Understanding Employee Motivation and Engagement

EMPLOYEE MOTIVATION PROCESS
 
Need
 
Motivation
 
Goal Directed
Behavior
 
Need
Satisfaction
 
EMPLOYEE MOTIVATION PROCESS
EXPECTANCY THEORY (VROOM’S)
 
Yes
 
Yes
 
Motivated
 
No
 
Not Motivated
ULRICH’S STAGES OF EMPLOYEE CONNECTION
 
Competence
Commitment
Connection
Productivity
x
x
=
 
TUCKMAN TEAM DEVELOPMENT MODEL
 
Time
 
Effectiveness
 
Forming
 
Team is dependent on the
leader
 
Storming
 
Leaders mediates and focuses
 
Norming
 
Leader facilities
 
Performing
 
Leader delegates and
overseas
 
The leaders goal is to
make the team self reliant
and then move on.
 
Teams go through four stages. Teams can regress when membership changes. A mature team may need no leadership
 
THE FOUR CONTRIBUTION STAGES
 
Explain how careers develop in distinct stages – each different from another.
 
STAGE 1
 
STAGE 2
 
STAGE 3
 
STAGE 4
 
Dependently
 
Independently
 
Through Others
 
Strategically
 
Willingly accepts supervision
Demonstrates competence
on a portion of a larger
project
Performs effectively on
detailed and routine tasks
Shows directed creativity
and initiative
Performs well under time
and budget pressure
Learns how “we” do things
 
Assumes significant
responsibility
Relies on less supervision,
works independently and
produces results
Builds expertise
Develops credibility and a
reputation
Builds a strong collegial
network
 
Develops broader business
perspective, help others
understand in the broader
business context and needs.
Contributes to the
performance of others as a
manager, mentor, or idea
leader.
Represents the work group
on important issues.
Builds a strong internal and
external network.
 
Provides strategic direction
Builds organizational
capability through work
system and process
improvement.
Exercise power for the
benefit of the organization.
Sponsors and prepares
future leaders.
Represents the organization
to key external groups on
critical strategic issues.
COMPENSATION TYPES
 
Direct
Financial
Compensation
 
Non-Financial
Compensation
Indirect Financial
Compensation
(Benefits)
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FORMS OF INCENTIVE COMPENSATION
 
Profit
Sharing
 
Gain
Sharing
 
Pay for
Knowledge
 
Lump-Sum
Bonus
 
Bonus based on company
profits.
 
Bonus based on productivity
gains, cost savings, or quality
improvements.
 
Salary increase based on learning
new job tasks
 
One time cash-payments or
option to buy shares of company
stock based on performance.
 
MASLOW’S HIERARCHY OF NEEDS THEORY
 
Self-
Actualization
 
Esteem
 
Love / Belonging
 
Safety
 
Physiological
 
People have five levels of needs that seek to satisfy
 
Breathing, food, water, sex, sleep, homeostasis, excretion.
 
Security of: body, employment, resources, morality, family, health,
property.
 
Friendship, partnership, family, sexual intimacy.
 
Self-esteem, confidence and achievement, respect of others.
 
Morality, idealism, creativity, spontaneity, problem solving.
 
HUMAN RESOURCE RESPONSIBILITIES
 
Core
Responsibilities
of HRM
 
Employee compensation
and benefits
 
Employee training and
performance evaluation
 
Employee compensation
and benefits
 
Planning for staffing
needs
 
Employee recruitment
and selection
 
HRM – DEVELOPMENTAL STAGES FOR SMALL GROUPS
 
Tuckman’s model
 
Forming
 
Storming
 
Norming
 
Performing
 
Team members meet each
other
 
Team members learn about
the task
 
All team members learn
what their roles will be
 
Team members learn how to
work together
 
Team members learn about
the other members
 
Leader focuses the team
 
Team starts to work and act
together
 
Roles evolve into helping the
team succeed
 
Team members are more
likely to express opinions
 
Team members work hard
toward goal
 
Members are flexible and
help each other
 
Leader’s role is blurred –
everyone is focused
 
ULRICH’S HR
COMPETENCY
MODEL
 
Credible
Activist
 
Context
 
Organization
 
Individual
 
Capability
Builder
 
HR Innovator
& Integrator
 
HR Innovator
& Integrator
 
Change
Champion
 
Strategic Positioner
 
THE LEADERSHIP CODE – 5 RULES FOR LEADERSHIP
 
Personal
Proficiency
 
Human Capital Developer
 
Build the next generation
 
Strategist
 
Shape the future
 
Executor
 
Make things happen
 
Talent Manager
 
Engage today’s talent
 
Individual
 
Organization
 
Near-Term
Operational
 
Long-Term
Strategic
 
OPERATIVE FUNCTIONS OF HRM
 
Compensation
 
Procurement
 
Development
 
Maintenance
/Motivation
 
Integration
 
Job analysis and
design
Human resource
planning
Recruitment
Selection
Placement
Orientation
Socialization
 
Industrial relations
Discipline
Grievance redressed
Dispute settlement
Collective
bargaining
 
Employee well-being
Social security
Worker’s
participation
Motivation
Job rotation
HR Records,
research and audit
HR information
system
 
Job evaluation
Performance
evaluation
Wages
administration
Incentives and
benefits
 
Career planning and
development
Worker’s training
Executive
development
Organizational
development
 
FOUR STAGES OF CONTRIBUTION MODEL
 
Key Transitions (Novation’s)
 
Impact
 
Stage 1
 
Stage 2
 
Stage 3
 
Stage 4
 
Contribute
Strategically
 
Contribute
Through Others
 
Contribute
Independently
 
Contribute
Dependently
 
PEOPLE CAPABILITY MATURITY MODEL
 
Level 5
 
Optimizing
 
Level 4
 
Managed
 
Level 3
 
Defined
 
Level 2
 
Repeatable
 
Level 1
 
Initial
 
People
Management
 
Competence
Management
 
Team
Management
 
Capability
Management
 
Managed
practices
 
Tailored
practices
 
Measured and
aligned practices
 
Continuously
improving practices
 
HERZBERG’S THEORY OF MOTIVATION
 
Hygiene Factors
 
Motivational Factors
 
Interpersonal relationships, supervisors, peers and
subordinates
Technical supervision
Company policy administration
Job security
Working conditions
Salary / personal life
 
Work itself
Achievement
Possibility of growth
Responsibility
Advancement / Recognition
Status
 
GUEST MODEL OF HRM
 
Human Resource
Outcomes
 
Strategic planning/
implementation
Commitment
Flexibility/ adaptability
Quality
 
Policies
 
Organizational job design
Policy formulation and
implementation/management
of change
Recruitment, selection and
socialization
Appraisal, training and
development
Manpower flows, through, up
and out of the organization
Rewards systems
Communications system
 
Organizational
Outcomes
 
High job performance
High problem-solving
Successful change
Low turnover
Low absence
Low grievance level
High cost-effectiveness
 
HR COMPETENCY
MODEL – SHRM
 
Communication
 
Relationship
Management
 
Ethical
Practice
 
HR
Expertise
 
Leadership
and
Navigation
 
Consultation
 
Diversity
and
Inclusion
 
Business
 
Critical
Evaluation
 
HR ANALYTICS MATURITY MODEL
 
Stage 4: Predictive Analysis
 
Development of predictive models, scenario planning, risk analysis
and mitigation, integration with strategic planning
 
Stage 3: Strategic Analysis
 
Segmentation, statistical analysis, development of people models, analysis of
dimensions to understand cause and delivery of actionable solutions.
 
Stage 2: Advanced Reporting
 
Operational reporting for benchmarking and decision making,
multi-dimensional analysis and dashboards.
 
Stage 1: Operational Reporting
 
Operational reporting for measurement of efficiency and compliancy, data
exploration and integration, development of data dictionary
 
Level 4: Organizational Capability
 
Source of: Business performance capability & learning agility,
executive drive, cultural & systematic focus
 
Level 3: Talent & performance improvement
 
Source of: talent development and performance consulting, integrated with
HR/TM improving alignment, process & tech focus.
 
Level 2: Training and developing excellence
 
Source of: designed instruction, evolving governance & operations,
improving L&D core processes, program focused.
 
Level 1: Incidental Training
 
Source of: ad-hoc job support, mentoring and apprenticeship, emerging need
for professional training, SME focused.
 
HIGH IMPACT LEARNING ORGANIZATION MATURITY
MODEL
 
HRM
GOALS
 
Motivation
 
TQM and productivity
Rewards
Compensation
 
Development
 
Employee
training
Employee
development
 
Maintenance
 
Benefit administration
Safety and health
Communication
programs
 
Inception
 
Strategic human
Resource planning
Recruiting
Employee presentation
 
Change World
of Work
 
Labor
Unions
 
Legislation
 
Management
Practices
 
HRM
Goals
 
MODEL OF STRATEGIC HRM
 
Corporate Objective
 
HR Objective
 
Individual Objectives
 
Developing and
Retaining
 
Letting Go
 
Recognizing
 
Assessing
 
Staffing
 
Planning
 
NEW HR
COMPETENCY
MODEL
 
Personal
Credibility
 
HR Technology
 
Business
Knowledge
 
HR Delivery
 
Strategic
Contribution
 
Culture Management
Fast Change
Strategic Decision-Making
Market-driven Connectivity
 
Achieving results
Effective relationships
Personal Communication
 
Staffing
Development
Organizational structure
Performance Management
 
THE WARWICK MODEL OF HRM
 
Outer Context
 
Socioeconomic, Technological,
Political-legal, Competitive
 
Inner Context
 
Culture, structure,
politics/leadership, task
technology, business outputs
 
HRM Content
 
HR flows, work systems,
reward systems, employee
relations
 
HRM Context
 
Role, definition, organization,
HR outputs
 
Business
Strategy Content
 
Objectives, product market,
strategy and tactics
 
HRM
FUNCTIONS
 
HRM
 
Staffing
 
Employee and
labor relations
 
Compensation
 
Safety and
Health
 
Human Resource
Development
Mental
Models
Personal
Mastery
Systems
Thinking
Building
Shared
Vision
Team
Learning
5 COMPONENTS
OF A LEARNING
ORGANIZATION
Focusing on group solving using systems thinking
 
INTEGRATING HRM WITH BUSINESS OUTCOMES
 
Shared Understanding
 
Shaping
The Working
Environment
 
Human Resourcing
 
Continuous
Learning
 
Performance
Accountability
 
HR
MANAGEMENT
ACTIVITIES
 
Environmental
 
Strategic human
Resource planning
Recruiting
 
Talent
Management
 
Strategic human
Resource planning
Recruiting
 
Total Rewards
 
Strategic human
Resource planning
Recruiting
 
Risk management and
worker protection
 
Strategic human
Resource planning
Recruiting
 
Staffing
 
Strategic human
Resource planning
Recruiting
 
Employee &
Labor Relations
 
Strategic human
Resource planning
Recruiting
 
Legal
Framework &
Practice
 
Strategic human
Resource planning
Recruiting
 
Legal
 
Political
 
Technological
 
Global
 
Social
 
Cultural/
Geographic
 
Economic
 
HR COMPETENCY MODEL
 
International Personnel Management Association (IPMA) Model
 
Leader
 
HR Expert
 
Business
Partner
 
Change
Agent
 
HUMAN RESOURCE DEVELOPMENT
 
Training
 
Development
 
Performance
Appraisal
 
Performance
Management
 
Career
Planning
 
Career
Development
 
Organization
Development
 
Designed to provide learners
with knowledge and skills
 
Designed to provide learners
with knowledge and skills
 
Designed to provide learners
with knowledge and skills
 
Designed to provide learners
with knowledge and skills
 
Designed to provide learners
with knowledge and skills
 
Designed to provide learners
with knowledge and skills
 
Designed to provide learners
with knowledge and skills
 
THE HARVARD MODEL OF HRM
 
Stakeholder Interests
 
Stakeholders
Management
Employee groups
Government
Community / Unions
 
Situational Factors
 
Stakeholders
Management
Employee groups
Government
Community / Unions
 
HRM Policy Choices
 
Stakeholders
Management
Employee groups
Government
 
HR Outcomes
 
Stakeholders
Management
Employee groups
Government
 
Long-Term
Consequences
 
Stakeholders
Management
Employee groups
 
FOUR STAGES OF CONTRIBUTION MODEL
 
Performance
Expectation
 
Primary
Role
 
Major Stage
Transition Issue
 
Minor Stage
Transition Issue
 
Dependently
 
Independently
 
Through Others
 
Strategically
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
Designed to provide
learners with knowledge
and skills
 
STAGE 1
 
STAGE 2
 
STAGE 3
 
STAGE 4
ULRICH’S MODEL OF HRM
 
Change
Management
 
Performance
Improvement
 
Instructional
Design
 
Knowledge
Management
 
Coaching
 
Training
Delivery
 
Learning
Technologies
 
Integrated
Talent
Management
 
Managing
Learning
Programs
 
Evaluate
Learning
Impact
 
Competencies
for the Training
& Development
Profession
 
Areas of Expertise
 
Foundation Competencies
 
Business Skills
 
Global Mindset
 
Industry Knowledge
 
Interpersonal Skills
 
Personal Skills
 
Technology Liberace
 
ASTD
COMPETENCY
MODEL (2013)
 
THE EMOTIONAL COMPETENCY FRAMEWORK
 
Self
 
Others
 
Awareness
 
Actions
 
Self
Awareness
 
Social
Awareness
 
Social
Skills
 
Self
Management
 
Positive impact on others
 
An HR department is an
essential, if not critical,
component of any
business regardless of the
organization's size.
 
An HR department is an
essential, if not critical,
component of any
business regardless of the
organization's size.
 
An HR department is an
essential, if not critical,
component of any
business regardless of the
organization's size.
 
An HR department is an
essential, if not critical,
component of any
business regardless of the
organization's size.
 
ULRICH’S MATRIX ON THE 4 ROLES OF HR
 
Day to day / Operational Focus
 
People
 
Process
 
Future / Strategic Focus
 
HR
 
Strategic Partner
 
An HR department is an essential, if
not critical, component of any
business regardless of the
organization's size.
 
Change Agent
 
An HR department is an essential, if
not critical, component of any
business regardless of the
organization's size.
 
Administrative Expert
 
An HR department is an essential, if
not critical, component of any
business regardless of the
organization's size.
 
Employee Champion
 
An HR department is an essential, if
not critical, component of any
business regardless of the
organization's size.
 
MCLAGAN’S
HUMAN
RESOURCE WHEEL
 
Training &
Development
 
Organization
Development
 
HR Research
& Info
Systems
 
Union / Labor
Relations
 
Career
Development
 
Organizational/
Job Design
 
Employee
Assistance
 
Compensation
& Benefits
 
Human Resource
Planning
 
Performance
Management
System
 
Selection &
Staffing
 
Human
Resource Result
 
An HR department is an essential,
if not critical, component of any
business regardless of the
organization's size.
Primary HRM Functions
 
Obtaining, Maintaining and
developing employees.
Primary HRD Functions
 
Improving individual, group, and
organizational effectiveness.
 
THE HR
PROFESSION
MAP BY CIPD
 
Role Model
 
Decisive
Thinker
 
Skilled
Influencer
 
Change
Management
 
Driven to
Deliver
 
Driven to
Deliver
 
Courage to
Challenge
 
Personally
Credible
 
Organization
design
 
Service
delivery and
information
 
Learning and
talent
development
 
Performance
and reward
 
Resourcing and
talent planning
 
Employee
engagement
 
Organization
development
 
Employee
relations
 
Strategy
insights and
solutions
 
Leading and
managing the
human
resource
function
 
BRIDGES TRANSITION MODEL
 
Time
 
Importance
 
Ending, Losing, Letting Go
The Neutral Zone
 
The New Beginning
 
ULRICH’S MATRIX ON THE 4 ROLES OF HR
 
Day to day / Operational Focus
 
People Oriented
 
Process Oriented
 
Future / Strategic Focus
 
HR
 
Strategic Partner
 
Management of strategic human
resources
 
Change Agent
 
Management of transformation and
change
 
Administrative Expert
 
Management of firm infrastructure
 
Employee Champion
 
Management of employee
contribution
 
HR STRATEGY MAP
 
Enhance ROI of HR Strategic Initiatives
 
Enhance employee productivity
 
Create positive work environment
 
Enhance “Internal Customer” satisfaction
 
Apply excellent
recruitment process
 
Develop strategic
employee competencies
 
Implement best talent
management practices
 
Optimize performance
management system
 
Develop Internal HR Capabilities
 
Deploy HRIS System
 
Financial
 
Internal Customers
 
HR Internal Process
 
Learning
 
HIGH IMPACT TALENT MANAGEMENT FRAMEWORK
 
Leadership Management
 
Succession Management
 
Career Management
 
Performance Management
 
Capability & Competency Management
 
Workforce Planning
 
TALENT INFRASTRUCTURE
 
Talent Strategy & Business Alignment
 
Learning & Capability Development
 
Talent
Acquisition
 
Total
Rewards
 
Business Metrics & Scorecards
 
Governance
 
EVOLUTION OF HR MANAGER ROLES
 
Leader
 
Ethical
Takes risks
Decisive
Develops staff
Creates trusts
 
Employee advocate
Values diversity
Resolves conflict
Communicates well
Respects other
 
Functional expert
Knows HR Principles
Customer oriented
Applies business
Manages resources
 
HC developer
Individual focus
Manages change
Future Orientation
CoachTeam Relationships
 
Strategic partners
Mission oriented
Strategic planner
System Innovator
Understands team behavior
 
CHANGING VALUES – CHANGING WORK STYLES
 
-1945
 
Traditionalist
 
Avoid
System conformant
Little willingness to
change
 
-1962
 
Boomer
 
Tetchy towards criticism
Impartial
Egocentric
Focused more on
processes than results
 
-1980
 
Generation X
 
Impatient
Sceptic
Lazy
Low level of assertiveness
Cynical
 
1981+
 
Generation Y
 
Needs guidance
Requires (company)
structures
Lacks << personal drive
Disloyal
 
HR MANAGEMENT – TASKS
 
Main areas plus overall tasks
 
Staff Recruiting
 
Personnel planning
Recruiting
Personnel marketing
Selection of personnel
Education and training
 
Employ Staff
 
Staff allocation
Staff transfer and relocation
Staff care
Staff training and
development
Staff detainment
Performance appraisal
Payroll
HR administration
 
Staff Lay-off
 
Redundancies
Staff reduction
 
Overall Responsibilities
 
HR company policy
HR organization
Personnel management
HR communication
HR controlling
Works council
Labor laws and social welfare
 
HR MANAGEMENT – TARGET GROUPS
 
Target groups for HR work (internal, external)
 
Internal Groups
 
External Groups
 
Company management
 
Senior office
 
Works council
 
Employee
 
Apprentice
 
Trainee
 
Student trainee
 
Other employees
 
General government
 
Trade association
 
Chamber of trade/Chamber of commerce
 
Employment agency
 
Surroundings
 
Temporary employment agencies
 
Executive consultants
 
Other companies
 
DEVELOPMENT STAGES OF HRM
 
How HRM has turned into a strategic competitive advantage
 
HR
Administration
 
HR Structuring
 
HR Development
 
HR Strategy
 
HR cross-link to
other
departments
 
Integration of
personnel
competencies
 
Payroll. Rights of
co-determination
 
HRM
institutionalization
and personnel
planning
 
Recognition of
workforce assets
and career
planning
 
Value-add
through HR work
 
HRM as
competitive
advantage
 
Professionalization
of HR,
development of HR
vision
 
By 1950
 
By 1960
 
By 1970
 
By 1980
 
By 1990
 
By 2000
 
Development Stages
 
Key Examples
 
THE EFFECTS OF DYNEXITY
 
Dynexity causes changes in HR management
 
Number of
Employees
 
Constant change of
employee numbers e.g. due
to company growth or
downsizing.
 
Number of
Employees
 
Constant change of
responsibilities and subjects.
 
Structures &
Processes
 
Constant change of
structures and processes.
 
Dynamic Business Environment
 
Complex environment
 
OVERVIEW OF COMPETENCIES
 
HR Key competencies
 
Operational
Expertise
 
Method
Skills
 
Personal
Skills
 
Social
Competencies
 
Labor law expertise
Expertise in business
administration
Expertise in teaching
psychology
Expertise in organizational
psychology
 
Analytical skills
Didactical skills
Computer skills
Expertise in evaluation and
organization
Presentation skills
Project management skills
Organization-oriented acting
and thinking
 
Assertiveness
Empathy
Communication skills
Conflict management skills
Problem solving skills
Sociable
Ability to motivate others
Persuasive power
Team player
 
Resilience
Flexibility
Credibility
Integrity
Creativity
Ability to learn
Self-critical, self-analytical
Self-consistent
Goal achiever
 
HR JOB TITLES – CAREER PROGRESSION
 
VP of HR of CHARO
 
HR Director
 
HR Manager
 
HR Generalist
 
HR Assistant/Intern
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Exploring the process of employee motivation, this content delves into goal-directed behavior, needs, satisfaction, and theories like Vroom's Expectancy Theory and Ulrich's Stages of Employee Connection. Ultimately aiming for commitment, this analysis provides valuable insights into enhancing employee engagement.


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  1. EMPLOYEE MOTIVATION PROCESS Goal Directed Behavior Need Need Motivation Satisfaction

  2. EMPLOYEE MOTIVATION PROCESS

  3. EXPECTANCY THEORY (VROOMS) Yes Yes Motivated No No Not Motivated Not Motivated

  4. ULRICHS STAGES OF EMPLOYEE CONNECTION x x = Commitment Connection Productivity Competence

  5. TUCKMAN TEAM DEVELOPMENT MODEL Teams go through four stages. Teams can regress when membership changes. A mature team may need no leadership Performing Leader delegates and overseas Norming Leader facilities Effectiveness Storming Leaders mediates and focuses The leaders goal is to make the team self reliant and then move on. Forming Team is dependent on the leader Time

  6. THE FOUR CONTRIBUTION STAGES Explain how careers develop in distinct stages each different from another. STAGE 1 STAGE 2 STAGE 3 STAGE 4 Dependently Independently Through Others Strategically Willingly accepts supervision Assumes significant responsibility Develops broader business perspective, help others understand in the broader business context and needs. Provides strategic direction Demonstrates competence on a portion of a larger project Builds organizational capability through work system and process improvement. Relies on less supervision, works independently and produces results Contributes to the performance of others as a manager, mentor, or idea leader. Performs effectively on detailed and routine tasks Builds expertise Exercise power for the benefit of the organization. Shows directed creativity and initiative Develops credibility and a reputation Sponsors and prepares future leaders. Represents the work group on important issues. Performs well under time and budget pressure Builds a strong collegial network Represents the organization to key external groups on critical strategic issues. Builds a strong internal and external network. Learns how we do things

  7. COMPENSATION TYPES Direct Financial Compensation Indirect Financial Compensation (Benefits) Non-Financial Compensation dfgsdfgdsfg

  8. FORMS OF INCENTIVE COMPENSATION Profit Sharing Gain Sharing Pay for Knowledge Lump-Sum Bonus Bonus based on company profits. Bonus based on productivity gains, cost savings, or quality improvements. Salary increase based on learning new job tasks One time cash-payments or option to buy shares of company stock based on performance.

  9. MASLOWS HIERARCHY OF NEEDS THEORY People have five levels of needs that seek to satisfy Self- Actualization Morality, idealism, creativity, spontaneity, problem solving. Esteem Self-esteem, confidence and achievement, respect of others. Love / Belonging Friendship, partnership, family, sexual intimacy. Security of: body, employment, resources, morality, family, health, property. Safety Breathing, food, water, sex, sleep, homeostasis, excretion. Physiological

  10. HUMAN RESOURCE RESPONSIBILITIES Planning for staffing needs Employee recruitment and selection Core Responsibilities of HRM Employee compensation and benefits Employee training and performance evaluation Employee compensation and benefits

  11. HRM DEVELOPMENTAL STAGES FOR SMALL GROUPS Tuckman s model Forming Storming Norming Performing Team members meet each other Team members learn how to work together Team starts to work and act together Team members work hard toward goal Team members learn about the task Team members learn about the other members Roles evolve into helping the team succeed Members are flexible and help each other All team members learn what their roles will be Team members are more likely to express opinions Leader s role is blurred everyone is focused Leader focuses the team

  12. Strategic Positioner Capability Builder ULRICH S HR COMPETENCY MODEL HR Innovator & Integrator Champion Credible Activist Change HR Innovator & Integrator

  13. THE LEADERSHIP CODE 5 RULES FOR LEADERSHIP Long-Term Strategic Human Capital Developer Strategist Build the next generation Shape the future Personal Proficiency Individual Organization Talent Manager Executor Engage today s talent Make things happen Operational Near-Term

  14. OPERATIVE FUNCTIONS OF HRM Maintenance /Motivation Procurement Development Compensation Integration Job analysis and design Career planning and development Job evaluation Employee well-being Industrial relations Performance evaluation Social security Discipline Human resource planning Worker s training Worker s participation Grievance redressed Executive development Wages administration Dispute settlement Recruitment Motivation Collective bargaining Selection Organizational development Incentives and benefits Job rotation Placement HR Records, research and audit Orientation Socialization HR information system

  15. FOUR STAGES OF CONTRIBUTION MODEL Impact Contribute Dependently Contribute Independently Contribute Through Others Contribute Strategically Key Transitions (Novation s)

  16. PEOPLE CAPABILITY MATURITY MODEL Level 5 Continuously improving practices Optimizing Level 4 Measured and Capability aligned practices Management Managed Level 3 Tailored Team practices Management Defined Level 2 Managed Competence practices Management Repeatable Level 1 People Management Initial

  17. HERZBERGS THEORY OF MOTIVATION Hygiene Factors Motivational Factors Interpersonal relationships, supervisors, peers and subordinates Work itself Achievement Technical supervision Possibility of growth Company policy administration Responsibility Job security Advancement / Recognition Working conditions Status Salary / personal life

  18. GUEST MODEL OF HRM Organizational Outcomes Human Resource Outcomes High job performance High problem-solving Successful change Strategic planning/ implementation Policies Low turnover Low absence Commitment Low grievance level Organizational job design Flexibility/ adaptability High cost-effectiveness Policy formulation and implementation/management of change Quality Recruitment, selection and socialization Appraisal, training and development Manpower flows, through, up and out of the organization Rewards systems Communications system

  19. Relationship Management Communication Ethical Practice Consultation HR COMPETENCY MODEL SHRM Leadership and Navigation HR Expertise Diversity and Inclusion Business Critical Evaluation

  20. HR ANALYTICS MATURITY MODEL Stage 4: Predictive Analysis Development of predictive models, scenario planning, risk analysis and mitigation, integration with strategic planning Stage 3: Strategic Analysis Segmentation, statistical analysis, development of people models, analysis of dimensions to understand cause and delivery of actionable solutions. Stage 2: Advanced Reporting Operational reporting for benchmarking and decision making, multi-dimensional analysis and dashboards. Stage 1: Operational Reporting Operational reporting for measurement of efficiency and compliancy, data exploration and integration, development of data dictionary

  21. HIGH IMPACT LEARNING ORGANIZATION MATURITY MODEL Level 4: Organizational Capability Source of: Business performance capability & learning agility, executive drive, cultural & systematic focus Level 3: Talent & performance improvement Source of: talent development and performance consulting, integrated with HR/TM improving alignment, process & tech focus. Level 2: Training and developing excellence Source of: designed instruction, evolving governance & operations, improving L&D core processes, program focused. Level 1: Incidental Training Source of: ad-hoc job support, mentoring and apprenticeship, emerging need for professional training, SME focused.

  22. Inception Strategic human Resource planning Recruiting Employee presentation Maintenance Development HRM GOALS HRM Goals Benefit administration Safety and health Communication programs Employee training Employee development Motivation TQM and productivity Rewards Compensation

  23. MODEL OF STRATEGIC HRM Corporate Objective HR Objective Individual Objectives Developing and Retaining Planning Staffing Assessing Recognizing Letting Go

  24. Achieving results Effective relationships Personal Communication Strategic Contribution NEW HR COMPETENCY MODEL Culture Management Fast Change Strategic Decision-Making Market-driven Connectivity Staffing Development Organizational structure Performance Management

  25. THE WARWICK MODEL OF HRM Outer Context Socioeconomic, Technological, Political-legal, Competitive Inner Context Culture, structure, politics/leadership, task technology, business outputs Business Strategy Content HRM Context Objectives, product market, strategy and tactics Role, definition, organization, HR outputs HRM Content HR flows, work systems, reward systems, employee relations

  26. HRM FUNCTIONS HRM Compensation

  27. Team Learning 5 COMPONENTS OF A LEARNING ORGANIZATION Building Shared Vision Systems Thinking Focusing on group solving using systems thinking Personal Mastery Mental Models

  28. INTEGRATING HRM WITH BUSINESS OUTCOMES Continuous Learning Human Resourcing Shaping The Working Environment Performance Accountability Shared Understanding

  29. Environmental Strategic human Resource planning Recruiting Legal Employee & Labor Relations Framework & Practice Strategic human Resource planning Recruiting Strategic human Resource planning Recruiting HR MANAGEMENT ACTIVITIES Technological Political Risk management and worker protection Staffing Strategic human Resource planning Recruiting Strategic human Resource planning Recruiting Talent Total Rewards Management Strategic human Resource planning Recruiting Strategic human Resource planning Recruiting Legal

  30. HR COMPETENCY MODEL International Personnel Management Association (IPMA) Model Leader Business Partner Change Agent HR Expert

  31. HUMAN RESOURCE DEVELOPMENT Designed to provide learners with knowledge and skills Training Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Performance Appraisal Development Performance Management Career Planning Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Organization Development Career Development Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills

  32. THE HARVARD MODEL OF HRM Stakeholder Interests Stakeholders Management Employee groups Government Long-Term Consequences HRM Policy Choices HR Outcomes Community / Unions Stakeholders Stakeholders Management Management Stakeholders Employee groups Employee groups Management Government Government Employee groups Situational Factors Stakeholders Management Employee groups Government Community / Unions

  33. FOUR STAGES OF CONTRIBUTION MODEL STAGE 1 STAGE 2 STAGE 3 STAGE 4 Dependently Independently Through Others Strategically Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Performance Expectation Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Primary Role Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Major Stage Transition Issue Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Designed to provide learners with knowledge and skills Minor Stage Transition Issue

  34. ULRICHS MODEL OF HRM

  35. Change Management Performance Improvement Knowledge Management Instructional Design Competencies for the Training & Development Profession ASTD COMPETENCY MODEL (2013) Training Delivery Coaching Integrated Talent Management Learning Technologies Managing Learning Programs Evaluate Learning Impact Areas of Expertise Business Skills Global Mindset Industry Knowledge Foundation Competencies Interpersonal Skills Personal Skills Technology Liberace

  36. THE EMOTIONAL COMPETENCY FRAMEWORK Self Others Awareness An HR department is an essential, if not critical, component of any business regardless of the organization's size. An HR department is an essential, if not critical, component of any business regardless of the organization's size. Self Social Awareness Awareness An HR department is an essential, if not critical, component of any business regardless of the organization's size. An HR department is an essential, if not critical, component of any business regardless of the organization's size. Actions Self Social Skills Management Positive impact on others

  37. ULRICHS MATRIX ON THE 4 ROLES OF HR Future / Strategic Focus Strategic Partner An HR department is an essential, if not critical, component of any business regardless of the organization's size. Change Agent An HR department is an essential, if not critical, component of any business regardless of the organization's size. Process People HR Administrative Expert An HR department is an essential, if not critical, component of any business regardless of the organization's size. Employee Champion An HR department is an essential, if not critical, component of any business regardless of the organization's size. Day to day / Operational Focus

  38. Primary HRD Functions Improving individual, group, and organizational effectiveness. Training & Development HR Research & Info Systems Organization Development Union / Labor Relations Career Development MCLAGAN S HUMAN RESOURCE WHEEL Human Resource Result An HR department is an essential, if not critical, component of any business regardless of the organization's size. Employee Assistance Organizational/ Job Design Compensation & Benefits Human Resource Planning Performance Management System Selection & Staffing Primary HRM Functions Obtaining, Maintaining and developing employees.

  39. Service delivery and information Organization design THE HR PROFESSION MAP BY CIPD Employee relations Organization development Leading and managing the human resource function Strategy insights and solutions Employee engagement Resourcing and talent planning Learning and talent development Performance and reward

  40. BRIDGES TRANSITION MODEL The New Beginning Importance Ending, Losing, Letting Go Time

  41. ULRICHS MATRIX ON THE 4 ROLES OF HR Future / Strategic Focus Strategic Partner Change Agent Management of strategic human resources Management of transformation and change Process Oriented People Oriented HR Management of employee contribution Management of firm infrastructure Administrative Expert Employee Champion Day to day / Operational Focus

  42. HR STRATEGY MAP Financial Enhance ROI of HR Strategic Initiatives Enhance employee productivity Internal Customers Create positive work environment Enhance Internal Customer satisfaction Apply excellent recruitment process Develop strategic employee competencies Implement best talent management practices Optimize performance management system HR Internal Process Learning Develop Internal HR Capabilities Deploy HRIS System

  43. HIGH IMPACT TALENT MANAGEMENT FRAMEWORK Talent Strategy & Business Alignment Business Metrics & Scorecards Workforce Planning Capability & Competency Management Governance Leadership Management Talent Acquisition Total Rewards Succession Management Career Management Performance Management Learning & Capability Development TALENT INFRASTRUCTURE

  44. EVOLUTION OF HR MANAGER ROLES Leader Employee advocate Values diversity Resolves conflict Communicates well Respects other Ethical Takes risks Functional expert Knows HR Principles Customer oriented Applies business Manages resources Decisive Develops staff Creates trusts HC developer Individual focus Manages change Future Orientation CoachTeam Relationships Strategic partners Mission oriented Strategic planner System Innovator Understands team behavior

  45. CHANGING VALUES CHANGING WORK STYLES -1945 -1962 -1980 1981+ Traditionalist Boomer Generation X Generation Y Avoid Tetchy towards criticism Impatient Needs guidance System conformant Impartial Sceptic Requires (company) structures Little willingness to change Egocentric Lazy Lacks << personal drive Focused more on processes than results Low level of assertiveness Disloyal Cynical

  46. HR MANAGEMENT TASKS Main areas plus overall tasks Staff Recruiting Employ Staff Staff Lay-off Overall Responsibilities Personnel planning Staff allocation Redundancies HR company policy Recruiting Staff transfer and relocation Staff reduction HR organization Personnel marketing Staff care Personnel management Selection of personnel Staff training and development HR communication Education and training HR controlling Staff detainment Works council Performance appraisal Labor laws and social welfare Payroll HR administration

  47. HR MANAGEMENT TARGET GROUPS Target groups for HR work (internal, external) Internal Groups External Groups Company management General government Senior office Trade association Works council Chamber of trade/Chamber of commerce Employee Employment agency Apprentice Surroundings Trainee Temporary employment agencies Student trainee Executive consultants Other employees Other companies

  48. DEVELOPMENT STAGES OF HRM How HRM has turned into a strategic competitive advantage By 1950 By 1960 By 1970 By 1980 By 1990 By 2000 Development Stages HR cross-link to other departments Integration of personnel competencies HR HR Structuring HR Development HR Strategy Administration Key Examples HRM Recognition of workforce assets and career planning Professionalization of HR, development of HR vision HRM as competitive advantage institutionalization and personnel planning Payroll. Rights of co-determination Value-add through HR work

  49. THE EFFECTS OF DYNEXITY Dynexity causes changes in HR management Dynamic Business Environment Number of Employees Number of Employees Structures & Processes Constant change of employee numbers e.g. due to company growth or downsizing. Constant change of responsibilities and subjects. Constant change of structures and processes.

  50. OVERVIEW OF COMPETENCIES HR Key competencies Operational Expertise Method Skills Personal Skills Social Competencies Labor law expertise Analytical skills Resilience Assertiveness Expertise in business administration Didactical skills Flexibility Empathy Computer skills Credibility Communication skills Expertise in teaching psychology Expertise in evaluation and organization Integrity Conflict management skills Creativity Problem solving skills Expertise in organizational psychology Presentation skills Ability to learn Sociable Project management skills Self-critical, self-analytical Ability to motivate others Organization-oriented acting and thinking Self-consistent Persuasive power Goal achiever Team player

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