ASSIGNMENT HUMAN RESOURCES MANAGEMENT TABLE OF CONTENTS NO.

. 1 CONTENTS QUESTION 1- Employee motivation is one of the important elements in organization. Why? QUESTION 2 Describe the following theories : Pyramid of Human Needs By Abraham Maslow Theory X & Theory Y by Douglas McGregor Hygiene / Motivation Theories by Frederick Herzberg QUESTION 3 Why is it important to continue investment in training and development, particularly in these times of economic constraints? REFFERENCES PAGES 2-7

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QUESTION 1 Employee motivation is one of the important elements in organization. Why?

1.1 INTRODUCTION Motivation may be the desire within a person to do something. If the person is at work, employers may expect them to be motivated to have outstanding performance. Since being motivated could lead to high productivity at work, some professionals in the field of psychology (study of how people behave) have studied motivation and developed various theories to explain how employees are motivated. If such words as "want" and "desire" resemble motive to act, it may behove employers to understand more about motivation and the relationship to high or low productivity.

Rensis Likert has called motivation as the core of management. Motivation is an effective instrument in the hands of the management in inspiring the work force. It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates .It should also be remembered that the worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. Creation of a will to work is motivation in simple but true sense of term.

Motivation is an important function which every manager performs for actuating the people to work for accomplishment of objectives of the organization. Issuance of well conceived instructions and orders does not mean that they will be followed. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction. If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization. There will be better utilization of resources and workers abilities and capacities. 2

1.2 CONCEPT OF MOTIVATION

The word motivation has been derived from motive which means any idea, need or emotion that prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control mans behavior at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviors. The process of motivation studies the motives of individuals which cause different type of behavior.

1.3 SIGNIFICANT OF MOTIVATION

Motivation involves getting the members of the group to pull weight effectively, to give their loyalty to the group, to carry out properly the purpose of the organization. The following results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. 3. The rates of labors turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.

6. There will be increase in the quantity and quality of products. Wastage and scrap will be less. Better quality of products will also increase the public image of the business. An organization is made of people and working with people is very difficult. Ask top management and they will tell you that besides doing their own work, they have to set time aside to manage people. Being a peoples person is very difficult. You have to adjust to their moods and at the same time be stern when the water goes above your nose. If your past experience with people have not been great you cannot deduce that all people are bad. What applies to one need not apply to the other. Hence you have to change your tactics with different people. If you maintain a good balance as a person i.e. not being too sweet and at the same time not being too bitter more and more people would like to talk to you. At the same time you have to learn when to motivate people. You must see beyond the presentation that is placed on your table. As to how much effort has gone in making it there on your table. Motivating at the right time and for the right reasons puts the employee in 5th gear. They feel good and that pat on their back boosts more confidence making them deliver what was impossible some time ago. In other words their productivity increases. This is an underlying reason in the importance of motivating employees. Besides motivation leads to waking up with a fresh mind and a feeling to come to office every day. Motivation leads to working effortlessly notwithstanding the hour unlike those who shut down their PC for lunch time and disappear when it is time to leave. Motivation leads to pulling through in tough times. For instance if it is season time and nobody has the time to breathe, here as much as the person is stressed out he can carry on as he knows his boss is backing him. Motivation leads to neutralising a heated situation as the motivated employee knows that an argument will lead to nowhere. Basically motivation means making a person hold his head on his shoulders. But to motivate employees, the motivator has to develop a sense of trust among people such that they know they can fall back on him whenever an issue arises. They know that they can

tackle a wrongdoing and take up the situation in their own hands if need arises. If the motivator can build up this kind of trust then employees feel more compelled to give their best to the organization.

1.4 TYPES OF MOTOVATION Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is morally significant.

Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades). Every individual needs motivation to work- be it intrinsic motivation that he/she generates himself/herself or extrinsic motivation that he/she gets from an external environment. Nonetheless, motivation is a huge factor in an organization especially for employees to work harder and put in their best. Intrinsic, meaning internal motivation is a technique to feel a driving force which will lead towards accomplishment of your goals. In common terms, intrinsic motivation is a passion or interest in doing a good job. On the other hand, extrinsic motivation comes from outside, i.e., from the environment. Money, competition, awards, appreciation and praise are all examples of extrinsic motivation. While both forms of motivation are important for employees to put in their best in an organization, employees who are intrinsically motivated will work because they derive pleasure from their work. If they do not like a particular job they will not be motivated to do it even if they are offered better salary than other employees. HR managers trigger the intrinsic motivation in employees by giving them a definite purpose or a goal which they are passionate about. They fill their employees with passion and make them believe in what the company sells. Presenting challenging jobs to employees who are internally motivated can help the organization to perform better. Creative visualization is a technique that can be used to motivate employees intrinsically. Creative visualization gives an individual that power through which one can see their ideas and images related to the goal.

Most organizations strive to motivate their employees extrinsically. All employees are motivated to work harder for their rewards, incentives, bonus etc. However, managers must remember that money is not everything. One needs to understand the need of the employee and reward him or her accordingly. Along with rewards, recognition is something that can be a huge source of motivation for most employees. Recognition and appreciation is greatly valued when it is received on time. You can keep your employees motivated by simply saying good work. Organization is a place that is full of opportunities for employees to grow and widen their knowledge. Employee development is as important as rewards and recognition to motivate your employees.

1.5 Some theories of Motivation: 1) Contribution of Robert Owen: Though Owen is considered to be paternalistic in his view, his contribution is of a considerable significance in the theories of Motivation. During the early years of the nineteenth century, Owens textile mill at New Lanark in Scotland was the scene of some novel ways of treating people. His view was that people were similar to machines. A machine that is looked after properly, cared for and maintained well, performs efficiently, reliably and lastingly, similarly people are likely to be more efficient if they are taken care of. Robert Owen practiced what he preached and introduced such things as employee housing and company shop. His ideas on this and other matters were considered to be too revolutionary for that time. 2) Jeremy Benthams The Carrot and the Stick Approach: Possibly the essence of the traditional view of people at work can be best appreciated by a brief look at the work of this English philosopher, whose ideas were also developed in the early years of the Industrial Revolution, around 1800. Benthams view was that all people are self-interested and are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. This view - the carrot and stick approach - was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry.

The various leading theories of motivation and motivators seldom make reference to the carrot and the stick. This metaphor relates, of course, to the use of rewards and penalties in order to induce desired behavior. It comes from the old story that to make a donkey move, one must put a carrot in front of him or dab him with a stick from behind. Despite all the research on the theories of motivation, reward and punishment are still considered strong motivators. For centuries, however, they were too often thought of as the only forces that could motivate people. At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses. Even though money is not the only motivating force, it has been and will continue to be an important one. The trouble with the money carrot approach is that too often everyone gets a carrot, regardless of performance through such practices as salary increase and promotion by seniority, automatic merit increases, and executive bonuses not based on individual manager performance. It is as simple as this: If a person put a donkey in a pen full of carrots and then stood outside with a carrot, would the donkey be encouraged to come out of the pen ? The stick, in the form of fearfear of loss of job, loss of income, reduction of bonus, demotion, or some other penaltyhas been and continues to be a strong motivator. Yet it is admittedly not the best kind. It often gives rise to defensive or retaliatory behavior, such as union organization, poor-quality work, executive indifference, failure of a manager to take any risks in decision making or even dishonesty. But fear of penalty cannot be overlooked. Whether managers are first-level supervisors or chief executives, the power of their position to give or with hold rewards or impose penalties of various kinds gives them an ability to control, to a very great extent, the economic and social well-being of their subordinates.

QUESTION 2

Describe the following theories : Pyramid of Human Needs By Abraham Maslow Theory X & Theory Y by Douglas McGregor Hygiene / Motivation Theories by Frederick Herzberg
2.1 PYRAMID OF HUMAN NEEDS BY ABRAHAM MASLOW One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. As per his theory these needs are: (i) Physiological needs: These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work. (ii) Security or safety needs:

These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.

(iii) Social needs:

Since people are social beings, they need to belong and to be accepted by others. People try to satisfy their need for affection, acceptance and friendship.

(iv) Esteem needs:

According to Maslow, once people begin to satisfy their need to belonging, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige, status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external factors such as status, recognition and attention.

(v) Need for self-actualization:

Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming; it includes growth, achieving ones potential and self-fulfillment. It is maximize ones potential and to accomplish something. As each of these needs are substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level. Maslows need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate these theory. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it.

2.2 THEORY X & THEORY Y BY DOUGLAS MCGREGOR McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the managers dealt with employees, McGregor concluded that a managers view of the nature of human beings is based on a certain grouping of assumption and that he or she tends to mold his or her behavior towards subordinates according to these assumptions. Under the assumptions of theory X: Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work till formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition.

In contrast under the assumptions of theory Y: Physical and mental effort at work is as natural as rest or play. People do exercise self-control and self-direction and if they are committed to those goals. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. That the way the things are organized, the average human beings brainpower is only partly used.

On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organizations and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of organization

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2.3 HYGIENE / MOTIVATION THEORIES BY FREDERICK HERZBERG

Frederick has tried to modify Maslows need Hierarchy theory. His theory is also known as two-factor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question : What do people want from their jobs ? He asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organization is natural and the presence of the same does not lead to motivation. However, their nonpresence leads to demotivation. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact.

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QUESTION 3 Why is it important to continue investment in training and development, particularly in these times of economic constraints?

3.1 INTRODUCTION Sending employees to training opportunities, or bringing opportunities into the company, actually infuses a business with new ideas and creative ways of solving old problems. Sometimes, just getting employees out of the day-to-day grind of their everyday work schedule is enough to jump-start energy and encourage employees to recommit to their jobs and the company. But learning new skills and interacting with new and different people has a direct impact on the productivity and development of the work environment. Trainings need not be expensive or last several days in order to be worthwhile. Workshops, classes and cross-training in other departments within the company can be as invigorating as expensive courses and conferences. Encouraging employees to learn all they can about the company--not just the department where they work--is one way to approach training. Providing individuals with information about accounting, production, marketing, or other aspects of the business can give them a good overall understanding of how all the pieces work together to contribute to the whole, as well as how their individual jobs or department fits into the whole, big picture.

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3.2 THE TRAINING METHODS

On the -job training and rotation

A senior employee normally gives OJT or a manager .The employee is shown how to perform the job and allowed to do it under trainers supervision.

One form of the on-job training is job rotation, sometime called cross training. In job rotation, an individual learns several different jobs within a work unit or department and performs each job for a specified time period.

Advantage

The main advantage of job rotation is that it makes flexibility possible in the department.

The advantage of on-the-job training is that that no special facilities are required and the new employee does productive work during the learning process.

MANAGEMENT DEVELOPMENT

Management development is any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills.

The ultimate aim is, to enhance the future performance of the company itself.

The general management development process consist of: Assessing the companys strategic needs Appraising the managers current performance 13

 Developing the managers

Succession planning

Other development program aims to fill specific position such as CEO. This usually involves succession planning.

Succession planning is a process through which senior-level openings are planned for and eventually filled.

3.2 The planning process involves several steps: Anticipate management needs- based on strategic factors like planned expansion Review firms management skills inventory-data on things like educational and work experience, career preference, and performance appraisals. Create replacement charts-that summarizes potential candidate and each persons development needs. Begin management development-using methods like on-the job training.

Managerial on the-job training

On-the-job training is just for nonmanagers. Managerial on-the-job training methods include rotation, the coaching / understudy approach and action learning.

Job rotation

Job rotation means moving management trainees from department to department to broaden their misunderstanding of all parts of the business and to test their abilities. The trainees thus learning the departments business by actually doing it , while discovering what job he or she prefers. 14

Coaching/Understudy approach

Here the trainees work directly with a senior manager or with the person he or she is to replace.

Normally the understudy relieves the executive of certain responsibilities, giving the trainees a chance to learn the job.

Action Learning

Action Learning programs give managers and others released time to work full-time on projects , analyzing and solving problems in departments other than their own.

The basics of typical action learning program include: carefully selected teams of five to 25 members; assigning the teams real world business problems that extend beyond their usual areas of expertise; and structured learning through coaching and feedback. The employers senior manager usually choose the projects and decide whether to accept the teams recommendations.

3.3 Importance of Training & Development Helps remove performance deficiencies in employees Greater stability, flexibility and capacity for growth in an organization Accidents, scraps and damages to machinery can be avoided Serves as effective source of recruitment It is an investment in HR with a promise of better returns in future Reduces dissatisfaction, absenteeism, complaints and turnover of employees

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1) Organizational objectives and strategies The first step in the training process is an organization in the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we what to be in the future? Its only after answering these and other related questions that the organization must assess the strength and weakness of its human resources.

2) Needs assessment Implementation of Training programme Needs assessment diagnoses present problems and future challenge to be met through training and development. Needs assessment occurs at two levels i.e. group level and individual level, an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. Inadequate in performance may be due to lack of skills or knowledge or any other problem.

3) Training and development objectives Once training needs are assessed, training and development goals must be established. Without clearly-set goals, it is not possible to design a training and development programme and after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifying and measurable. This is easy where skilled training is involved

4) Designing training and development program

Who are the trainees? Who are the trainers? What methods And techniques? What is the what are the where to conduct? Level of training principles of learning the program

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5) Conducting training activities Where is the training going to be conducted and how? At the job itself. On site but not the job for example in a training room in the company. Off site such as a university, college classroom hotel, etc.

6) Implementation of the training programme Program implementation involves actions on the following lines: Deciding the location and organizing training and other facilities. Scheduling the training programme. Conducting the programme. Monitoring the progress of the trainees.

7) Evaluation of the results The last stage in the training and development process is the evaluation of the results. Since huge sums of money are spent on training and development, how far the programme has been useful must be judge/determined. Evaluation helps determine the results of the training and development programme. In the practice, however organizations either overlook or lack facilities

3.4 CONCLUSION Training and development helps the growth of a business.Company has a clear focus on having a well-motivated and trained workforce. The company needs to have motivated and confident staff who have up-to-date skills in order to remain competitive. In addition, welltrained staff are an asset to the business and help to retain customers.Well-trained staff who remain with the business mean that customers enjoy continuity. This contributes to customer loyalty and leads to repeat business.Staff who feel valued stay longer in a company. This means that costs of recruitment can be reduced, resulting in cost savings across the organisation.

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4.0 REFERENCES

1. Ige student note book 2. Human resources Management by Gary Dressler 3. www.wikipedia.com 4. WWW.QUICKMBA.COM

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