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• Managing employees


  The activities and tasks involved in getting the very best out of them employees who are working for you.
• role human resources manager


  coordinates and directs employees throughout all stages of their employment.

  
  

  coordinate the relationship between employees and

  management within a business.
• Human Resource Management (HRM)


  the area of the business that is responsible for managing the relationship between employees and the business.
• 5 aspects of managing employees

  - Motivation.

  - Training.

  - Performance management.

  - Termination.

  - Wages and conditions of work.
• Motivation


  is the willingness of an individual to expand energy and effort in completing a task
• 3 motivation strategies and their makers

  - Hierarchy of Needs - Maslow

  - Goal Setting Theory - Locke & Latham

  - Four Drives Theory - Lawrence & Nohria
• Hierarchy of Needs (Maslow)


  is a motivational

  theory that suggests

  people have five

  fundamental needs, and

  their sequential attainment

  of each need acts as a

  source of motivation.

  
• 5 aspects of the Hierarchy of Needs (Maslow)

  - Physiological.

  - Safety and security

  - Social.

  - Esteem.

  - Self-actualisation.

  
• Physiological needs (Maslow)


  Are the basic requirements for human survival, such as

  food, water, and shelter.

  
  

  manager must satisfy by providing a living wage
• Safety and security needs (Maslow)

  are the desires for protection from dangerous or threatening environments.

  
  

  manager must ensure safe conditions of work, long-term employment contracts
• Social needs (Maslow)


  are the desires for a sense of belonging and friendship among groups, both inside and outside the workplace.

  
  

  manager should encourage team-based work, celebrating employee birthdays, and organising collaborative events
• Esteem Needs (Maslow)


  are an individual's desires to feel important, valuable, and respected.

  
  

  manager should acknowledging their strong performance with monetary rewards, increasing their job responsibilities, or promoting them to a higher position.
• Self-actualisation needs (Maslow)


  are the desires of an individual to reach their full potential through creativity and personal growth.

  
  

  manager needs to providing employees with challenging work, opportunities for skill and knowledge development, and offering employees work that enables them to express their creativity.
• advantages: Malsow's theory


  - Can give managers a clear path to motivate

  employees.

  
  

  - Motivation can occur quickly when employees

  progress through the lower levels of the hierarchy.

  
  

  - Employees can work in an engaging environment

  that allows them to reach their full potential.
• disadvantages: Maslow's theory


  - Not all employees will be motivated by the same

  needs at once.

  
  

  - It is difficult to measure success, as the levels of

  satisfaction gained at each stage can vary among

  people

  
  

  - Assumes all employees are motivated in the

  same order.
• Goal Setting Theory (Locke & Latham)


  is a motivation theory that states that employees are motivated by clearly defined goals that fulfil five key principles.
• 5 principles: Goal Setting Theory (Locke & Latham)

  - Clarity.

  - Challenge

  - Commitment

  - Feedback

  - Task complexity
• Clarity: Goal Setting Theory (Locke & Latham)


  - Goals should be specific and easy to measure.

  
  

  - Employees should be able to clearly understand what is expected of them.
• Commitment: Goal Setting Theory (Locke & Latham)

  -Employees should be involved in setting their goals.

  
  

  -Goals should incorporate the personal interests of employees.
• Challenge: Goal Setting Theory (Locke & Latham)


  - The goal should be difficult enough to encourage employees to improve in order to achieve it.
• Feedback: Goal Setting Theory (Locke & Latham)

  - Managers should provide regular support to employees and adjust goals as needed.

  
  

  - Managers should constantly monitor the progress of employees to keep them on track, clarify misunderstandings, and encourage them to achieve their goals.
• Task complexity: Goal Setting Theory (Locke & Latham)


  - The goal should not overwhelm employees and should be achievable.

  
  

  - Employees should receive adequate training and time to achieve their goals.
• advantages: Goal Setting Theory (Locke & Latham)

  -The process of managers setting goals with employees can

  improve levels of trust and the relationship between employees and management.

  
  

  - Employees may be more motivated to complete tasks

  if work goals align with their personal interests.

  
  

  - Goals that align employee goals with achieving business

  objectives are likely to improve business performance.
• disadvantages: Goal Setting Theory (Locke & Latham)


  - difficult for a manager to always align an employee's

  personal goals with business objectives.

  
  

  - The process of setting goals and providing feedback to each

  employee can be time-consuming for management.

  
  

  - Employees may become stressed and demotivated if they have too many goals at once.
• Four Drives Theory (Lawrence & Nohria)


  is a motivational theory that suggests that people

  strive to balance four fundamental desires.

  
• The 4 drives (Lawrence & Nohria)

  - Acquire.

  - Bond.

  - Learn

  - Defend.
• The drive to acquire (Lawrence & Nohria)

  Definition: is the desire to achieve rewards and high status.

  
  

  manager can reward employees who make meaningful contributions to business objectives by Higher wages or Pathways for promotions
• The drive to bond (Lawrence & Nohria)


  Definition: is the desire to participate in social interactions and feel a sense of belonging.

  
  

  A manager can fulfil the drive to bond by develop an inclusive workplace environment may include:

  - introducing recreational team bonding activities, such as sports days.

  - encouraging group work instead of tasks to be done by a single person.

  - celebrating employee milestones and birthdays.

  - holding social events that employees can regularly attend and participate in.
• The drive to learn (Lawrence & Nohria)


  Definition: is the desire to gain knowledge, skills, and experience.

  
  

  A manager can

  - facilitating internal and external work-related training courses.

  - adopting a mentoring system between junior and senior employees.

  - regularly rotating the types of tasks assigned to employees.

  - sponsoring employees to pursue further education and qualifications.

  - assigning challenging work tasks to employees to broaden their range of skills.
• The drive to defend (Lawrence & Nohria)


  Definition: is the desire to protect personal security as well as the values of the business.

  
  

  a manager can

  - developing a vision that employees agree with.

  - implementing policies using employee input.

  - ensuring that managers represent business values.

  - building trust by supporting and collaborating with employees.
• Advanatages: Four Drives Theory (Lawrence & Nohria)

  - simple and easy approach for managers to implement in motivating employees

  
  

  - All four drives can be attained simultaneously, and are not

  restricted to sequential orders, therefore increasing motivation

  efficiently for the business.
• Disadvantages: Four Drives Theory (Lawrence & Nohria)


  - Managers may find it difficult to manage four drives

  simultaneously.

  
  

  - Rewarding individual employees may lead to unhealthy

  competition in the workplace.
• SIMILARITIES BETWEEN: Maslow (Hierarchy of Needs) & Locke and Latham (Goal Setting)


  Both theories recognise that personal gain is a factor that can motivate employees.

  
  

  Both recognise the importance of feedback from management.

  
  

  Both theories place emphasis on motivating through intrinsic factors.
• DIFFERENCES BETWEEN: Maslow (Hierarchy of Needs) & Locke and Latham (Goal Setting)


  • Maslow's Hierarchy of Needs focuses on fulfilling one need at a time in sequential order, whereas the Goal

  Setting Theory requires all principles to be incorporated simultaneously to motivate an employee.

  
  

  • Maslow's Hierarchy of Needs can be applied by a manager alone by observing the needs of an employee,

  whereas the Goal Setting Theory requires employee input to create goals collaboratively.

  
  

  • The Goal Setting Theory believes that an individual can be motivated through purely intrinsic factors,

  whereas Maslow's theory focuses on both intrinsic and extrinsic motivators, such as physiological needs.
• SIMILARITIES BETWEEN: Maslow (Hierarchy of Needs) & Lawrence and Nohria (Four drive Theory)


  • Both theories focus on motivating employees holistically, through addressing their physical, social, and emotional desires.

  
  

  • Both theories suggest employees are motivated by the desire to feel a sense of belonging within the workplace through social needs and the drive to bond.

  
  

  • Both theories suggest that employees are motivated by a desire to improve their knowledge and skills

  through self-actualisation needs and the drive to learn.
• DIFFERENCES BETWEEN: Maslow (Hierarchy of Needs) & Lawrence and Nohria (Four drive Theory)


  • Maslow's Hierarchy of Needs must be met in sequential order, whereas the Four Drive Theory suggests

  any drive may be relevant to an employee in no particular order.

  
  

  • The Hierarchy of Needs states that employees are motivated to fulfil only one need at a time, whereas the Four Drive Theory states that all needs can drive employee behaviour simultaneously.
• SIMILARITIES BETWEEN: Lawrence and Nohria ( 4 Drive Theory) & Locke and Latham's ( Goal Setting Theory)


  • Both theories recognise that employees are motivated to achieve success. This can be through the drive to

  acquire a higher position or achieve the goal of being promoted to a position with more responsibility.

  
  

  • Both suggest that multiple factors motivate an employee at any given time. All four drives may be active simultaneously, and business goals should incorporate multiple principles simultaneously.
• DIFFERENCES BETWEEN: Lawrence and Nohria ( 4 Drive Theory) & Locke and Latham's ( Goal Setting Theory)


  • The Goal Setting Theory involves employee input, whereas the Four Drive Theory is applied by a manager alone.

  
  

  • The Goal Setting Theory requires a manager to address each employee individually, which is not necessary when applying the Four Drive Theory.

  
  

  • The Goal Setting Theory believes that an individual can be motivated through purely intrinsic factors, whereas the Four Drive Theory also addresses extrinsic motivators through the drive to acquire
• Performance related pay


  is a financial reward that employees receive for reaching or exceeding a set business goal.

  
  

  Can provide motivation with da pay rise, a bonus, commission on sales.
• Advantages: performance related pay

  - Can be used to motivate many employees at once, which

  can improve overall business performance.

  
  

  - Employees can be motivated quickly through the incentive of

  financial rewards.