Human Needs in Organizational Settings - Essay Example

Human Needs in Organizational Settings Growth in aviation passengers and cargo is an outstanding characteristic of the last 50 years. Passenger traffic has increased by an average 8% worldwide witnessing that the amount of air travel has been doubling every 10 years or so. The price of air travel has steadily dropped over the past 50 years explained by a steady rise in use per person while the safety and smoothness of the flights has increased. (Neufville, 2000) This statistics suggest that we are working in a quickly developing business which requires competent and highly skilled workers. As a budget airline we aim to offer best prices and service conditions. We target business passengers offering stylish service and emphasizing on punctuality. Focusing on the high quality service conditions we attempt flexible workforce reduced to an adequate minimum. At the same time the number of workers should provide adequate level of services for the targeted customers. With regard to the above mentioned facts we understand the importance of successful human resource management as a precondition of innovation and development of the company. As human capital comprises such notions as the combined intelligence, skills and expertise (Bontis et.al, 1999), in our selection process we are guided by these variables. We set a number of standards to our workers. The qualification requirements are as follows: good knowledge of management, both practical and theoretical issues. project management and change management competence good educational background (A’ level standard including mathematics and literacy) knowledge of the modern means of communication and office equipment, IT innovations ability to analyze information and make timely decision based on it good communication skills (problem-solving and negotiation skills) Personal qualities which are encouraged are punctuality, good individual organization, motivation, ability to deal ethically with people and leadership qualities. Any career success incorporates three variables - knowledge of the career desired, the ability to devise a plan and the motivation and devotion to put the plan into action. On the way along the career ladder one needs to be confident, possess independent thinking and ability to solve problems and make decision-making. (Leadership and Management Skills, 2001) We expect the applicants to introduce themselves via competently produced CVs and exhibit their abilities in practical tasks offered by the Selection Board. We are going to assess an individual based on information about one’s abilities and skills, achievements and personality variables. We are also interested in person’s preferences and interests, values and attitudes. To obtain the picture of one’s professional competence we offer tests to see literacy or math level. The tests are produced by an automated test system. A specific written or practical exam is also possible. At this pre-selection stage a selection advisor will determine if an applicant can qualify to continue further selection procedure. At the next stage we deem important to test applicants’ communication skills and personality. That’s why on the second stage of the assessment procedure prospective applicants are offered to have an interview. Since the company is interested in organizing people into a strong team, peer interviews can be the most suitable tool to use for the creation of this team. The interviewing team should be a good cross-section of staff. (Frase-Blunt, 2001) To determine psychological aspects of the applicants we can also offer at the second stage of assessment psychometric testing or occupational personality questionnaires. This will help to make right decisions in cases where the placement is doubted after the interview. After the three stages of assessment procedure we select appropriate students to be placed in the company based on objective evidence obtained during the selection process. The assessment tools mentioned above will help us to avoid stereotyping or making wrong assumptions organizing all information in context. We’ll cut to minimum personal assessors’ prejudices such as first impressions, impressions of the third parties, comments that have no relation to selection procedure, racial or sex prejudices. The applicants who did not match the requirements will be notified in writing. Performance measurement is important working process as it is related to the achievement of corporate objectives. Giving feedback on the personnel performance is aimed on boosting individual productivity and corporation objectives in general. Performance measurement system which we use in our appraisal procedures is formal interaction in the form of interview when the subordinate and supervisor discuss possible problems and look for the ways to solve them. The appraisers analyze weaknesses and strengths to identify the poorer performers and offer some form of counseling or punishment in few cases. Improvement and skills development is also important issue which is regarded during performance appraisal. Usually the appraiser prepares the essay about the employee being appraised covering strengths and weaknesses in job performance and remedies in case of problems. This method allows the appraiser to include in essay any relevant issues in contrast to other methods with rigidly defined criteria. However, we understand that placement students need more specific approach to their work and they also need more specific method of their appraisal. We offer rating scale method with a ‘high degree of structure for appraisals.’ This performance measurement will reflect each ‘trait or characteristic on a bipolar scale that usually has several points ranging from "poor" to "excellent."’ (Performance appraisal) With the help of this appraisal method we can assess such attributes as work competence, communication skills, initiative and punctuality. This system will allow seeing clearly the general picture of the student’s efforts and this report will be a vivid illustration which can be further used by the university for its purposes. Structured and standardised rating scales allow comparing entire work force. With this we’ll place all students on equal footing – ‘the same appraisal process and rating criteria, the same range of responses’. (Performance appraisal) Rating scale methods, easy to use and understand, encourages equality for all appraisees. This serves as a standard measure of performance. Combined with performance measurement system of the university we’ll have well-rounded picture of placement students. This will allow avoiding some mistakes and deviations of the rating scale method like horns and halos effect. Performance appraisal among all other positive effects on the work of the company has one important function – distribution of rewards. Any kind of rewards serve as a source of motivation. We believe that motivation is a cornerstone of the spiritual, mental regulation of life-activity. Motivation is such a factor which stimulates activity of an individual and gives a stable and long-lasting orientation. Motivation is formed and regulated by needs, interests, attractions, stance, intentions, precepts, value orientations and ideals of a personality. (Salaman, g. & Butler, 1990) The reward distribution is very important issue which serves the basis of every organization. That’s why it’s of utmost importance to choose the right approach to the reward policy of the company. Successful reward system considers all sources of motivation. We aim to satisfy all kind of needs of our employees - existence needs, relatedness needs, and growth needs (Alderfer, 1972) The old management styles of ‘command and control’ are no more effective in the new environment of modern business. Relying of lower needs for motivation has been rejected still in 20th century. McGregor (1960) stressed that a command and control environment makes employees disinterested in organizational goals and tasks. McGregor (1960) connects positive motivation to Theory Y which introduces managers as creative and committed people. While creativity is inherent in population, work commitment is achieved if the rewards are directed to satisfy higher level needs. (McGregor 1967) We agree with this theory and make everything to create comfortable working environment for our employers to exhibit their best qualities and apply knowledge and skills they possess. The need for fulfillment can be used as motivator which urges alignment of personal and organizational goals. Employee motivation can be improved if management takes care of employees consultation in decision making and contributes to the creative capacity and allows employees to control their work environment. We ensure to create positive environment for our employees to grow, acquire new knowledge and discover their talents. We believe that open communication, supplying information, and being honest is the best way to achieve this. Open communication between all staff members improves morale by allowing the individual to feel included as a valued part of the organization. (Vellani, 2001) We’ll engage the staff in decision making, goal setting, and problem solving. At the same time we require them to be accountable for the results. We promote creativity and independence of the staff. We ensure that prospective placement students will have growth opportunities, development and advancement perspectives. They’ll receive managerial support for career and skills development. The company also understands the importance of both intrinsic and extrinsic rewards. Financial rewards are an important part of our motivational policy. We’ll reward performance fairly and according to the individual contributions. We value thinking and motivated staff and we support our beliefs with fair remuneration policies. However in case of placement we deem it important to pay minimum wages to students. Additional efforts and initiatives will be rewarded respectively. References Alderfer, C. P. (1972), Existence, Relatedness and Growth: Human Needs in Organizational Settings. New York: Free Press Bontis, N., Michael, G., Nicola, A., Dragonetti, C., Jacobsen, K. & Roos, G. (1999), “Review of the Tools Available To Measure and Manage Intangible Resources.” European Management Journal, vol.17, pp. 391-401. Frase-Blunt, M. (2001), “Peering Into An Interview: Peer interviewing can reveal the perfect candidate for your team--if it's done right. (Agenda: Recruitment).”HRMagazine Dec. McGregor, D (1967), The Professional Manager. (eds Bennis W and McGregor C), McGraw Hill. McGregor, D. (1960), The Human Side of Enterprise, McGraw Hill “Leadership And Management Skills - rising to the top.” (2001), Black Enterprise. Feb. Neufville, R. de. (2000), “Airports In The 21st Century. Prospects for the Future.” Massachusetts Institute of Technology. April 12. Performance appraisal. Available: http://www.performance-appraisal.com/results.htm (accessed 2006 Nov., 10) Recruitment and selection guidelines. (2003), Version 1, June Available: http://www.becta.org.uk (accessed 2006 Nov., 10) Salaman, G. & Butler, J. (1990), “Why managers won’t learn.” Mead, vol. 21, p.183. Vellani, K. H. (2001), “Don't let your guard down.” Security Management, 45(10), pp. 88-92 Read More