Get Started. It's Free
or sign up with your email address
Rocket clouds
Unit 3 AOS2 by Mind Map: Unit 3 AOS2

1. THE RELATIONSHIP BETWEEN MANAGING EMPLOYEES AND ACHIEVING BUSINESS OBJECTIVES

1.1. ➔ The​ ​states,​ ​measurable​ ​targets​ ​of​ ​what​ ​a​ ​business​ ​wants​ ​to​ ​achieve

1.2. ➔ All​ ​business​ ​objectives​ ​must​ ​consider​ ​stakeholders​ ​in​ ​the​ ​business​ ​and​ ​how​ ​the objective​ ​will​ ​affect/influence​ ​them

2. THE IMPORTANCE OF EMPLOYEES

2.1. ➔ Employees​ ​are​ ​a​ ​key​ ​stakeholder​ ​in​ ​achieving​ ​business​ ​objectives

2.2. ➔ They​ ​play​ ​a​ ​key​ ​role​ ​in​ ​success

2.3. ➔ The​ ​are​ ​essentially​ ​required​ ​in​ ​the​ ​production​ ​process,​ ​manufacturing​ ​a​ ​product​ ​or providing​ ​a​ ​service

3. HUMAN RESOURCE MANAGEMENT

3.1. ➔ Definition:​ ​The​ ​effective​ ​management​ ​of​ ​the​ ​formal​ ​relationship​ ​between​ ​employees and​ ​employers

3.2. ➔ As​ ​business’​ ​grow​ ​more​ ​formal​ ​human​ ​resource​ ​management​ ​(HRM)​ ​policies​ ​and practices​ ​need​ ​to​ ​be​ ​established

3.3. ➔ In​ ​a​ ​small​ ​business​ ​this​ ​is​ ​usually​ ​the​ ​owner

3.4. ➔ They​ ​are​ ​also​ ​responsible​ ​for​ ​making​ ​sure​ ​the​ ​business​ ​gets​ ​the​ ​best​ ​out​ ​of​ ​its employees​ ​and​ ​employees​ ​have​ ​the​ ​right​ ​skills​ ​to​ ​carry​ ​out​ ​their​ ​roles

3.5. ➔ It​ ​is​ ​the​ ​person/people​ ​that​ ​are​ ​responsible​ ​for​ ​maintaining​ ​the​ ​relationship​ ​between employees​ ​and​ ​employers

3.6. WHAT A HRM CANT DO

3.6.1. ➔ They​ ​can’t​ ​tell​ ​other​ ​departments​ ​about​ ​what​ ​work​ ​needs​ ​to​ ​be​ ​done

3.6.2. *Employees​ ​are​ ​the​ ​biggest​ ​expense​ ​to​ ​the​ ​business​ ​as​ ​well​ ​as​ ​being​ ​the​ ​most​ ​valuable asset*

3.6.3. ➔ HRM​ ​is​ ​a​ ​part​ ​of​ ​a​ ​divisional​ ​structure

3.6.4. ➔ HRM​ ​is​ ​a​ ​functional​ ​area​ ​of​ ​the​ ​business​ ​and​ ​needs​ ​to​ ​consider​ ​external​ ​and​ ​internal influences​ ​this​ ​will​ ​help​ ​impact​ ​the​ ​business​ ​strategy​ ​that​ ​is​ ​implemented​ ​in​ ​the business

3.6.5. ➔ They​ ​have​ ​the​ ​authority​ ​to​ ​advise​ ​not​ ​to​ ​direct​ ​other​ ​line​ ​managers

4. MANAGEMENT BY OBJECTIVES

4.1. ➔ The​ ​process​ ​of​ ​setting​ ​goals​ ​using​ ​SMART​ ​principles​ ​which​ ​relate​ ​to​ ​the​ ​employees key​ ​areas​ ​of​ ​responsibility

4.2. ➔ MBO​ ​was​ ​established​ ​by​ ​Peter​ ​Drucker​ ​in​ ​1954​ ​and​ ​it​ ​fits​ ​in​ ​with​ ​the​ ​goal​ ​setting motivation​ ​theory​ ​and​ ​can​ ​be​ ​used​ ​as​ ​a​ ​way​ ​to​ ​conduct​ ​performance​ ​appraisals

4.3. ➔ Management​ ​by​ ​objectives​ ​creates​ ​a​ ​sense​ ​of​ ​direction​ ​and​ ​provides​ ​a​ ​measure​ ​to assess​ ​an​ ​employee's​ ​work​ ​performance

4.4. ➔ This​ ​is​ ​because​ ​the​ ​individual​ ​employee​ ​objectives​ ​should​ ​link​ ​to​ ​the​ ​team department​ ​or​ ​business​ ​as​ ​a​ ​whole

4.5. ADOPTING THE MBO THEORY

4.5.1. : ➔ Requires​ ​managers​ ​and​ ​staff​ ​at​ ​all​ ​levels​ ​to​ ​set​ ​objectives​ ​relevant​ ​to​ ​their​ ​area​ ​of responsibility​ ​and​ ​have​ ​their​ ​performance​ ​(outcomes)​ ​measure​ ​to​ ​these

4.5.2. ➔ It​ ​can​ ​also​ ​help​ ​with​ ​improved​ ​workers​ ​attendance​ ​as​ ​they​ ​enjoy​ ​theory​ ​job

4.5.3. ➔ It​ ​can​ ​help​ ​improve​ ​productivity

4.5.4. ➔ It​ ​should​ ​make​ ​employees​ ​more​ ​engaged​ ​with​ ​their​ ​work​ ​and​ ​ownership​ ​as​ ​they​ ​can directly​ ​impact​ ​the​ ​businesses​ ​success

4.5.5. ➔ It​ ​helps​ ​all​ ​members​ ​of​ ​the​ ​organization​ ​achieve​ ​personal​ ​objectives​ ​and​ ​business objectives

5. WHAT IS MOTIVATION?

5.1. ➔ It’s​ ​what​ ​drives​ ​a​ ​person​ ​to​ ​do​ ​things​ ​a​ ​certain​ ​way​ ​or​ ​to​ ​achieve​ ​a​ ​certain​ ​goal

5.2. ➔ The​ ​individual​ ​internal​ ​process​ ​that​ ​directs,​ ​energises​ ​and​ ​sustains​ ​a​ ​person's behaviour

6. THE KEY PRINCIPLES OF THE FOLLOWING THEORIES OF MOTIVATION: HIERARCHY OF NEEDS (MASLOW), GOAL SETTING THEORY (LOCKE AND LATHAM), AND THE 4 DRIVE THEORY (LAWRENCE AND NOHRIA)

6.1. HIERARCHY OF NEEDS ( MASLOW)

6.1.1. Abraham​ ​Maslow​ ​believed​ ​that​ ​all​ ​people​ ​had​ ​a​ ​need to​ ​be​ ​satisfied​ ​and​ ​they​ ​will​ ​work​ ​towards​ ​satisfying​ ​that​ ​need.​ ​He​ ​developed maslow's​ ​hierarchy​ ​of​ ​needs,​ ​arranging​ ​in​ ​order​ ​of​ ​importance,​ ​this​ ​hierarchy​ ​of needs​ ​is​ ​a​ ​sequence​ ​of​ ​human​ ​needs​ ​in​ ​order​ ​of​ ​importance​ ​and​ ​that​ ​you​ ​can’t​ ​move up​ ​between​ ​needs​ ​unless​ ​the​ ​basic​ ​need​ ​has​ ​been​ ​satisfied 10 ➔ His​ ​theory​ ​is​ ​important​ ​because​ ​it​ ​suggests​ ​businesses​ ​have​ ​to​ ​create​ ​workplaces that​ ​attempt​ ​to​ ​satisfy​ ​all​ ​the​ ​needs​ ​of​ ​the​ ​employee​ ​if​ ​they​ ​don’t​ ​employees​ ​will become​ ​disillusioned​ ​and​ ​choose​ ​to​ ​leave​ ​or​ ​demotivated

6.1.2. STEPS

6.1.2.1. Self​ ​actualisation-​​ ​Achieving​ ​one’s​ ​full​ ​potential, including​ ​creative​ ​activities

6.1.2.2. Esteem​ ​needs-​ ​​Prestige​ ​and​ ​feeling​ ​of accomplishment Belongness​ ​and​ ​love​ ​needs-​ ​​Intimate​ ​relationships and​ ​friends

6.1.2.3. Safety​ ​needs-​​ ​Security​ ​and​ ​safety

6.1.2.4. Physiological​ ​needs-​​ ​Food,​ ​water,​ ​warmth​ ​and​ ​rest

6.2. ROLES OF A HUMAN RESOURCE MANAGER

6.2.1. ➔ Recruitment​ ​and​ ​selection​ ​process

6.2.2. ➔ Human​ ​resource​ ​manager​ ​can​ ​also​ ​be​ ​known​ ​as​ ​staff​ ​managers-​ ​as​ ​they​ ​can​ ​offer advice​ ​about​ ​policies​ ​and​ ​practices​ ​and​ ​procedures,​ ​they​ ​can​ ​also​ ​assists employees,​ ​other​ ​managers​ ​(functional​ ​managers)​ ​and​ ​the​ ​business​ ​as​ ​a​ ​whole

6.2.3. ➔ Evaluation​ ​policies

6.2.4. ➔ Performance​ ​management

6.2.5. ➔ OH&S​ ​guidelines

6.3. GOAL SETTING THEORY (LOCKE AND LATHAM)

6.3.1. ➔ Based​ ​on​ ​the​ ​notion​ ​that​ ​employees​ ​are​ ​more​ ​likely​ ​to​ ​be​ ​motivated​ ​if​ ​they​ ​are​ ​able to​ ​​ ​strive​ ​for​ ​specific​ ​goals​ ​and​ ​can​ ​be​ ​rewarded​ ​for​ ​achieving​ ​those​ ​goals

6.3.2. ➔ The​ ​employees​ ​must​ ​be​ ​committed​ ​to​ ​meet​ ​the​ ​challenge​ ​and​ ​that​ ​if​ ​helps​ ​if​ ​the employee's​ ​gets​ ​constant​ ​feedback​ ​so​ ​that​ ​if​ ​required​ ​clarification​ ​and​ ​adjustment​ ​of the​ ​goals​ ​can​ ​take​ ​place​ ​so​ ​the​ ​employee​ ​does​ ​not​ ​lose​ ​motivation

6.3.3. ➔ In​ ​order​ ​to​ ​motivate​ ​the​ ​goal​ ​must​ ​be​ ​specific,​ ​clear​ ​and​ ​provide​ ​a​ ​challenge​ ​to​ ​the employees

6.3.4. PRINCIPALS

6.3.4.1. Feedback:​​ ​many​ ​goals​ ​will​ ​take​ ​a​ ​long​ ​time​ ​to​ ​achieve​ ​so​ ​ongoing​ ​feedback​ ​can​ ​help​ ​keep the​ ​employee​ ​working​ ​towards​ ​the​ ​goal Task​ ​complexity:​​ ​if​ ​tasks​ ​lack​ ​complexity​ ​and​ ​the​ ​employee​ ​sees​ ​it​ ​as​ ​easy​ ​there​ ​is​ ​unlikely to​ ​be​ ​a​ ​high​ ​level​ ​of​ ​motivation

6.3.4.2. Commitment:​​ ​an​ ​employee​ ​that​ ​is​ ​committed​ ​to​ ​the​ ​achievement​ ​of​ ​the​ ​goal​ ​will​ ​be motivated​ ​to​ ​work​ ​towards​ ​it.​ ​This​ ​can​ ​be​ ​achieved​ ​by​ ​allowing​ ​the​ ​employees​ ​to​ ​be​ ​involved in​ ​the​ ​setting​ ​of​ ​goals

6.3.4.3. Challenge:​​ ​Locke​ ​and​ ​Latham​ ​found​ ​a​ ​direct​ ​relationship​ ​between​ ​how​ ​challenging​ ​a​ ​goal​ ​is and​ ​how​ ​motivated​ ​the​ ​employee​ ​is.​ ​The​ ​more​ ​challenging​ ​the​ ​goal​ ​the​ ​more​ ​motivation​ ​is created

6.3.4.4. Clarity:​​ ​goals​ ​needed​ ​to​ ​be​ ​clear​ ​and​ ​specific​ ​so​ ​the​ ​employee​ ​knows​ ​exactly​ ​what​ ​they need​ ​to​ ​achieve.​ ​This​ ​allows​ ​them​ ​to​ ​focus​ ​on​ ​achieving​ ​a​ ​specific​ ​goal

6.3.5. BENEFITS

6.3.5.1. ➔ Improvement​ ​in​ ​team​ ​cohesion​ ​and​ ​collaboration

6.3.5.2. ➔ Employees​ ​become​ ​energized​ ​and​ ​empowered

6.3.5.3. ➔ Companies​ ​ensure​ ​that​ ​all​ ​employees​ ​have​ ​closely​ ​aligned​ ​goals,​ ​have​ ​a​ ​high​ ​level of​ ​financial​ ​success

6.4. The​ ​drive​ ​to​ ​bond:​ ​​We​ ​all​ ​need​ ​to​ ​find,​ ​connect​ ​and​ ​seek​ ​others​ ​whether​ ​it​ ​is​ ​family,​ ​peer groups​ ​or​ ​being​ ​part​ ​of​ ​a​ ​business,​ ​association​ ​and​ ​our​ ​nation.​ ​Motivation​ ​receives​ ​an enormous​ ​boost​ ​when​ ​employees​ ​feel​ ​proud​ ​to​ ​belong​ ​to​ ​a​ ​business,​ ​but​ ​this​ ​plummets​ ​if the​ ​business​ ​does​ ​something​ ​to​ ​betray​ ​this​ ​feeling​ ​of​ ​pride

6.4.1. The​ ​drive​ ​to​ ​defend:​ ​​This​ ​stems​ ​from​ ​our​ ​natural​ ​instinct​ ​to​ ​defend​ ​ourselves,​ ​family​ ​and friends,​ ​property​ ​and​ ​our​ ​accomplishment,​ ​beliefs​ ​and​ ​ideas​ ​against​ ​external​ ​threats (flight-fight​ ​response).​ ​This​ ​drive​ ​directly​ ​links​ ​to​ ​people’s​ ​fear​ ​and​ ​resistance​ ​to​ ​change

6.5. FOUR​ ​DRIVE​ ​THEORY​ ​(LAWRENCE​ ​AND​ ​NOHRIA) ➔ Basic​ ​motivation​ ​needs

6.5.1. The​ ​drive​ ​to​ ​acquire:​ ​​This​ ​can​ ​be​ ​regarded​ ​as​ ​both​ ​a​ ​basic​ ​and​ ​complex​ ​need.​ ​For instance​ ​basic​ ​as​ ​it​ ​relates​ ​to​ ​an​ ​individual​ ​gathering​ ​the​ ​necessities​ ​for​ ​survival​ ​(clothing, housing​ ​and​ ​money).​ ​Complex​ ​when​ ​it​ ​relates​ ​to​ ​the​ ​acquiring​ ​of​ ​status,​ ​accomplishment and​ ​power​ ​(private​ ​office,​ ​power)

6.5.2. The​ ​drive​ ​to​ ​comprehend:​ ​​People​ ​need​ ​to​ ​make​ ​sense​ ​of​ ​the​ ​world​ ​around​ ​them​ ​and contribute​ ​to​ ​it.​ ​This​ ​directly​ ​links​ ​to​ ​why​ ​learning​ ​and​ ​work​ ​both​ ​engage​ ​and​ ​energise employees

7. MOTIVATION STRATEGIES: INCLUDING PERFORMANCE RELATED PAY, CAREER ADVANCEMENT, INVESTMENT IN TRAINING AND SUPPORT AND SANCTION

7.1. PAY INCREASES

7.1.1. ➔ When​ ​an​ ​employee​ ​starts​ ​at​ ​a​ ​job​ ​their​ ​rate​ ​of​ ​pay​ ​is​ ​either​ ​negotiated​ ​in​ ​an employment​ ​contract​ ​or​ ​set​ ​by​ ​an​ ​award

7.1.2. ➔ After​ ​a​ ​period​ ​of​ ​time​ ​an​ ​employer​ ​may​ ​offer​ ​pay​ ​rises​ ​to​ ​people​ ​who​ ​work​ ​hard​ ​and add​ ​value​ ​to​ ​the​ ​business 12

7.2. BONUSES

7.2.1. ➔ One​ ​off​ ​payment​ ​to​ ​an​ ​employee​ ​or​ ​group​ ​of​ ​employees​ ​for​ ​achieving​ ​a​ ​particular target​ ​or​ ​special​ ​effort,​ ​it’s​ ​a​ ​one​ ​off

7.3. COMMISIONS

7.3.1. ➔ Is​ ​an​ ​amount​ ​paid​ ​for​ ​accomplishing​ ​its​ ​sale,​ ​it’s​ ​generally​ ​a​ ​fixed​ ​%​ ​of​ ​the​ ​price *Reward:​ ​An​ ​award​ ​is​ ​legally​ ​binding​ ​agreement​ ​that​ ​sets​ ​out​ ​minimum​ ​wages​ ​and conditions​ ​for​ ​a​ ​group​ ​of​ ​employees​ ​in​ ​a​ ​given​ ​industry*

7.4. SHAREPLANS

7.4.1. ➔ A​ ​registered​ ​company​ ​both​ ​public​ ​and​ ​private​ ​can​ ​offer​ ​shares​ ​of​ ​its​ ​business​ ​to​ ​its staff

7.4.2. ➔ If​ ​the​ ​business​ ​is​ ​successful​ ​profits​ ​is​ ​paid​ ​as​ ​a​ ​dividend​ ​to​ ​its​ ​shareholders​ ​so employees​ ​will​ ​gain​ ​more​ ​income​ ​from​ ​profits

7.5. PROFIT SHARING

7.5.1. ➔ Instead​ ​of​ ​giving​ ​employees​ ​shares,​ ​a​ ​company​ ​can​ ​offer​ ​a​ ​%​ ​of​ ​profits​ ​to​ ​its employees​ ​with​ ​the​ ​overall​ ​goal​ ​or​ ​increasing​ ​profit​ ​so​ ​everyone​ ​can​ ​share​ ​in​ ​it

7.6. GAINS SHARING

7.6.1. ➔ Is​ ​the​ ​method​ ​of​ ​rewarding​ ​employees​ ​for​ ​making​ ​suggestions​ ​that​ ​improve productivity​ ​in​ ​the​ ​business.​ ​The​ ​savings​ ​that​ ​are​ ​achieved​ ​are​ ​given​ ​back​ ​to​ ​the employees

7.7. CAREER ADVANCEMENT

7.7.1. ➔ Promoting​ ​people​ ​to​ ​more​ ​senior​ ​positions​ ​that​ ​give​ ​them​ ​more motivation/responsibility​ ​and​ ​authority-​ ​this​ ​level​ ​of​ ​promotion​ ​can​ ​motivate​ ​some employees

7.8. SUPPORT AND SANCTION

7.8.1. ➔ People​ ​do​ ​the​ ​work​ ​because​ ​they​ ​fear​ ​for​ ​the​ ​results​ ​if​ ​you​ ​don’t

7.9. INVESTMENT IN TRAINING

7.9.1. ➔ Employees​ ​gain​ ​skills​ ​and​ ​knowledge​ ​via​ ​training

8. ADVANTAGES AND DISADVANTAGES OF MOTIVATION STRATEGIES AND THERE AFFECT ON SHORT TERM AND LONG TERM EMPLOYEE MOTIVATION

9. TRAINING OPTIONS INCLUDING ON AND OFF THE JOB TRAINING + THE ADVANTAGES AND DISADVANTAGES OF BOTH

10. PERFORMANCE MANAGEMENT STRATEGIES TO ACHIEVE BOT BUSINESS AND EMPLOYEE OBJECTIVES, INCLUDING MANAGEMENT BY OBJECTIVES, APPRAISALS, SELF EVALUATION AND EMPLOYEE OBSERVATION

10.1. EMPLOYEE OBSERVATION

10.1.1. ➔ The​ ​aim​ ​is​ ​to​ ​get​ ​feedback​ ​from​ ​a​ ​variety​ ​of​ ​different​ ​parties​ ​to​ ​arrive​ ​at​ ​a​ ​picture​ ​of​ ​a past​ ​and​ ​current​ ​performance

10.1.2. ➔ Helps​ ​to​ ​evaluate​ ​leadership​ ​teamwork​ ​and​ ​interpersonal​ ​skills

10.1.3. ➔ Focus​ ​on​ ​how​ ​the​ ​employee​ ​works​ ​as​ ​a​ ​part​ ​of​ ​the​ ​team

10.1.4. ➔ Helps​ ​identify​ ​strength​ ​and​ ​weaknesses​ ​and​ ​gives​ ​a​ ​broad​ ​overview​ ​of​ ​the employee's​ ​performance

10.1.5. ➔ About​ ​8-12​ ​employees​ ​complete​ ​confidential​ ​evaluation​ ​forms​ ​and​ ​the​ ​employee under​ ​review​ ​also​ ​completes​ ​self​ ​evaluation

10.1.6. ➔ This​ ​is​ ​often​ ​used​ ​to​ ​evaluate​ ​the​ ​performance​ ​of​ ​managers​ ​and​ ​supervisors​ ​by getting​ ​input​ ​from​ ​their​ ​subordinates​ ​fellow​ ​supervisors​ ​and​ ​superiors

10.1.7. ➔ 360​ ​degree​ ​feedback

10.2. SELF EVALUATION

10.2.1. ➔ This​ ​involved​ ​employees​ ​carrying​ ​out​ ​a​ ​process​ ​of​ ​self​ ​assessment​ ​based​ ​on​ ​an agreed​ ​set​ ​criteria

10.2.2. ➔ What​ ​initiatives​ ​can​ ​i​ ​undertake​ ​to​ ​be​ ​a​ ​better​ ​employee​ ​in​ ​the​ ​future

10.2.3. ➔ What​ ​could​ ​i​ ​have​ ​done​ ​better?

10.2.4. ➔ What​ ​are​ ​my​ ​weaknesses?​ ​How​ ​do​ ​i​ ​overcome​ ​them?

10.2.5. ➔ What​ ​are​ ​my​ ​strengths?

10.3. MANAGEMENT BY OBJECTIVES

10.3.1. ➔ Process​ ​where​ ​management​ ​and​ ​employees​ ​agree​ ​on​ ​a​ ​set​ ​of​ ​goals​ ​for​ ​each employee​ ​when​ ​the​ ​individual​ ​goals​ ​contribute​ ​to​ ​the​ ​goals​ ​of​ ​the​ ​business​ ​as​ ​a whole

10.3.2. ➔ Managers​ ​use​ ​SMART​ ​goals​ ​to​ ​achieve​ ​these​ ​objectives

10.3.3. ➔ Performance​ ​appraisals​ ​once​ ​the​ ​goals​ ​have​ ​been​ ​achieved

10.3.4. ➔ Measuring​ ​progress​ ​to​ ​achieve​ ​goals

10.4. APPRAISALS

10.4.1. ➔ Measure​ ​how​ ​well​ ​an​ ​employee​ ​has​ ​performed​ ​with​ ​their​ ​jobs,​ ​provides​ ​feedback​ ​to employees​ ​and​ ​establishes​ ​plans​ ​to​ ​improve​ ​performance

10.4.2. ➔ Definition:​ ​a​ ​performance​ ​appraisal​ ​is​ ​the​ ​formal​ ​assessment​ ​of​ ​how​ ​efficient​ ​and effective​ ​an​ ​employee​ ​is​ ​performing​ ​in​ ​their​ ​role​ ​in​ ​the​ ​business

10.4.3. ➔ It​ ​reflects​ ​on​ ​past​ ​performance​ ​on​ ​the​ ​business​ ​and​ ​the​ ​employees​ ​performance