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• Financial Rewards:
○ Hourly or Time wage rate
○ Piece Rate
○ Salary
○ Commission
○ Performance related pay
○ Profit Sharing
○ Fringe Benefits
• Non-Financial Methods of Motivation
○ Job Rotation
○ Job Enlargement; an attempt to increase the scope of a job.
○ Job Enrichment
○ Team Working
○ Quality Circles; voluntary group of workers who meet regularly to
discus and to try and improve the quality. These are informal meetings
and these workers might be paid a bonus it they succeed in improving
the quality.
○ Target Setting
○ Delegation and Empowerment
15: Management Roles and Leadership Styles
• Mangers get things done – not by doing all the work themselves but by
working with and through other people.
• The Role of Management;
○ Setting Objectives and Planning.
○ Organizing Resources to meet the set objectives
○ Communicating with and motivating staff
○ Coordinating activities
○ Measuring and Controlling the Performance
• Leadership Styles:
○ Autocratic: Decisions are made centrally.
○ Democratic: Opinions of the workforce are taken in consideration in
making decisions
○ Paternalistic: Mangers make decisions that they think are good for the
staff
○ Laissez-Faire: Mangers hand down nearly all the authority t the workers
• Informal Leadership:
○ There are always people who have respect of the people and they are
in a position to influence and motivate the others.
○ These people are said to be in a position of informal leadership.
○ If these people are given the task of seeing a job through then, they
will have the whole workforce behind them with high levels of
motivation, not only for the staff but also for these informal leaders.
○ This will improve the management-worker relations and is a better
option than nominating a person to be in-charge.
17: Communication
The Circle
• The purpose and the role of the human resource management department is
to recruit and to train people and utilize the people in an organization in the
most productive manner.
• The most important job of the HR Department is to provide the business with
a workforce of the right number and with the right skills.
• The Number of staff depends on:
○ Demand
○ Labor Productivity
○ Objectives of the Business [expansion or increase in consumer services
etc]
○ Worker’s Rights [working hours]
○ Labor Turnover or absenteeism
• The Skills of Staff depend on:
○ Technology
○ Business want flexible staff that are multi-skilled
• Recruiting and Selecting Staff: For this the following steps need to be
followed
○ The precise nature of the job needs to be defined
○ \
○ A person specification should be drawn up
○ Devise an appropriate advertisement
○ A shortlist of applicants needs to be drawn up from the CVs received
○ Interviews conducted
○ Other tests conducted
• Training, Developing and Appraising Staff
○ Induction Training: For all new recruits
○ On-the job training
○ Off-the-job training
• Ways to measure workforce performance
○ Labor Productivity
○ Absenteeism Rate
○ Labor Turnover
• Methods to Improve Employee Performance
○ Appraisal
○ Training
○ Quality Circles
○ Cell Production and Autonomous Work-Groups
Here teams of employees are given multi-skilling training and a
chance to take responsibility for a complete section of work.
Good alternative to Flow production.
○ Financial Motivators