Group 5

• Human resources


  Company assets that must be maintained to keep the company at the competitive advantage in this changing world of work
• Morale

  An intangible mental attitude that motivates employees to perform their work enthusiastically
• Morale


  • Influenced by company policies, programs, supervisors, pay rewards, and advancement opportunities
  • Can be measured in team spirit, loyalty, and employees' goodwill
  • Effective supervision and management of human resources are crucial for developing morale
• Factors that influence development of morale


  • Employee factor
  • Management practices
  • Environmental communication
  • Social and environmental factors
• Employee factor


  Employees must be able to understand the company policies, rules and regulations
• Management practices


  Quality of the supervision and management practices are the makings of the front manager and supervisor
• Environmental communication


  • Good employee and management relationships depends on the environmental communication
  • Open communication between management and employees is the basic in all relationships
• Environmental communication


  1. Stress openness, fairness and direct point of communication

  2. Encourage feedback and immediate respond from the receiver

  3. Listen alternatively

  4. Repeat communication if necessary

  5. Remove the communication barriers
• Social and environmental factors


  Employee's mental and emotional conditions are influenced by the social forces to which the employee are exposed daily
• Social and environmental factors

  • Recreational activity
  • Social activities
  • Athletic programs
  • Training programs
• Motivation


  • Drives or impulses towards a goal or objective
  • Managerial motivation stimulates behavior towards personal and organizational objectives
• Indicative of good performance and personal satisfaction

  • Personal accomplishment
  • Praise for good work
  • Getting along with co-workers
  • Getting credit for good ideas implemented by management
  • Having a capable supervisor
  • Having challenging work capabilities
  • Being kept informed
  • Participating in decision-making
  • Company location and availability in transport
  • Knowing the parameters of what is expected of them
• Maslow's hierarchy of needs

  Human needs progress through five levels: Physiological, Safety and Security, Social, Esteem and Status, and Self-Actualization
• Herzberg's hygiene-motivation theory


  • Hygiene factors don't motivate but lessen dissatisfaction (e.g. salary, supervisors, workplace)
  • Motivation factors motivate (e.g. work itself, achievement)
• McClelland's achievement motive theory

  Motives of power, affiliation, and achievement drive employee morale and performance
• Expectancy theory


  • Expectancy is the belief that effort leads to reward
  • Instrumentality is the belief that reward depends on performance
  • Valence is the importance placed on the expected outcome
• Approaches to improving employee self-perception


  • Factor of production approach
  • Human relations approach
  • Human resource approach
• Factor of production approach

  Considers employees as another factor of production (Theory X)
• Human relations approach


  Emphasizes that "people are human and like to be treated as such" (Theory Y)
• Human resource approach


  Views employee productivity as an economic resource, measured by criteria like productivity, efficiency, and profitability
• Work-related motivators for employees

  • Job rotation
  • Cross training
  • Job enlargement
  • Job enrichment
• Supervisors should arrange for line workers to visit customers experiencing machine issues, helping them understand the mechanics of the machine operator
• High expectations


  Effective supervision can lead performance beyond an employee's expectations of himself
• Employee rewards


  Motivating factors for an employee to perform, but not all rewards have the same effect on all employees
• Supervisors should be aware of different theories of motivation of employees according to their needs and capitalize on it to achieve greater job performance
• Treating employees as individuals

  A supervisor who wishes to succeed at motivating has to remember that employees will respond in varying ways
• Financial incentives


  • Piecework/production bonus
  • Piece rate
  • Production bonus system
  • Commissions
  • Payment for suggestion system
  • Group incentive plan
  • Profit sharing plan
  • Gain sharing
• Piecework/production bonus


  Compensation of the individual workers directly with the work that is done
• Piece rate


  Companies may offer additional premiums for exceeding production quotas, instead of overtime work
• Production bonus system


  Management provides bonuses over regular production agendas when sales peak, requiring workers to produce more goods to capitalize on growth
• Commissions


  Incentives usually given to sales people who sold goods or services more than the required quota
• Payment for suggestion system

  Employees are rewarded for suggestions, leading to improved product or method development, reduced working hours, and increased morale
• Group incentive plan

  A financial incentive plan that rewards a team of workers for meeting or exceeding the target objectives
• Profit sharing plan


  Company sets aside a share of its profit and divides it among the employees with bonuses based on performance
• Gain sharing


  The organization's group incentive plan encourages employee participation in decision-making and rewards them with improved earnings