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Human Resource management

Extracts from this document...

Introduction

Michael Stephens MROS Human Resource management Assignment 2Motivational Practice Businesses use different motivational techniques to keep employees happy, it is important to keep employees happy so that the work effectively and efficiently. The HR department will spend lots on different ideas to try and keep their employees working hard often including rewards for hard work or constant attendance or even by in some cases punishing workers for not working to their potential. I will look into different cultures, motivational theories and techniques, job satisfaction, the importance of management styles, is money the only motivator and employee demotivation. Examples of motivational techniques In 1943 Abraham Maslow suggested that all people have a hierarchy of needs. He said that a person is motivated by his or her own needs, so he developed this pyramid. He believed that once someone had achieved one level of needs then they would want to move onto a higher level of need. Douglas McGregor's X and Y theory In the 1960's Douglas McGregor developed the ideas of theory X and theory Y. Theory X is the view that people really don't want to do work and if they can avoid doing the work in anyway they will try to. This means that they are being persuaded to work by being given money or rewards and must be closely supervised and controlled so that they will do their work. Theory Y is the belief that humans can be stimulated by being given responsibility and strive to prove themselves. This management style is the view that the work itself can be rewarding and given the right conditions then they will strive to achieve goals and targets. Frederick Herzberg's two factor theory This American psychologisat research in the 1950's led him to develop the two-factor theory of job satisfaction. Many criticised him for drawing conclusions about workers as a whole from a sample drawn from just accountants and engineers, although his theory has proved very robust. ...read more.

Middle

Sometimes the wrong style used will determine whether their objectives are reached. A great way to ensure objectives are met and kept is to talk with the employees and ask them how they feel about the work etc. Meeting one of my contacts within Alcatel I asked them some general questions about Alcatel and their feelings. Alcatel uses many different motivational techniques to achieve higher performance within the business, I discovered that Alcatel are strong believers in Maslows hierarchy of needs. They believe that it is not just money that motivates workers and try to offer up different rewards to motivate their workers. One technique I was told that they use is to build small teams of workers together, so that they have "friends" to work around giving a better atmosphere in the work place. This would come under maslows "social" needs, within the Maidenhead building there is a variety of different individual methods that Alcatel use, these include ; * Free lunch if you get to the office before the start of work, this way it motivates people to not be late for work and also the costs of a lunch for each worker is nothing compared to the costs of late workers they used to have. Since introducing this lateness has fell to only 2%. * Coffee rooms for every different section of the building, rather than having everyone make there own coffee I was told that the workers like to send one person to get a groups drinks and switch around who goes each time. This way it stops groups of people crowding round the coffee room and having chats and wasting time for the business. To motivate their employees Alcatel should * Involve the team in planning and decision making * Communicate effectively o Listen more than talk! * Delegate and show confidence * Align delegated objectives with individual's objectives * Emphasize working as a team * Actively seek harmony in the team * Be positive and enthusiastic * Give praise and recognition for good performance Company and administrative policies. ...read more.

Conclusion

citing it as something they want from their employers. This is particularly prevalent amongst men, with 43% looking for job security compared to 33% of women. * Over one-quarter (28%) of employees see work-life balance as something employers should deliver for them. This is more important to women (32%) than men (24%). * Recognition for the contribution an employee makes to an organisation becomes more important as employees get older (16-23 year-olds - 11%/ 55-64 year olds - 24%). * Employees working for large organisations see lack of recognition from management as the main reason for demotivation in the workplace (22%). In comparison, employees working for SMEs cite poor communication and lack of leadership as the main demotivating factors. This information shows that employees are looking for much more than just money they all have different needs (referring back to the hierarchy of needs). Although money motivates people to actually have a job it does not motivate them to do their work, work for certain companies and explains unhappiness levels at jobs which do not challenge their workers such as Mcdonalds etc. Motivation on a project depends on o The project culture * Often established by the project manger o The project's reward system * If there is one! o The work content * Especially if it is challenging o The working environment * Especially if it is conducive to creativity o The supervision * Especially if it is a source of learning * And not overbearing o And the opportunity to network Motivating Factors Project turn-ons o Recognition o Increased responsibility and status o Advancement o Opportunity for intellectual growth o Opportunity for personal achievement o Flexible working o Variety and the job itself o Good communication o The leader's enthusiasm De-motivating Factors Project turn-offs o Constraints of company policy and administration o An over-bearing bureaucracy o Below-average compensation o Poor quality supervision o Poor communications o A poor working environment * Either sociologically or physically o A negative attitude of the project leader ?? ?? ?? ?? Mike Stephens Page 1 5/6/2007 ...read more.

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