four groups.

Develop your viewpoints & debate for/ against Money as a motivator Empowerment as a motivator

Cite relevant examples wherever necessary

Thank You