Motivation

CHAPTER 7: SELECTION
Recruitment – function of attracting the best possible candidates to fill up a vacant position.
Selection – a critical component to the growth of your organization. The responsibility of effective selection rests on the partnership between the human resource professional and the line managers. The selection process covers the ff:
Screening applications and resumes
Conducting tests to the applicants
Interviewing
Performing reference or background check
Deciding whether to hire or not
APPLICATIONS AND RESUMES
Application letter is the most starting point in the selection process. The bio-data includes, but is not limited to, his education, career interest or goals.
CONDUCTING TESTS OF APPLICANTS
Results on the tests should not be the sole basis in selecting the best fit candidate.
This includes the ff:
-Ability Test
-Aptitude Test
-Performance Test
-Personality Test
-Honesty or Integrity Test
THE INTERVIEW
It is the cornerstone of the selection process. There are some concerns that is lease reliable method of selecting candidates.
Here are several stages in purposeful and results-oriented interview
1. Preparing for the interview
2. Making a friend
3. Eliciting information
4. Observing behaviour
5. Concluding the interview
6. Evaluating results of the interview
CHAPTER 8: ORIENTATION
Orientation – the acculturation process to assist new employees in adjusting to their jobs and work environment and instil a positive work attitude and motivation. It is also socializing process, the welcome and the initial introduction to the organization, and the work of the employee. Major objectives of orientation:
1. Gain employee commitment
2. Reduce one’s anxiety
3. Help the employee understand organization’s expectations; and
4. Convey what he can expect from the job and the organization

A formal orientation process should include the following components:
Welcome to the Company
Tour of the Facilities
Introduction to top Management and Co-Workers
Completion of Paperwork
Review of the Employee Handbook
Review of Job Responsibilities
AVOID INFORMATION OVERLOAD
An induction program could either be short and sloppy or long, overwhelming and boring. Either case is bad. Stick to the basics and do not make it too long that he incoming employee is bored to listen and overloaded with so much information about the company.
EFFECTS OF GOOD ORIENTATION PROGRAM
1. Reduces Start-Costs – it can help an employee “get up to speed” much more quickly.
2. Reduces Employee Turn-over – good orientation shows that the organization values the employee
3. Saves time for Supervisor and Co-workers – the better the initial induction, the less likely supervisors and co-workers will have to spend time teaching the employees
4. Develops Positive Job Expectations, Positive Attitude and Job Satisfaction
New hires learn as soon as possible what is expected of them, and what expect from others. Furthermore, they learn about the values and culture of the organization.

CHAPTER 9: TRAINING AND DEVELOPMENT
It refers to the organized learning activities in the organization to improve performance and/or proving the job, the employee and the organization. It encompasses the whole range of training and development intervention and career development.
Training – focuses on learning the necessary skills required to perform a job.
Development – focuses on the preparation needed for future jobs or jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
SPECIFIC BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT
1. Increased job satisfaction and morale
2. Increased employee motivation
3. Increased effectiveness in processes, resulting in financial gain
4. Increased capacity to adopt to new technologies and methods
5. Increases innovation in strategies and products
6. Reduced employee turnover
7. Enhanced company image
8. Improved risk management and ethical behaviour in business
THE FOUR-STAGE TRAINING CYCLE
Stage One: Training Needs Analysis (TNA) – this will provide a systematic assessment of the organization, the task and the employee. TNA Process:
1. Organization Analysis – What are the strategies/goals?
2. Task Analysis – In what do they need training?
3. Person Analysis – Who needs training?

Stage Two: Planning the Training – it describes the key decisions, tasks, and resources needed to develop a strategy for developing training.
On-the-Job Training (OJT) – done while the employee is on the job. Usually, the supervisor experiences ojt does the instruction.
Practicum – required by schools for graduating college students to undertake practicum in companies for a certain number of hours before they can graduate.
Mentoring and Coaching – are done by mostly white-collar supervisory jobs to improve trainees’ knowledge, skills and abilities. Stage Three: Implementing the Training – to put the training into effect according to definitive plan or procedure is called training implementation. It includes delivering of training materials and the actual training itself. Practical Administrative Arrangements – completion of training designs
Carrying Out the Training – trainer must be prepared mentally and physically before the delivery of the content. Stage Four: Evaluating the Training – training process does not end when training is completed. Its effectives must be evaluated against its outcomes. It must be related o the objectives of the training program.
Learning that Occurred – trainees’ should determine if they have mastered the knowledge and information presented.
Behaviour Changes – this where we observe whether trainees’ applied what they have learned.
Impact on corporate objectives – management is much interested in assessing results as they impact on corporate objectives.
Training and Development has become more critical in rapidly changing technology of operating a globally competitive business.

CHAPTER 10: REWARD MANAGEMENT
Pay - is an important feature in human resource management. After all, it is the main reason why people work. It is a sensitive and controversial area that if not managed properly, it can affect and organization’s ability to attract, retain and motivate talented employees. Job Analysis is a systematic procedure of getting information about the current or proposed duties and requirements of a position in order to determine the most appropriate classification. It focuses on work behaviour, tasks and outcomes.
Data Collection Methods: Observation this is done by observing people while doing their work provide insight into the vital functions of the job. Interviews this may do one-on-one or in groups provide opportunity for asking relevant or clarificatory questions. Work Sampling is a variation of interview but done through random work sampling. Questionnaires this is the fastest, inexpensive way of gathering data. Job Description is an abstract of information derived from the job analysis report describing the duties performed, the skills training and experienced required, the responsibilities involve. Job Specification derived from job analysis, this is a statement of employee characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job. Job Evaluation is define as the assessment of the relative worth of varied jobs on the basis of a consistent set of job and personal factors such as qualifications and skills required.

DEVELOPING A PAY STRUCTURE AND PAY PHILOSOPHY
1. You have to decide how many job classification structures you will have in your company.
2. Having decided on the number of job grades and whether it is single or multiple salary structure, you have to compare how your pay structure compare with the rest of the industry or community.
3. You have to decide what will be your pay philosophy based on the market rates.
BROAD-BANDING – involves collapsing of several grades into a fewer broad “bands”. Each band has a minimum and maximum pay but usually don’t have a traditional midpoint. It may not be feasible to see a traditional pay range of midpoint for control and analysis because the pay range is so broad and encompasses a wide level of skills. Multiskilling is an emerging trend. Employees are no longer fixed in one particular job.

CHAPTER 11: MANAGING PEOPLE MOTIVATION
Motivation – is the internal condition that activates behaviour and gives it direction; energizes and directs goal-oriented behaviour. It helps explain why people do the things they do.

MOTIVATION THEORIES Maslow’s Hierarchy of Needs
Physiological – breathing, eating, sleeping, water
Safety Needs – personal security, job security
Social Needs – relationships, friendship, belongingness
Esteem Needs - recognition
Self-Actualization – fulfilment
Herzberg’s Motivation-hygiene Theory
Motivators – challenging work, responsibility
Hygiene Factors – status, job security, salary
Douglas McGregor’s Theory
Theory X – inherently lazy, avoid work if they can
Theory Y – ambitious, self-motivated, and exercise self-control
McClelland’s Learned Needs Theory
Achievement – seek to excel and tend to avoid both low-risk and high-risk situations.
Affiliation – want harmonious relationships with other people and need to feel accepted by other people.
Power – personal power or institutional power
Equity Theory
Attempts to explain relational satisfaction in terms of perceptions of fair/unfair distribution of resources
Expectancy Theory
Putting in more effort will yield better job performance
Better job performance leads to an organizational rewards
These predicted organizational rewards are valued by the employees
Reinforcement Theory
Process of shaping behaviour by controlling the consequences of the behaviour.
Negative and Positive Reinforcement

CHAPTER 12: PERFORMANCE MANAGEMENT
Performance Management is the systematic process by which an organization involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of the organization’s mission and goals.
SCHEMATIC DIAGRAM OF PERFORMANCE PLANNING PROCESS contains:
1. Planning means setting performance expectation and goals for individuals to channel their efforts toward achieving the organizational objectives.
2. Monitoring means consistently measuring performance and providing on going feedback to employees on their progress.
3. Developing provides an excellent opportunity to identify training and development needs.
4. Rating summarizes employee performance over a certain period.
5. Rewarding recognizes employee for their performance and acknowledges their contributions to the organization’s strategic objectives.
PURPOSES OF PERFORMANCE MANAGEMENT SYSTEM (PMS)
PMS has (3) major purposes:
1. Strategic There should be a link between employees’ activities to the organization’s goal.
2. Administrative While strategic is seldom used as a purpose, organizations use PMS particularly the performance appraisal as the basis for administrative actions.
3. Developmental To develop people with potential or overcome their shortcomings.
PERFORMANCE APPRAISAL
The tool that documents an individual employee’s performance is the performance appraisal. It is defined as a method by which the job performance of an employee is evaluated generally in terms of quality, quantity, cost and time.
It has twofold purposes: evaluation and feedback
Appraisal results are therefore used to identify the better performing employees who get available merit pay increases, bonuses and promotions.
APPROACHES TO MEASURING PERFORMANCE
1. Ranking it is simply requires a manager to rank employees in his department form the highest to lowest.
2. Forced Distribution Employees’ performance is ranked by group.
3. Paired Comparison also known as pairwise comparison, it generally refers to a process of comparing entities in pairs to judge which of each pair is preferred, or has a greater amount of some quantitative property.
ATTRIBUTE APPROACH
Graphic Rating Scale – a list of traits is evaluated by a five-point scale.
Mixed Standard Scale – it was developed to get around some of the problems with graphic rating scale.
BEHAVIORAL APPROACH
Critical Incidents – it requires managers to log specific incidents as specific examples of what is effective and ineffective performance of employees.
Behaviourally-Anchored Rating Scale (BARS) – it is an appraisal method that aims to combine the benefits of narratives, critical incidents, and qualified ratings by anchoring a qualified scale with specific examples.
Behavioral Observation Scales (BOS) – it is variation of the BARS. It differs in two ways.
Organizational Behavior Modification (OBM) – it has since come to refer mainly to techniques for increasing adaptive behaviour through reinforcement and decreasing maladaptive behaviour through punishment.
RESULTS APPROACH
Management by Objectives (MBO) – is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organizations.
Productivity Measurement and Evaluation System (PROMES) – to motivate employees to higher levels of productivity.
QUALITY APPROACH
360-Degree Appraisal – also known as “multi-rater feedback” is feedback that comes from all around an employee.

APPRAISAL
Contrast Effect
First Impression
Halo Effect
Similar to Me
Distributional
Negative and positive Tendency
Recency
THE PERFORMANCE FEEDBACK PROCESS
Frequent feedback is better than yearly feedback
Establish a comfortable, private setting and rapport
Ask the employee to rate his performance before the session
Encourage the employee to be open and participate in the discussion
Focus on solving problems
Give praise where it is due
Avoid personalities, focus on behaviour
Agree on action plans and set a date to review progress

University of the East
College of Business Administration

Preparation for Midterm in Human Resource Management

Submitted by: 39. Tagaca, Rea C. 20130119254 BHR 111-1M/1:00-2:00/MWF/SFC 401
Submitted to: Dr. Regino S. Robles