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Unit Four Business Management

Unit Four Business Management. Area of Study One The Management of the Human Resources Function. Outcome One On completion of this unit the student should be able to analyse and evaluate practices and processes related to human resource management. Introduction.

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Unit Four Business Management

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  1. Unit Four Business Management Area of Study One The Management of the Human Resources Function Outcome One On completion of this unit the student should be able to analyse and evaluate practices and processes related to human resource management

  2. Introduction • School Assessed Coursework – Outcome One Part A – Structured Questions • The set of structured questions that make up Part A of the SAC will assess the first part of the Area of Study. This includes the text chapters 4.1-4.8 and covers the content set out below: Factors involved in managing human resources, including: • relationship of human resource function to business objectives and strategy • employee expectations of people working for large-scale organisations including conditions of employment, occupational health and safety and job security and work-life balance • key principles of Maslow’s, Hertzberg’s and Locke’s theories of motivation • ethical and socially responsible management

  3. Relationship of human resource function to business objectives and strategy Key Terminology: • Function • Objectives • Strategy • Human resources • Productivity • Management Roles

  4. Relationship of human resource function to business objectives and strategy • Key Concepts: • What does Human Resources Management involve? • Coordinates the activities involved in managing the human resources • Uses POLC • Support long-term objectives of organisation • Manages effectively the relationship between employer and employee • How does the work relate to objectives and strategy? • The provision of talented, experienced and qualified staff • The maintenance and motivation of staff • Motivation = improved performance = productivity

  5. Employee expectations of people working for large-scale organisations Key Terminology: • Expectations • Motivation • Satisfaction • Employer of choice • Workplace diversity • Working conditions

  6. Employee expectations of people working for large-scale organisations • Key Concepts: • According to the Study Design employee expectations include: • conditions of employment – what the employer has agreed to give the employee in return for the employee’s work. They include: leave, hours, entitlements etc. • occupational health and safety – the responsibility of the employer to ensure the workplace is safe for employees and steps are taken to minimise harm • job security – a belief held by the employee that they will not lose their job • work-life balance - achieving the right amount of time for work and for personal life

  7. Employee expectations of people working for large-scale organisations • Key Concepts: • Practices used by HRM to meet employee expectations include: • Industrial democracy • Workplace diversity • Flexible working conditions • Fostering a supportive workplace culture that helps empower employees • When discussing these practices make sure you: • Describe the benefits for the employee • Describe the benefits for the organisation (link to ‘employer of choice’

  8. Key principles of Maslow’s, Hertzberg’s and Locke’s theories of motivation

  9. Maslow’s – Hierarchy of Needs Maslow believed that organisations that only use pay rises or job security to motivate employees are not meeting the higher order needs. Organisations must provide a workplace which encourages growth and development, opportunities for advancement and teamwork

  10. Herzberg’s Two-factor Theory • Herzberg modified Maslow’s theory. He believed that the factors could be divided into two groups: • Motivation factors (higher order needs) • Hygiene factors (lower order needs) • He believed that the hygiene factors while causing dissatisfaction if not present, do not motivate people. Motivation factors are needed in the long term.

  11. Locke’s Goal Theory • Locke believed that the key to motivation was the setting of clear goals and appropriate feedback regarding the achievement of the goals. • Working toward a goal provided motivation, lead to better performance and greater productivity. • According to Locke, goals should be: • Clear • Specific • Challenging • Achievable

  12. Ethical and socially responsible management of the HR function • Key Concepts: • Responsibility of HR • The development of a Code of Conduct • HR needs to have a clear understanding of the relevant legislation • HR needs to ensure all staff understand their legal responsibilities • Solving day-to-day problems relating to ESM issues

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