CONTINGENCY APPROACH

 CONTINGENCY APPROACH

This approach is also known as ‘Situational approach’. Further it can be defined as managers should change their decisions according to the situations. In this case, to face some situation or problem, some managers will change their management style from universally applicable one best way to, individually different, but most suitable for the specific situation or problem.

Because, HRM’s should be consistent with other aspect of the organization and external environment. Contingency managers usually pay attention to both the situation and their own styles and make effort to ensure both interact efficiently.

As management specialist ‘Pred Luthans’ ‘’The traditional approaches to management were not necessarily wrong, but today they are no longer adequate.’’

Traditional managers also have to change their management style according to the situation.

Eg. Due to heavy rain or weather change some occasion or ceremony have to be changed.

As well as according to the situation management style also should be changed. Therefore, management decisions and style which them take in last month may not be suitable for this month. (Paula Caligiuri, 2009)

References

Paula Caligiuri, I. T., 2009. Predicting effectiveness in global leadership activities. Journal of World business, 44(3), pp. 336-346.

Human Resource Management (HRM)

Human Resourcet (HRM)

Human Resource Management (HRM) is the practice of recruiting, hiring, deploying and managing an organization’s employees. A company’s HR manager is usually responsible for creating, putting in to effect and overseeing policies, governing workers and the relationship of the organization with its employees.

HRM is really employee management with an emphasis on those employees as asset of the organization. In this context, employees are sometimes referred to as human capital, as with other business assets. The goal is to make effective use of employees, reducing risk and maximizing return on investment.

Objective of Human Resource Management
01. Societal Objectives
           Measures put in to place that, respond to the ethical and social needs or challenges of the                     company and its employees. This includes legal issues such as equal opportunity and equal                 pay for equal work.
02. Organizational Objectives
           Actions taken that helps to ensure the efficiency of the organization. This includes, providing               training, hiring the right amount
           of employees for a given task or maintaining high employee retention rates.
03. Functional Objective
           Guidelines used to keep the HR functioning properly within the organization as a whole. This             includes, making sure that, all of HR’s resources are being allocated to its full potential.
04. Personal Objectives
           Resources used to support the personal goals of each employee. This include offering the                     opportunity for educations or career development as well as maintaining employee                               satisfaction.

Human Resource Management Functions.
          ▪ Employee recruiting, onboarding and retention.
          ▪ Talent management and work force management
          ▪ Job role assignment and career development
          ▪ Compensation and benefits
          ▪ Labour low compliance
          ▪ Performance management
          ▪ Training and development
          ▪ Succession planning
          ▪ Employee engagement and recognition
          ▪ Team building (Jon Werner, 2011)

           

References

Jon Werner, R. D., 2011. Human resource development.

Maslow's Hiera

                          Maslow’s Hierarchy Theory

Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper

“A Theory of Human Motivation” in Psychological Review. Maslow subsequently extended this idea to include his observations of humans' innate curiosity. It includes bellow needs.

5. Self-actualization Needs

4.Esteem Needs

3.Social Needs.

2.Security Needs.

1.Phsycological Needs

Basic Assumptions of

Maslow’s Hierarchy

According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs is significantly satisfied, it drives and forces the next need to emerge.

People’s behaviour is based on their needs.

Satisfaction of needs influences their behaviour. Maslow believed that human behaviour is based on their needs. Man is a wanting being, i.e. his needs are growing continuously, even when some needs are satisfied. Satisfaction of such needs influences their behaviour. When one need is satisfied, they will move to strive for other needs. Human needs are of a varied and diversified nature.

A satisfied need does not motivate.

People’s needs are in hierarchical order, starting from basic needs to other higher-level needs. Needs have a definite hierarchy of importance. A satisfied need can no longer motivate a person to work; only next-higher level need can motivate him. As soon as needs on a lower level are fulfilled, those on the next level will emerge and demand satisfaction. This suggests that bread (food) is essential and is a primary need of every individual.

A satisfied need can no longer motivate a person

Only next higher-level need can motivate him. A satisfied need does not act as a motivator. A person moves to the next higher level of the hierarchy only when the lower need is satisfied. The needs network for most people is complex, with several affecting the behavior of each person at any one time.

If one need is satisfied, then another need replaces it. A person moves to the next higher level of the hierarchy only when the lower need is satisfied. When one need is satisfied another need emerges to take its place, therefore, people are always expecting to satisfy some need. In general, lower level needs must be satisfied before higher level needs are activated.                Maslow's  Hierarchy  Theory  Maslow, A. H. (1943).

                                                                                                                                                                                                                              References

          Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-96.

                                                                                                                                                                                                                                                                                                                                                                       

Work groups

Work groups

                                                                                                                     A collection of employees can be defined as work group. The basic purpose of a work group is to interact primarily to share information. They should align to maximise organization’s goal.

The performance of a work group is merely the summation of each group member’s individual contribution.

Every work group must have strong and clearly focused leaders. In the work group, the members are individually accountable and the basic objective of work groups is the attainment of the goals of the organisation. Sometimes The work group has formal and efficient meetings. It also increases the team productivity.

work groups are the traditional work unit or department groups with a supervisor who plays a strong role as the boss. Almost everyone has had some experience with this work setup, especially in a first job. Each person in a work group has his or her own job and works under the close supervision of the boss. The boss is in charge and tells the employees the do’s and don’ts in their jobs.

There are two types of work group we can in the organization

01.Formal work Group

Groups created by the administration are referred to as formal groups and correspond primarily to organizational units. For example, HR department, Marketing Division, Production unit, Manufacturing Unit etc. Leaders of these groups (heads of departments) are mainly appointed by the administration, and members of the group (employees of units) are also employed by it and each formal work group have specific targets on behalf of the organization (Chih-Hsun Chuang, 2010).

                                                                                                                                                                                                             

References

Chih-Hsun Chuang, S. E. J. Y. J., 2010. Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Journal of management, 63(1), pp. 524-554.

.

.

ATTITUDE

Attitudes

Wehen we studding human behavior, we should vice our main attention to hoe Haman

attitude. Because it demonstrates purple amount of human Behavior. Further,

attitudes are difference from person rt person and therefore we can see different in

personal behavior as well.

Attitude is a psychological build, a mental and emotional or characterizes a person.

They are complex and are an acquired state through experiences. It is an individual's

predisposed state of mind regarding a value and it is precipitated through a responsive

expression southwards a perspex, place, hing, or event (the attitude abject) winch in turn

influences toe individual's thought 52nd Maori. Attitude can be foamed from a person's

past and present experience.

E; I like m job , I don'6 like he

Attitude structure c02 be described in term of tree components.

1. Effective component

this involve m person'2 feeling, notebooks bout the attitude object.

2. behavioral (or copulative) component:

the way he gratitude we have influences h 28 wk act co behave.

3. Cognitive component

this involves a person's relief, knowledge joust an attitude object.(Osibanjo, 2012) Reference. Osibanjo, O. a. A. A., 2012. Human Resource Management: Theory and Practice. s.l.:s.n.

LEADERSHIP

                                                                Leadership


Future existence of an organizations will be decided by the role of competent leader. Skill full, expert leader can plan for future development of their organization. If he plan for five years period as where should be in his organization at the end of the five years period he will have to be focus about following key elements as internal factors, external factors.


*Employee Satisfaction
*Employee Motivation
*Market Competition
*Company Budget

*Customer Satisfaction

Most important thing is he should have received the great support from top management. To keep and help to the role of above leader top management should give required Authority level to relevant leader as follows.(Lethbridge, 2014).

➢ Legal Authority
➢ Coercive Power
➢ Charismatic Power
➢ Expert Power
➢ Reward Power

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 References

Lethbridge, J., 2014. Public sector reform and demand for human resources for health (HRH). Human 

PROCESS OF WORKFORCE SELECTIONS

                                   PROCESS OF WORKFORCE SELECTIONS

➢ The process of human resource management includes all the actions that an organization should follow to attract, develop, and retain quality workforce.

➢ To ensure that the organization is properly staffed, managers engage in strategic human resource planning—the process of developing a plan for satisfying human resource needs and expectations.

➢ Managers should gather information about a given job by a job analysis, which they use to prepare two type of documents: - job description : listing the duties and responsibilities of a position - job specification : lists the qualifications, skills, knowledge, and abilities, needed to perform the job

➢ After analysing the positions that must be performed, the Human Resource manager can forecast future hiring of required work force with a relevant qualification.

➢ Needs to start recruiting process to identify suitable candidates and encourage them to apply for the positions.

➢ In recruiting and hiring process, Human Resource managers must comply with the company rules and regulations and antidiscrimination laws enforced by the Equal Employment Opportunity Commission (EEOC).

➢ Discrimination occurs when a person is treated unfairly on the basis of a characteristic unrelated to their skills or ability, such as race, colour religion, sex, national origin, age, or disability.

➢ Once a pool of suitable candidates has been identified, managers begin the selection process, reviewing information provided by candidates on employment applications and conducting tests to assess candidates’ skills and knowledge

➢ Candidates who pass this stage may be granted an interview and after proper and professional manner of selection process, offered a job for selected applicants.

(Kapur, 2018)

References

Kapur, R., 2018. Recruitment and Selection.