Human Resource Management and Organizational Behaviour - Research Paper Example

 Management and Organisational Behaviour Table of Contents Table of Contents 1 Introduction 2 Human Resource Management (HRM) 2 Features of HRM 3 Motivation Approach of Human Resource Management 3 Approaches to Motivation 3 Content Theories 4 Process Theories 4 Abraham Maslow’s Hierarchy of Needs Theory 4 Herzberg’s Two Factor Theory 5 Victor Vroom’s Expectancy Theory 6 Relationship between Motivation and Organizational Behaviour (OB) 6 Personality and Individual Difference 6 Approaches to Measure Difference 7 Nomothetic Approach 7 Idiographic Approach 7 Hans J. Eysenck’s Three Factor Model 7 The Big Five O.C.E.A.N Model 7 Relationship between Personality & Individual Difference and OB 8 Conclusion 8 Reference List 9 Appendices 11 Appendix 1 11 Appendix 2 12 Appendix 3 12 Introduction Management is an art of identifying exactly what the managers want to do for the progress of organisation and then observing that if it can be accomplished in the cheapest and the best way. It is also referred as a versatile mechanism that efficiently manages workers, managers and business. Companies are always known for their innovative and indigenous management practices which are revealed in their performance of balance sheet. The achievement of any organisation greatly depends on its management (Rudani, 2011). Human Resource Management (HRM) is concerned with recruiting, selecting, training, motivating and retaining people in the organisation. It mainly lays emphasis on the people in an organisation. It is defined as a series of incorporated decisions which form the employment connection; their quality adds to the capability of the company as well as the employees to attain their objective. Human resource management is also referred as a collection of programmes, activities and functions designed as well as carried out to maximise the organisational as well as employee effectiveness (Aswathappa, 2005). Organisational behaviour explains people’s behaviour in an organisation. Organisations are the social systems encompassing different types of interconnected sub-systems such as social/human sub-system and another sub-system involves decision-making, production, administrative and technological sub-systems. The fundamental nature of social/human sub-system lays emphasis on the presentation of the employees of the company and the leadership and management required (Fox, 2006). Organisational behaviour drew its major inspiration from Hawthorn Studies, which was expressed by Elton Mayo in the late 1920s. These studies initially highlighted the complication of human nature in the organizational setting. This led to the identification of the significance of social context inside which work happens; as well as the means in which the groups’ turns into a considerable influence on the individual behaviour (Martin, 2005). Human Resource Management (HRM) Human Resource Management focuses on the people and human being’s behaviour. It is defined as an organizational tool that assists in efficient thinking and rationalization (Alvesson and Berg, 1992). It goes further than physical contributions in order to include cognitive, emotional, and creative aspects of workers. Employees communicate opinions, suggestions, feelings and complaints in order to boost production and satisfaction (Robbins and Judge, 2009). Features of HRM The various feature of human resource management are as follows: It is apprehensive with the workers both as a group as well as individuals in accomplishing objectives of the organisation. It is concerned with social and emotional aspects and behaviour of employees. It brings organization and people together in order to meet the goals of each of them. HRM covers all categories and levels. It includes both organized as well as unorganized employees. It is concerned with workers, officers, managers, supervisors and other categories of personnel. It is a continuous process. It requires a continuous awareness and alertness of human being relations as well as their significance in daily operation (Kumar, 2010). Management of human resources is considered as the duty of all the managers in the organization. Managers of human resources contribute towards the growth and success of the organization by directing the operating branch on the personnel matters. Management of human resources is regarded as a challenging task because of the dynamic personality of people. Human Resource Management is generally considered as development oriented. It develops employees potential as a result they will perform in the best way for the success of the organization (Kumar, 2010). Motivation Approach of Human Resource Management Motivation is defined as an effort put by the individual in a particular activity. It is an enthusiasm or effort to attain something. Motivation approach explains the features which affect the goal-directed actions and thus influences the theories used in human resource management to increase the engagement of employees (Armstrong and Taylor, 2014). Motivation is must in the organization in order to obtain maximum productivity. To obtain the utmost productivity various motivational theories are adopted by organization. Each theory or approach has its distinctive methods of motivating features and they deal with different parts of the organization. Implementing these approaches will result in productivity maximization (Perera, 2014). Approaches to Motivation There are two approaches to motivation pertaining towards organizational behaviour i.e. content theories and process theories. Content Theories Content theories focus on needs or factors within a human being that energize, sustain, stop and direct behaviour (Swansburg, 1996). Content theory is also called as requirement-based theories. The general concept of motivational theories based on requirements is that whenever a need or requirement is not fulfilled, the people are driven to look for the basis of contentment of that requirement and they initiate some action in order to attain such satisfaction. It is referred as content theories due to the reason that it indicates what content actually motivate the people to involve in particular behaviour (Chelladurai, 2006). Content theories comprise Herzberg’s Two Factor Theory and Maslow’s Hierarchy of Needs Theory, Alderfer’s ERG Theory, and McClelland Achievement Theory. Among them, Maslow’s Hierarchy of Needs Theory is the most recognized one (Swansburg, 1996). Maslow’s Hierarchy of Needs Theory believes that human requirements are arranged in terms of hierarchy of significance with the fundamental requirement at the base of hierarchy. Alderfer’s ERG Theory explains growth, relatedness, and existence needs of individual. Existence needs are basic needs necessary for human survival; relatedness needs are those which involve the requirement to relate with others; and growth requirements are similar to self-actualization and self-esteem needs of Maslow’s theory (Griffin and Moorhead, 2009). McClelland Achievement Theory is also referred as “Three Needs Theory”. It explains that every individual has the requirement for all three of them, but that the individual vary in the level to which of the different needs stimulate their behaviour (Aswathappa, 2005). Herzberg’s Two Factor Theory lays stress on the thought of two diverse sets of work factors. One set can motivate and satisfy people and the other set can only avoid dissatisfaction. Process Theories Process theory of motivation interprets the basic motivation process. It explains the behaviour of individual by means of job contentment related to the reward which is perceived or lack of incentive that initiate actions or behaviour. It is also called contingency theories (Singh, 2010). Process theories include Edwin Locke’s Goal setting Theory, J. Stacy Adam’s Equity Theory, and Victor Vroom’s Expectancy Theory. Goal setting theory indicates that the challenging goals often increase performance and motivation, when the objectives are well accepted by the subordinates and then these subordinates get feedback in order to show their progress towards the achievement of goal. Equity theory focuses on the perception of individual about how honestly they are taken care of in relation to others (Daft and Marcic, 2010). Expectancy Theory suggests that motivation actually depends on the expectation of individual about their capability to execute tasks and accept desired rewards (Ahlstrom and Bruton, 2009). Abraham Maslow’s Hierarchy of Needs Theory Maslow assured that, human being is motivated in order to attain definite needs. These needs propose a personal purpose that forces individual towards fulfilment of personal motive (Lonazzi, 1992). When one desire is fulfilled people want to attain the next one, and it continues. The earliest version of Maslow’s theory involves five motivational desires. The five stage model of hierarchy of needs is divided into fundamental needs (such as physiological, esteem, love, and safety) and growth needs (e.g. self-actualization) (See Appendice 1). Since there are five types of needs so they are arranged according to their importance i.e. from lowest to highest (Singh, 2010). Lower level primary needs must be satisfied first and then comes the growth need of higher level. Once the basic needs are satisfied, then the need of highest level i.e. self-actualization is easily attained by individual (McLeod, 2007). Later Maslow’s five stage model is converted into eight stage model (See Appendice 2): Physiological needs: food, drink, air, warmth, shelter, and sleep. Safety needs: stability, law, order, and security. Belongingness and love needs: friendship, family, love and affection- from workforce. Esteem needs: achievement, independence, mastery, self-esteem, and managerial responsibility. Cognitive needs: meaning, knowledge, etc. Aesthetic needs: search and appreciation for beauty, balance, form etc. Self-actualization needs: self-fulfilment, seeking peak experiences, realizing individual potential and personal growth. Transcendence needs: assisting others in order to accomplish self actualization (Redmond, 2014). Herzberg’s Two Factor Theory Herzberg’s Two Factor Theory lays stress on the thought of two diverse sets of work factors. One set can motivate and satisfy people and the other set can only avoid dissatisfaction. One set is known as motivators or growth factors which are related to satisfaction of job and the other set is called hygiene or maintenance factors which is associated with dissatisfaction of job (DuBrin, 2008). The factors which lead to satisfaction are achievement, responsibility, nature of work, personal advancement and growth. Whereas the factors which lead to dissatisfaction are company policies, supervision, work conditions, relationship with peers and supervisors, salary, security and status. The conclusion which was drawn by Herzberg is that job dissatisfaction is not the opposite of job satisfaction. The opposite of satisfaction is called “no satisfaction” and that of dissatisfaction is “no dissatisfaction”. Solving the reason of dissatisfaction is not going to create satisfaction. Furthermore, it will not remove job dissatisfaction only by adding job satisfaction factors. For example, if the company have aggressive work environment then giving promotion to someone will not create satisfaction for any individual. Simultaneously, if there is a healthy and fit work environment but the employees are not provided by any satisfaction factors then the job is still not satisfying. The factors which lead to satisfaction of job are separate from those which lead to work dissatisfaction. Therefore, if the dissatisfying work factors are eliminated then it may generate peace however not certainly enhance performance (Sapru, 2008). Victor Vroom’s Expectancy Theory It states that any individual will be inspired or motivated to perform certain task in order to attain a goal only if they trust in the value of that goal or think that their extra effort would be rewarded. Vroom’s theory identifies the significance of individual requirement and motivations. Furthermore, it avoids some features of Herzberg and Maslow approaches. It explains that people have personal objectives that differ from organizational objectives, but these could be coordinated together (Koontz and Weihrich, 2010). In this theory, motivation leads to effort, effort leads to performance and performance leads to reward i.e. individual desire for result, perception that the performance is connected with obtaining other required result, and perceived probability of getting reward for the performance (Borkowski, 2009) (See Appendix 3). Relationship between Motivation and Organizational Behaviour (OB) To improve the performance of employees, they need to be encouraged and motivated in order to show concern in their work. Following strategies are adopted to motivate the employees: regular compensation of salaries and wages; boost in salary; satisfactory placement and job selection based on interest, attitude, skills and ability; adequate reward for outstanding performances through honours, bonuses, commendations and promotions; training should be provided to improve the knowledge of employees and their presentation in the organization; employees participation in decision-making and goal-setting process of the organization; facility of incentives; and the scholarship for the children of employees (Kelechi and Temitayo, 2013). Personality and Individual Difference Personality and Individual Difference describes that the individual perspective on difficulties or problems are significant when viewing about different perspectives understood by other employees in the workplace. With different backgrounds, gender, socialisation and ethnicity, it is not expected that all individuals will view one incident in the similar way (Hamlin, Keep and Ash, 2001). The differences which are observed among the individuals are physique, ethnic origin and gender. The differences which are not seen are experience, nationality, motivation, cultural values, attitudes, intelligence, perception and personality. Approaches to Measure Difference There are two approaches to personality and Individual Difference i.e. Nomothetic Approach and Idiographic Approach. Nomothetic Approach This approach is related to the scientific assortment of data regarding individuals and groups. It examines large numbers in order to discover what is average or normal in the groups and then compares each person with the average. It assumes that the personality is initially inherited and the experience and environmental factors have a lesser impact (Needham et al, 1999). Nomothetic approach involves Eysenck’s Three Factor Model, and the Big Five Personality Traits. Eysenck’s Three Factor Model states that personality comprises dispositions and acts organised in hierarchical way according to their generality level. The Big Five Personality Model consist of five types of personality dimension i.e. openness to knowledge, extraversion, conscientiousness, neuroticism and agreeableness (Personalityresearch, 2001). Idiographic Approach It considers that the personality development is a process and is open towards change and also is not static. It states that every individual is unique according to their heredity and exact number of experience. One cannot compare the response of one person to another; they can only give remark on the particular person being observed (Eysenck, 2013). The Case Study Approach of Idiographic theory provides a clear and complete understanding of an individual who are examined by using long terms, detailed and flexible procedures to place those individuals in “their own class” (Cranepsych, 2009). Hans J. Eysenck’s Three Factor Model The three factors of Eysenck Model are extraversion-introversion, neuroticism, and psychoticism. Extraversion includes characteristics like impulsiveness, tough-mindedness, talkative, outgoing, and wants for novelty. Introversion includes tender mindedness, introspectiveness and unsociable, reserved and pessimistic person. Neuroticism includes characteristics like below average will power and emotional control, slowness in action, unsocial but high degree of activation. Psychoticism includes characteristics like poor memory, cruelty, considered strange by others, liking for strange things and poor concentration. Eysenck states that individual differ by genetics in the manner in which the inner nervous system and the brains of individual respond to and process inspiration from environment. The Big Five O.C.E.A.N Model The Big Five Personality Model consist of five types of personality dimension i.e. openness to knowledge, extraversion, conscientiousness, neuroticism and agreeableness. It is also called as the Big Five OCEAN. Neuroticism: A propensity to simply experience nasty emotions like anger, depression and anxiety. Extroversion: Impulsiveness, tough-mindedness, talkative, outgoing, and wants for novelty. Agreeableness: A propensity to be cooperative and compassionate rather than antagonistic and suspicious towards others. Conscientiousness: A propensity to show own discipline and goal for achievement. Openness to knowledge: Pleasure for art, adventure; curious and imaginative (Sevencounties, 2014). Relationship between Personality & Individual Difference and OB The personality of any individual plays an important role in their work related performance. It is regarded as a major reason in selection, recruitment, promotion and another developmental characteristic of employees. Organization can make use of combination of methods in order to measure personality attributes which is most appropriate to working condition. Moreover, individual’s personality plays an important function in shaping the organization (Ashraf, n.d.). Conclusion Motivation of employees is very important because it affects the goal-directed actions and thus influences the employees to give their best performance towards the success of organization. Organizations are required to enhance performance level and it can be done by motivated workforce. Their commitments and contributions will come out of innovation, creativity and enthusiasm to drive the company to the subsequent level. This paper focuses on the different approaches of motivation and also explains its relationship to organizational behaviour. Further it explained the personality and individual difference and different approaches to measure the difference and also its relationship to organizational behaviour. Management of human resources is very important for any organization. Each organisation tries to employ experienced, dynamic and capable managers, who could manage business actions effectively and therefore leads to the success of the organisation. Reference List Ahlstrom, D. and Bruton, G., 2009. International Management: Strategy and Culture in the Emerging World. United States of America: Cengage Learning. Alvesson, M. and Berg, P.O., 1992. Corporate Culture and Organizational Symbolism. Berlin: Walter de Gruyter. Armstrong, M. and Taylor, S., 2014. Armstrong’s Handbook of Human Resource Management Practice. United Kingdom: Kogan Page Publisher. Ashraf, T., n.d. Organizational Behaviour. 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Appendices Appendix 1 Abraham Maslow’s Five Stage Model (Source: McLeod, 2007) Appendix 2 Abraham Maslow’s Eight Stage Model (Source: McLeod, 2007) Appendix 3 Victor Vroom’s Expectancy Theory Model (Source: Borkowski, 2009) Read More