3.6 HR models

• Maslows hierarchy of needs

  
• Herzberg’s two factor theory: motivators and hygiene factors (things that could demotivate)

  
• Vrooms motivational theory

  
• Mayo - motivation depends on the type of work and type of supervision, group relations, sense of worth
• Taylor ->A member of the The school of scientific management, an organisation that believes that business decisions should be based on data that is researched and tested quantitatively. Taylor argued that people were only motivated by money, employees need to be closely supervised and paid accordingly to their productivity. This view ignores social needs of employees
• Labour turnover?

  number leaving during year/ average number of staff a year x100
• Labour retention?

  number of employees with on or more years in service / total staff x100
• Labour productivity?

  total output / number of employees
• Labour costs as a % of turnover?

  labour costs / turnover (sales revenue) x100
• Labour cost per unit?

  labout costs / output
• Hackman and Oldhams model

  Links to motivation, 5 aspects of the job

  
• Value of setting HR objectives

  • Employee engagement
  • Talent development
  • Training
• External influences on HR objectives

  • Economy e.g growing = more HR needed
  • political factors e.g minimum wage
  • technology
  • competitive environment
• Internal influences on HR

  • Corporate objectives
  • Type of product
  • Style of management
• Hard HR approach


  Short term, minimises wages, HR believes employees are expendable - links to autocratic leadership
• Soft HR approach


  Employees are the most valuable resource to a business and a vital competitive weapon, talent development, employees encouraged to make decisions - democratic style of leadership
• Job design - aligns with Hackman and Oldham


  Process of deciding the contents of a job in terms of duties and responsibilities.

  • Job rotation - relieves the monotony of just doing one job
  • Job enlargement - extends range of responsibilities of a similar level of complexity aka ‘horizontal loading’
  • Job enrichment - ‘vertically loaded’, increases complexity of current tasks
  • Job empowerment - giving employees control over working lives e.g putting them in teams and having them plan their own work
• Influences of job design

  Organisational factors -> nature of the wok

  Environmental factors -> employee avalability

  Behavioural factors -> autonomy, diversity, variety
• Organisational design


  The process of shaping the organisation to achieve objectives effectively.

  Key factors :

  Span of control

  Amount of delegation

  Centralisation/decentralisation
• Organisational structure


  Hierarchy - different levels of authority are ranked

  Chain of command - how authority is delegated from top to bottom

  Authority - power given to people to make decisions

  Span of control - number of subordinates someone has control over
• Span of control


  Wide = control over more people

  Narrow = control less people, closer relationships with employees
• Delegation


  Granting authority to others.
• Centralisation 


  When the power in a business is concentrated at the top of a hierarchy
• Decentralisation 


  When power is distributed through branches of an organisation. E.g branches of a chain deciding own rules about uniform.
• Influences on delegation, centralisation / decentralisation 


  Management style

  Skills of workforce

  Technology

  Economic influences

  Uniformity of decisions
• Value of changing job and organisatonal design

  Increased employee engagement and retention

  Lower costs -> flatter structures
• Human resource flow

  Movement of employees through an organisation

  Includes :

  Recruitment, promotion, employee termination
• RECRUITMENT AND SELECTION


  COMPLETE