HR management

• relationship between HR management and achieving objectives

  HRM is the effective management of formal relationships between the employer and employee. Managers are responsible for overseeing the employees life cycle, recruitment, training and performance related pay. by focusing on determining positive objectives and supporting employees to achieve them, it motivates staff, increases productivity and achievement of objectives. there must be a balance for the need of profitability and welfare of employees as it is ultimately staff who will achieve the goals of a business.
• an example of relationship between HRM and objectives

  objective to increase in profits, HR must improve product knowledge, done through strategy of ongoing training
• Maslow's hierarchy of needs


  A sequence of human needs in the order of importance
• Levels of Maslow's hierarchy

  • Psychological
  • Safety
  • Social
  • Esteem
  • Self-actualisation
• Psychological needs


  • Need for air, food, water, health = satisfactory pay for survival
• Safety needs


  • Need for shelter, stability = safe working conditions and job security
• Social needs


  • Need for love, belonging, inclusion = teamwork, involvement in decision making and supportive management
• Esteem needs


  • Need for power, control, recognition = responsibility, promotion and recognition
• Self-actualisation needs


  • Need for development, creativity, growth = creative, interesting jobs and opportunities for advancement
• Goal setting theory


  Employees are motivated by clear goals and appropriate feedback
• Goal setting theory


  • Clarity - everyone understands what is expected so the result is rewarded, plus timeframe for nature of goal is clear
  • Challenge - should extend employee but should be achievable, no point being too easy or beyond capabilities
  • Commitment - actively pursuing achievement of goals, if employee has more input its motivation to perform highly
  • Feedback - offer recognition for progress achieved, to make adjustments to goals and ensure expectations are clear
  • Task complexity - goals should be challenging enough to motivate but not overwhelming
• Four drive theory (Lawrence and Nohria)


  Interpretation of human behaviour that covers all emotions & motivations, firmly planted in our evolutionary past
• Four drives

  • Acquire
  • Bond
  • Learn
  • Defend
• Drive to acquire


  To own material goods, want for status, power and influence
• Drive to bond


  Includes strong need to form relationships with other individuals/groups
• Drive to learn


  Satisfy curiosity, learn new skills
• Drive to defend


  Remove threats to safety and protect what is ours
• intrinsic/ extrinsic awards


  extrinsic= tangible or physical award like certificate intrinsic= intangible award tat comes from within the person achieving success or performing well like sense of fulfillment
• performance related pay (PRP)


  monetary compensation rewarded to employees when performance equals or exceeds goal criteria, is a means of motivating like bonuses or pay increase
• career advancement 


  when a person takes on a job that carries greater responsibilities/ increased opportunities to provide leadership, this is done within same workplace or moving to a new one
• investment in training 


  directing finances/resources such as time into teaching of skills to employees, this improves productivity by increasing job satisfaction
• support strategies 


  the assistance provided by a business to help employees cope with difficulties that may impend work performance
• sanction strategies 


  form of penalty imposed on employee for poor performance, may be necessary when wrongdoing is reckless and may harm other people
• on the job training 


  employees learn specific set of skills within the workplace environment using equipment, machinery present
• off the job training


  when employees learn skills in location away from the workplace by being sent to a specialised training institution
• performance management 


  focus on improving both business and individual performance by relating business objectives to individual ones
• management by objectives


  management and employees agree of a set of objectives that contribute to the business objective as a whole
• appraisal 


  formal assessment of how efficiently or effectively an employee is performing their role, through essay method, keeping track on a journal
• employee self evaluation


  process whereby employees carry out self assessment based on range of agreed criteria, asking oneself questions like what are my strengths or weaknesses?
• employee observation


  strategy using a variety of opinions on employees work to sough an aim of arriving at a more comprehensive picture of past/current performance