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.

WHAT IS ORGANIZATIONAL BEHAVIOUR

                                   
                                 WHAT IS ORGANIZATIONAL BEHAVIOUR

 A study of the behaviour of human beings in an organizational settings can be called as , Organizational Behaviour. On the other word, or the connection between human and the organization, and the organization itself.







Researchers study the behaviour of individuals primarily in their organizational roles. Understanding about organizational behaviour more important to improving job performance, increasing job satisfaction, promoting innovation, and encouraging leadership. One of the main goals of organizational behaviour is to restore organizational theory and develop a better conceptualization within the organization.














That is, it interprets people and organization relationships in terms of the whole person, the whole group, the whole organization, and the whole social system.

Its aim is to construct better relationships by achieving human objectives, organizational objectives, and social objectives.


❖ A Separate Field of Study and not a Discipline Only.
❖ An Interdisciplinary Approach.
❖ Applied Science.
❖ Normative Science.
❖ A Humanistic and Optimistic Approach.
❖ A Total System Approach.




These 6 characteristics depict the nature of Organizational Behavior that is the study of understanding and control behavior within the organization. (Marjo-Riitta Parzefall, 2010)

References

Marjo-Riitta Parzefall, D. M. S., 2010. Perceptions of and reactions to workplace bullying: A social exchange perspective. Human relations, 63(6), pp. 761-780.

Main skills that every leader should be followed to organizations’ success

Main skills that every leader should be followed to organizations’ success



In Present, managing human resources requires a certain set of skills. Below are the ten leadership skills that every Human Resource Managers needs to follow for their team’s performance and to become an effective leader in an organization.






1. Integrity It is a solidity of ‘actions, values, methods, measures, principles, expectations and outcomes of one’s leadership approach. An effective manager or a good leader doing the right thing since it is the right thing to do. Integrity may not make you a popular leader, but it does make you a credible leader.

2. Team building Managers must choose the right people for the jobs regardless of gender, ethnicity and other differences. A good leader is able to build an inclusive build an inclusive build an inclusive build an inclusive build an inclusive build an inclusive build an inclusive build an inclusive build an inclusive build an inclusive build an inclusive build an inclusive build an inclusive workforceworkforceworkforceworkforceworkforce workforceworkforce
. And they don't let personal feelings get in the way of supporting people and working with them. Team building can play a vital part in strengthening a corporate culture and great tool in achieving an efficient in an organization as a whole. They operate with clearly define goals and objectives. Members are allowed a great deal of personal freedom to do a job. They make decisions in group and share information.













3. Positivity If managers don't believe in the companies they work for, then nothing to think about their teams. Managers are the organizational champions. They need to be on board with the direction of the organization. Effective leaders encourage and support the company's decisions and directions and they don't undermine them. These leaders believe their own abilities expand over time. Therefore, they are more likely to persist in the face of difficulty. This is particularly important when an organization is trying to implement change.

4. Communication Clear communication is the most important key to any leader’s success. To get the most out of their teams, managers must be able to clearly communicate their goals and expectations. A good manager ensures everyone knows what their role is, and explains the expectations for that role. And clear goals and
 expectationstationstationstationstationstationstations keep employees engagedkeep employees employees engaged, w towards organization’s success. Good leaders are able to provide honest and effective feedback, and they don't shy away from the difficult conversations. Therefore to success as a great leader , you must learn how to be an effective and compelling communicator.

5. Listening Listening goes hand in hand with effective communication. Managers need to really listen to their employees, not just hear what they want to hear. Want to know if your employees have what they need to succeed? Listening is key to building relationships with employees, since it lets them know they are valued. And encourages them to participate and contribute. They’ll become inspired, feel heard and begin to know, like and trust you. Your team has good ideas and skills, gained both in the workplace and from their broader experiences. So, Let them know you are listening, and they'll feel free to share them, adding value to the team.

6. Emotional intelligence It refers to having the ability to recognize and understand emotions and their impact on behavior and attitude. On the other words it is the ability to identify and manage your own emotions/feelings. This can play a vital role in the work of leaders as it offers them insights in to workforce’s learning and development. A good manager takes the good with the bad. Moreover, he or she will take responsibility and learns from mistakes. And emotionally fit leaders are able to identify, analyze and manage their stress levels. They don't take their emotions or frustrations out on their team.

7. Delegation Delegation is a concept when a senior gives certain specific tasks or duties to their subordinate along with some powers to take decisions as required. delegate tasks to the right
employee or team is a key skill for managers. The more a leader takes on, the less they achieve because they are stretched too thin. Take a step back, figure out who the best person is for the job, and then trust him or her to get it done. What leader should do is let people get on and do their jobs, especially as they’re so much better at their jobs than leader. Successful managers trust their employees to do their jobs.

8. Decision-making Finding the most effective ways of investing in people to get the maximum benefit from them. It involves determining where to use money and resources in order to enhance business as well as employee’s performance. It's the nature of business that problems will arise. The measure of a good manager is how they solve those problems. Managers need to take sound decision at correct time. As well as important to make sure that once made, those decisions are then implemented, and achieve the desired results. Leadership is a series of decisions, made with competence and confidence.

9. Collaboration It is joint effort of multiple individuals or work groups to accomplish task or project. On the other hand, it refers the collective intelligence to achieve results across organizational boundaries. It's very important for today's organizations to share information across all departments and levels. A lack of collaboration leads to power struggles and lowered productivity. Managers must be able to promote collaboration by unifying teams, setting common goals and incentivizing collaborative working.



10. Flexibility Great Leaders should flex their natural leadership style to fit the individual and the situation. No two people are the same, everyone has a different style of working. An essential skill for managers is the ability to adapt their management style to the diverse needs within their team. Managers need to be able to oversee an increasingly mobile team, with more and more people choosing to work .                                                                                                            (Kathleen K Ahearn, 2004)

References

Kathleen K Ahearn, G. R. F. W. A. H. C. D. A. P. A., 2004. Leader political skill and team performance. Journal of management, 30(3), pp. 309-327.

MOTIVATION

Employee motivation is a complicated subject for most of top managers. It is necessity for them to manage workforce motivation diligently, since it forms the core for organizational success. Employee Motivation essentially means ‘developing effective ways to recognize and applaud the contributions of employees’ whereby they are encouraged to perform better and contribute more productively to their organization.
According to entrepreneur.com, employee motivation is “using both tangible and intangible rewards to keep employees enthusiastic, loyal and interested in continued improvement”.
Employers can improve the level of employee motivation in their organization is by first ensuring that there is absolute structure or model that is well implemented within the organization for
understanding, assessing, measuring and rewarding employee activities and achievements.

Satisfaction

When employees are happy/satisfy at work, they are always motivated and productive than those employees who are unhappy with their work. So, organizations must increase and innovate ways to keep their employees happy and Satisfy. Leaders can follow different ways to improve satisfaction of their subordinate. They must understand what the actually workforce needs. Sometimes may be flexible hours, rewards and recognition, opportunities for career growth, open-door policy and so on. When you have satisfied employees, you are also likely to have satisfied customers.

J P Maroney, the founder of People Builders has listed down five success keys to effective employee motivation.
• Appreciation
• Recognition
• Inspiration
• Compensation
Appreciation
Employees like to be recognized for their efforts and their contributions to the organization. Hence, employers should make great effort to take every steps to openly praise and appreciate their employees. Appreciation is an effective morale booster. The more frequent it is, the better it motivates employees. A pat on the back, a few encouraging words, a thank you note, a mention in a meeting, a write up in a weekly newsletter are all simple ways to convey to your employees that you care for them and hold high their services to your organization.
Recognition

Employees expect recognition from their bosses. Managers should honour employee’s attribute and have a sound rewards and recognition system in place. They should find interesting ways to motivate their employees to perform a task and when the said task has been accomplished successfully, it must also be rewarded appropriately. Work and non-work related contests, in-house rewards for various contributions and even recognizing their contributions outside of work will increase employee motivation.
Inspiration
Employees always look up to their bosses for inspiration and value, organizations looking for improved employee motivation should have a strong mission statement and the managers must sincerely abide by these values and missions. When leaders lead form the front, employees will be inspired to follow them. Workers will be happy to work for an organization that is true to its beliefs and works towards realizing its dreams. Since every employee aspires the same, he will take inspiration from the organization itself. Inspired employees are also motivated and loyal.
Compensation
Monetary or tangible rewards are one of the important factors of employee motivation. So, organizations can use this means well to their benefit. Performance bonuses, promotional raises, salary increment, profit shares, giving gifts and distributing reward coupons are some of the effective means of compensation.(Michael J Stevens, 1994).

                                                                                                                                                                                                                                                                                                                                                  

 References

Michael J Stevens, M. A. C., 1994. The knowledge, skill, and ability requirements for teamwork: Implications for human resource management. Journal of management, 20(2), pp. 503-530.