Development and Implementation of Specific Strategies - Essay Example

Human Resource Management Human resource is an essential department in an organisation or a business enterprise. This department is very crucial for the success of a business endeavour or an organisation. Human resource department achieves this goal through sound management of labour force. The employed people are the major contributors to the achievement of an organisation. The role of management team is to maximise the expertise, talents, and prowess in the workforce to achieve the goals of an organisation (Martin and Fellenz, 2010:444). Therefore, it means that managing the workforce is more than administration of pay programs or designing of training. Development and implementation of specific strategies in an organisation is solemnly the role of human resource department. Human resource management has to embrace a close-knit relationship with their employees for the smooth running of an organisation. This is paramount because it encourages employees to give their best to the tasks of an organisation. One of the ways to maximise workforce performance is through motivation. Motivating human resource has a direct impact to the accomplishment of organisation’s targets (Martin and Fellenz, 2010: 445). This paper will endeavour to highlight the theories that explain motivation. Theories of Motivation Motivation is a process that instigates, directs, and maintains goal-oriented behaviour. This is very important because competition in workplace increases in daily basis as well as unemployment rate. Therefore, human resource management team should find prudent ways to motivate the labour force. The workforce acts in a particular manner depending on level of motivation. Motivation is a combination of biological, emotional, cognitive, and social forces. This is the dedication to do work. The performance of workforce is the product of their skills and experience, and the level of motivation. Theorists have put forward their theories to explain motivation. There are different theories that address motivation. They comprise of theory of scientific management, Herzberg’s two-factor theory, Mayo’s theory, and Maslow’s hierarchy of needs theory. Other theories include McGregor’s theory X and Y and Vroom’s Expectancy theory (Handy, 1993:32). Theory of Scientific Management Frederick W. Taylor put forward this theory. Taylor holds that it is through maximal work productivity that an organisation can accomplish economic prosperity. This in turn could make employees more efficient. Taylor believes that the pay motivates the workforce. The theory analyses and synthesises the workflows thereby improving labour productivity. Taylor asserts that the human resource should not base their decision on traditional rules of thumb. They should develop precise procedures to study individuals at work. The main idea that Taylor holds is to increase workforce efficiency and decrease wastage (Handy, 1993:35). The theory argues that workers do not naturally enjoy work and work environment. In the light of this, Taylor proposes that the labour force requires close supervision and control. The theory of scientific management advocates that payment of workers be in accordance to the number of items they produce (Handy, 1993: 40). The theory calls for managers to break down production into series of small tasks. The human resource should then provide the necessary training and tools to workers to work in a particular task. The theory of scientific management reveals that this is the way to achieve efficiency in the workplace. The payment is then based on the quality of work that the workers perform. This means that the labour force will work hard to get a maximum pay. Therefore, money is the motivating factor. In turn, the organization will achieve its set goals. Maslow’s Need Theory Abraham Maslow proposed theory in the year 1943. The theory argues that each human being has specific fundamental requirements. Every human being is born with some needs. The necessities are exposed as an individual develops. The theory points out that at different stages of development the concerns of each person vary. For instance, during childhood what is in the mind of people is their physical comfort (Mullins, 2010: 257). This concern changes and people direct their focus to social needs after an assurance that there is adequate physical security. Similarly, after individuals attain strong social footing they begin to develop their abilities to the fullest. The need theory holds that there are five different categories of needs. Maslow arranges them in hierarchal manner. The hierarchy presents the lower, moderate, and high needs. The needs in the lower set mainly comprise of the physiological needs. The list in this set is very large. The few number of needs characterise the high set of hierarchy (Mullins, 2010: 258). Physiological needs get satiated through the basics of life such as food, water, shelter, clothing, and enough sleep. The second set of the five sets represent social needs. This set emphasises on security for individual well being and subsistence. The third set encompasses social needs. In this set, individuals seek acceptance and place in the society. In the fourth set in the Maslow’s need theory, an individual demands appreciation of his/her accomplishment. In an organisational context, the management should recognise the human resource. Awarding the employees each month motivates them to do more work. The fifth category in the hierarchy is the self-actualization needs (Conte & Landy, 2010:368). This is an opportunity for individuals to realise their full potential. At this level, individuals have significant control of their lives. The theory advocates that human beings have unsatisfied needs. The human resource team should strive to ensure that they meet the needs of employees according to the arrangement in the hierarchy diagram. The management should give the physiological needs the first attention before focussing on the other wants. In this way, the management will keep the human resource motivated. Maslow perceives that once the management meets the workers’ lower needs this motivates the workforce. Workers feel that there is an opportunity for satisfaction of the next need in the hierarchy. For example, hunger can motivate an individual to work to get wages before fulfilment of other needs in the hierarchy (Conte & Landy, 2010: 370). Herzberg two-factor theory Herzberg developed this theory in the year 1964. The theory identifies two factors crucial in every job. The first factor is maintenance of hygiene factors. These comprise of adequate salary, safe working environment, job security, and fringe benefits (Mullins, 2010:261). The theory asserts the necessity of these things before motivating the workforce. Availability of these factors prevents dissatisfaction of workers. However, they do not help to improve performance in labour force. According to Herzberg theory, the second factor is the satisfier. These are the real source of motivation to the workers. The motivators comprise of recognition, achievement, advancement, responsibility, possibility of growth, and the work itself (Mullins, 2010:263). The significance of Herzberg’s theory is to point out that organisation must change the traditional approach to motivation. They should concentrate on factors that motivate workers instead of controlling dissatisfaction factors. The workers will turn up for work when the pay is good and in clean, safe working environments. This encourages employees’ loyalty and growth. Vroom’s expectancy theory Vroom advanced this theory in the year 1964. The theory asserts that beliefs determine individuals’ behaviour. The theory holds that performance results from skill and motivation. Individuals acquire skills through training. The basis of Vroom’s theory is on three elements. These elements include valence, instrumentality, and expectancy (Mullins, 2010: 266). The first element of the theory is valence. This element points out that in an organisation there are psychological factors that can satisfy or dissatisfy workers. Mostly, money delights many workers and the work saddens the labour force. The theory recognises that people have needs and desires. The second element is instrumentality. This is whereby workers perform because they anticipate something in return. The promises between the workforce and the management may comprise of promotions and increase in accountability in the job place. The theory holds that the instrumentality is a source of motivation workers. Employees give their whole because they expect positive outcomes. The third element of the theory is expectancy. Individuals have a conviction that increased hard work will result to success and performance (Conte & Landy, 2010:373). In overall, the theory advocates that if any organization seeks to get the best out of its workforce it has to observe the three elements in this theory. Mayo’s Theory The theory proposes that workforce in the work place is not only concerned with money. Meeting the social needs of labour force while at work is a great source of motivation. The theory implies that workers enjoy interacting with each other. This freedom of sharing ideas among workers and the management motivates the labour force. In turn the workers work towards accomplishment of an organisation set goals. The theory holds that in order to achieve full performance, the staff members need autonomy over their own work. In addition, the organisation should reward the workforce. Mayo’s theory argues that managers should embrace formation of informal social groups instead of suppressing worker’s advancements. The theory advocates for fair treatment of workers, increasing level of employees’ responsibility, and the share of information regarding work content, design, and results (Handy, 1993:29). McGregor Theory X and Theory Y McGregor developed the two theories to explain human behaviour at workplace. These theories comprise of theory X and theory Y. According to McGregor’s theory, there are two types of managers. These are the X and Y managers. Theory X managers perceive that workers dislike and avoid work. The assumptions of theory X are that employees who dislike work need intimidation, control, or pressures in order to accomplish the organisation’s objectives. The theory also assumes that workers evade responsibilities and prefer to follow specific directions. In addition, most employees place security above all other factors linked to work and therefore display little desire (Mullins, 2010:265). Theory Y managers have different assumption in regard to human nature. The managers perceive employees as people who delight in work, exercise self-control, and direction, and can work without supervision. In addition, the Y managers view employees as people who like and seek responsibilities. Moreover, the supervisors believe that the employees can make sound decision in the organisation. Theory X represents those needs in the lower order while Theory Y portrays the high wants in Maslow’s hierarchy. The theory X managers offer employees with monetary rewards to motivate them. The theory Y managers provide freedom s for their employees. In this way, the employees participate in organisational practices (Mullins, 2010: 267). The workers under theory Y can make important decisions of the organisation. According to McGregor, offering employees some of the challenging jobs motivate them to achieve more. Bibliography Belbin, R., 2002. Managing Without Power. Oxford : Butterworth. Belbin, R., 2004. Management Teams. 2nd Ed. Oxford: Butterworth. Blanchard, K. et al, 1991. The One Minute Manager. New York: Willium Morrow. Conte, J. & Landy, F, 2010. Work in the 21st Century, 3rd Ed. Oxford: Blackwell. Handy, C., 1993, Understanding Organizations 4th Ed. New York: Oxford University Press. Johnson, S., 1999. Who Moved my Cheese. New York: Penguin Putnam. Langford, D.A, 1995. Human Resources Management in Construction. London: Longman. Martin, J., & Fellenz, M., 2010. Organizational Behaviour and Management. Chelmsford : Cengage Learning EMEA. Mullins, L., 2010. Management and Organisational Behaviour. 9th Ed. London: Pearson. Savage, C., 1996. Fifth Generation Management. Oxford: Butterworth-Heinemann. Read More