1. Chapter 5- Human Resources AST 205

2. Demand for People in G.A. is Expected to Remain Strong- Why? • -Decreased birth rate beginning 18 - 20 years ago • -Reduced Military force structure • -Increased acceptance of air travel • -Aging Population • -Economy • -Retirements

3. Human Resources- The pipeline concept: • The process of dealing with your employees from hiring to firing. Each point in the process is a control point: • Recruiting- Hiring- Training- Motivating- Compensating- Separation

4. FBO Human Resource Challenges • Traditionally seen as a stepping stone to a better career- How do we fix that? • More $ • More Responsibility • More Flexibility with employees • Create Opportunities

5. Human Resource plan must look long term: • -I/D Co. Objectives and hire to meet them • -Look for people to fit within each profit cntr • -Personality fit • -Longevity potential • -History • -Experience • *Hiring is not just about who will work for the cheapest price

6. Recently there has been a trend toward contract Labor • Advs.Disadvans. • Easy come easy go -No loyalty • No benefits -Poor attitude • Flexibility -Retraining often

7. Federal RegulationsRegarding Hiring • Fair Labor Standards Act- 1938 • minimum wage • overtime pay • child labor • gender based discrimination • Civil Rights Act- 1964 • Age Discrimination Act- (between 40 & 70) • OSHA- 1970- 8 or more employees • Handicapped AccessibilityAct- 1990

8. RECRUITING • Colleges/Universities • Former Students- Good source for CFI’s • Job Service Publications • *Personal Contacts- Often Best for FBO’s • Headhunter/Employment Agency

9. THE COMMUNICATION PROCESS- Good Personnel Management involves good communication • -encoding • -transmission • -reception • -decoding • -understanding • All have potential for error

10. Barriers to effective communication • -our expectations • -judge value of info by source • -Our current state of mind (ie. Depressed) • -Different word meanings • -Paradigms- patterns of thinking (or $.20) • -3rd party intervention • -When we Assume- remember what it does

11. Effective managers learn non-verbal cues in communication: • -tone • -rate of speech • -Volume/pitch of voice • -eye contact • -head position • -position of eyebrows • -body position

12. Understanding Motivation • Theories of Motivation- content Theories (older) • Maslow’s Hierarchy of needs • 1. physiological • 2. Safety • 3. Social • 4. Esteem & respect • 5. Self Actualization

13. Motivation- Content Theories ctn. • Herzberg’s 2 factor Theory • Hygiene Factors- Salary, benefits, job security, supervisor/peer relationships • Motivation Factors- Recognition, Power, Achievement, Advancement

14. Motivation- Content Theories ctn. • Clayton Adler’s EGR Theory- motivation is based on having three needs met • E- existence needs • G- growth needs • R- relatedness needs

15. Process Theories of Motivation • Vroom’s Expectancy Theory- motivation is based on three things: • Valence- Is it possible for me to achieve the work? • Instrumentality- Does this work lead to a reward? • Expectancy- Is the reward something I value?

16. Other Theories of Motivation • Equity Theory- I’m happy until I detect some inequity- i.e. someone earning more $. • Goal Setting Theory- People are motivated by setting goals and achieving them- based on the intrinsic satisfaction of achievement.

17. LEADERSHIP- • Each manager needs to develop their own style of leadership based on: • Personality • Experience • Training

18. Leadership Ctn. • Theory X: • -People inherently dislike work • -Employees must be coerced into working and achieving desired results • -Managers must be authoritative and autocratic • Theory Y: • -People inherently like work and want to do their best • -Managers job is to encourage and facilitate employees to perform at the optimum level

19. Discipline • Discipline- Style needs to be fair and consistent and is dependant on your management style.

20. The End Questions