unit 9.developing people assignment

UNIT 9: DEVELOPING PEOPLE

Võ Linh Trường1

Hà Lâm Hồng Liên2

Nguyễn Thị Loan3

Nguyễn Thị Diệu Hiền4

Group 9

Developing People

Chapter9

Introduction

Motivation and Reward1

Learning and Development2

Human Resource Management (HRM)3

DEVELOPING PEOPLE

1. Motivation and Rewards

1. Motivation and Rewards

1.1 Motivation

1.2 Forms of motivation - Rewards

1.1 Motivation

1.1.1 What is motivation?

It refers to the:

• initiation

• direction

• intensity

• persistence

of human behaviour

Motivation and Rewards

Motivation and Rewards

1.1.2 Overview of theories

(1)Maslow's Hierarchy of Needs

(2)Elton Mayo's Human Relations Theory

(3)McGregor's X Y Theories

(4)Herzberg's Motivation Hygiene Theory (two

factors).

Motivation and Rewards

(a) Maslow's Hierarchy of Needs

Motivation and Rewards

(2) Elton Mayo's Human Relations Theory

• Human Relations Movement => argued that workers

respond primarily to the social context of the

workplace.

• Hawthorne Study (1930s)

=> Employees often work best in teams.

Motivation and Rewards

(3) McGregor's X Y Theories (1960)

Theory X: employees dislike work,

are lazy, dislike responsibility,

and must be coerced to perform.

Theory Y:

employees like work, are creative,

seek responsibility, and

can exercise self-direction.

Motivation and Rewards

(4) Herzberg's Motivation Hygiene Theory

(two factors)

Motivating factors Hygiene factors

1. Achievement

2. Recognition

3. Work itself

4. Responsibility

5. Advancement

6. Growth

1. Company Policy &

Administrations

2. Supervision

3. Working conditions

4. Interpersonal relations

5. Salary

6. Status

7. Job security

8. Personal life

Motivation and Rewards

1.2 Forms of motivation – Rewards

• Financial rewards

• Non-financial rewards

Payments

Incentive

Motivation and Rewards1.2.1 Financial rewards

Payments

METHODS OF PAYMENT

Wages

• Time rateSalaries

FeesBenefits Commission

Motivation and Rewards

Incentive

METHODS OF PAYMENT

Performance

related payBonus

Profit-

sharingPiece rateCommission

Motivation and Rewards

1.2.2 Non-financial rewards

JOB SATISFACTION

can be increased by…

Job

Enlarge-

ment

Job

Enrichment

Job

Rotation

2.1 Training

2.2 Appraisal

2. Learning and Development

A learning process that involves the

acquisition of skills, concepts, rules,

or attitudes to enhance employee

performance.” (Stephanie, 2005)

2. Learning and Development

2.1 What is training?

Organizational level

Department level

Individual level

Learning and Development

2.2 Training Level

Graduate Training

In-house-training E-learning/distance learning

Vocational Training

Job rotation/working alongside

2.4 Training Process

Identifying

Training

Needs

Establishing

Specific

Objectives

Selecting

Appropriate

Methods

Implement

Programs

Evaluate

Program

Feedback

Learning and Development

B1 B2 B3 B4 B5 B6

2.5-What is appraisal?

The main purpose of appraisal is to give the appraisee

the opportunity to reflect on their work and learning

needs in order to improve their performance. This can be

achieved through discussing their development and

feedback on their job performance in a way that is

constructive and motivational.

Learning and Development

Self-appraisal 3600 appraisal

Type of Appraisal

Peer- appraisal

Learning and Development

Be Trained

Keep Confidences

The Manager:

Donald John Trump

14/06/1946

Learning and Development

2.6-Ownership appraisal

The process:

Be open and clear

Invole everyone

Be efficient

Set achievable action Training Process

Learning and Development

3. Human Resource Management

3. Human Resource Management

3.1 Hard

3.2 Soft

Human

Resource

Human

Resource

manager

Human Resource Management

HRM

Skill KnowledgeAbility

Human Resource Management

John Bratton and Jeff Gold. - Human Resource Management: Theory and Practice, (1999), p.3.

Planning

Selection

Staffing

Development

Human Resource Management

Hard

HRM

HRMSoft

HRM

Human Resource

Management

Forcement

Hard

HRM

Close

supervision

Mc. Gregor “The Human Side of Enterprise” in1960

3.1 Hard HRM:

Human Resource Management

Difficulties

1 restriction of output

2 Resistance from employees

Human Resource Management

Soft HRM

Satisfying

Training

and

Developing

Motivating

Supporting

Human Resource Management

Human Resource Management

Difficulties in soft approach

Satisfying their demand can put company into

financial trouble.

Employees can lose discipline rather than

being productive.

Decentralization and delegation1

Job enlargement2

Participant and consultative management.3

Performance appraisal4

Human Resource Management

DEVELOPING PEOPLE

Conclusion