Issues in Human Resource Management - Essay Example

The qualities of an effectively managed employee according to Roosevelt T. [1978], relate to his ability to answer for himself and others the following five basic job related questions:i.Why am I here [How does he identify himself within the organiation]ii.Where am I going [What is his understanding of the goals of his unit and/or that of the entire organization How can he be a part of achieving that goal The manager is to let him know all these].iii. How am I doing [He needs to know his performance and progress towards achieving the overall goal and objective of his unit/organisation].iv. What is in it for me [What are the rewards for him for achieving results]v.

What happens when I need help [How are they reinforced for doing good job What is the process of delivering the reward A manager can define for the subordinates what rewards he can give within a specific context].An average worker and an average employer will expect the following from each other under a typical employment contract: EXPECTATIONSBy ManagerBy WorkerTORECEIVE Cooperative effort Problem solving by the worker Considerable self management Production beyond the minimum required Improvements in overall group performance Open communications of any unresolved problem Cooperative effort Some problem solving Some self management Service beyond the minimum required Performances as requiredTOGIVETOGIVE* Adequate compensation Sense of belonging to company Sense of importance Sense of accomplishment Sense of purpose Training & knowledge Sense of fulfillment Adequate compensation Sense of belonging Sense of accomplishment Sense of being valuedTORECEIVE*In this instance, "to give".

Does the manager/management carry along the staff Do they have any definite goals/objectives to which their efforts could be channeled Are the mission and vision of the organization clearly made known to the staff v. What happens when I need help [How are they reinforced for doing good job What is the process of delivering the reward A manager can define for the subordinates what rewards he can give within a specific context]. *In this instance, "to give" should read as "to facilitate realisation of.

" [Adapted from Lashrook 1981b, Leader Manager] and supported by Rensis Likert and Jane Gibson Likert,[Integrative Goals & Consensus in Problem Solving] Rosabeth Moss Kanter [Empowerment] and Roger Harrison [Strategy for a New Age]. Things such as reducing time spent at work, spiraling wages, fringe benefits, etc have at one time or the other failed to bring out the expected result from an employee. It goes to suggest that it takes more than these incentives to motivate some people in order to get the best out of them, i.e. in terms of job performance and behaviour.

In his hygiene factors/motivation, Herzberg tries to explain that certain issues bring job satisfaction and certain issues cause job dissatisfaction. Herzberg's studies revealed that the factors involved in producing job satisfaction [motivators] are separate and distinct from those that lead to job dissatisfaction.