BusMan Unit 4 AOS 1

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• factors involved in managing human resources:

– relationship of human resource function to business objectives and business strategy

– employee expectations, including conditions of employment, occupational health and safety(OH&S), job security and work–life balance

– key principles of Maslow’s, Hertzberg’s and Locke’s theories of motivation

– ethical and socially responsible human resource management;

– relationship of human resource function to business objectives and business strategy

A human resource manager coordinates all the activities involved in acquiring, developing, maintaining and terminating employees from an organisation’s human resources.

The human resources manager will also need to ensure that the strategies used by the HR department align with the objectives and strategies of the entire organisation.

Ultimately, it is the employees’ job to achieve the objectives of the organisation. Because the HR department is responsible for managing employees, there is a very direct relationship between HR and organisational objectives and strategies.

– employee expectations, including conditions of employment, occupational health and safety(OH&S), job security and work–life balance

‘Conditions of employment’ refer to what an employer has agreed to give the employee in return for the employee’s work. Basic conditions of employment include:

– key principles of Maslow’s, Hertzberg’s and Locke’s theories of motivation

Motivation is the desired or drive to do well or achieve a common set of goals or objectives and the continual consistent determination to achieve these.

Maslows hierarchy of needs

1. Physiological Needs (basic issues of survival such as salary and stable employment)

2. Security Needs (stable physical and emotional environment issues such as benefits, pension, safe work environment, and fair work practices)

3. “Belongingness” Needs (social acceptance issues such as friendship or cooperation on the job)

4. Esteem Needs (positive self-image and respect and recognition issues such as job titles, nice work spaces, and prestigious job assignments.)

5. Self-Actualization Needs (achievement issues such as workplace autonomy, challenging work, and subject matter expert status on the job)

Hertzbergs two factor theory

-Argued that 'motivators' are needs that if met, bring about job satisfaction. WHILE hygiene factors are needs that, if met, result in a neutral state.

-However if hygiene needs are not met, then employee dissatisfaction can occur.

Hygiene Needs

This refers to the environment in which people work

-Physical conditions

-Pay

-Job security

-Interpersonal relationships

-Job status

-THEY ARE EXTRINSIC NEEDS

Motivation Needs

These relate to:

-Achievement

-Recognition

-Advancement

-Responsibility

-Work; that is; the job itself.

-THEY ARE INTRINSIC NEEDS

Lockes theory of motivation and goal setting

-Satisfaction comes from achieving goals

-They are motivated by two key factors

-Goals (Gives employee to achieve the goal

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• management practices and processes associated with the key phases of the employment cycle:Establishment phase:– human resource planning related to business strategy– job analysis and job design– types of recruitment methods and selection processes– employment arrangements and remunerationMaintenance phase:– induction– training and development– recognition and reward– performance managementTermination phase:– termination management, including entitlement and transition issues;

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management practices and processes associated with employee relations:– relationship to business objectives and business strategy– the similarities and differences between centralised and decentralised approaches– industry wide awards, collective agreements within an individual organisation and individiualcontracts– the role of human resource managers in employee relations under a decentralised approach– management styles and skills in employee relations, including their application to the resolutionof conflict.