18
Managing Human
Resources
Section
18.1
Developing and Keeping Human
Resources
Section
18.2
Motivating Employees
Glencoe Entrepreneurship: Building a Business
SECTION
18.1
Developing and Keeping
Human Resources
Section Objectives
•
Identify the components of human resource management.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.1
Developing and Keeping
Human Resources
The Main Idea
People are the most important resource of a small business.
The employees that are recruited, hired, trained, and kept have a major
impact on a company’s performance.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.1
Developing and Keeping
Human Resources
Content Vocabulary
human resources
human resource management
labor union
educational activities
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
developmental activities
cost effective
employee complaint procedure
Pregnancy Discrimination Act
SECTION
18.1
Developing and Keeping
Human Resources
Human Resource Management
The human resources of a
company represent one of
its largest investments.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
human resources
the people employed in a
business, commonly referred to
as personnel
SECTION
18.1
Developing and Keeping
Human Resources
Human Resource Management
The primary goals of
human resource
management are to
facilitate performance and
improve productivity.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
human resource management
the part of business concerned
with recruiting and managing
employees
Human Resource Management
Components of Human Resource Management
Recruiting and screening employees
Managing union dealings
Overseeing employee training and development
Overseeing pay and benefits
Resolving day-to-day problems
Ensuring equal opportunity
Handling employee termination
7
SECTION
18.1
Developing and Keeping
Human Resources
Recruiting and Screening Employees
You can find new employees by:
•
•
•
recruiting from within
recruiting from competitors
recruiting with ads, job boards, employment agencies, and word of
mouth
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.1
Developing and Keeping
Human Resources
Managing Dealings with Unions
Labor unions strengthen
workers’ ability to bargain
for wages, benefits, working
conditions, and other
concerns.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
labor unions
organizations that represent
workers in their dealings with
employers
SECTION
18.1
Developing and Keeping
Human Resources
Overseeing Training and Development
Businesses should include
educational activities and
developmental activities
to employee training.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
educational activities
developmental
activities
actions, such as an
a human
industry
relations workshop,
conference,
that prepare
that prepare
employeestoforlead
managers
advancing
the company
in the
organization
into
the future
SECTION
18.1
Developing and Keeping
Human Resources
Overseeing Training and Development
After your training program
is up and running, you
should evaluate it to see
how cost effective it is and
whether the program’s
objectives were achieved.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
cost effective
economically worthwhile in terms
of what is achieved for the amount
of money spent
Overseeing Training and Development
On-the-job
training
Vestibule
training
Conferences
and seminars
Job
rotation
Training
and
Development
Techniques
Mentoring
Web-based
instruction
Classroom
teaching
Coaching
12
SECTION
18.1
Developing and Keeping
Human Resources
Resolving Day-to-Day Problems
Employee conflicts can be
resolved in an objective
manner when an employee
complaint procedure is in
place.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
employee complaint procedure
a formal procedure for handling
employee complaints, usually in
writing and distributed to
employees
SECTION
18.1
Developing and Keeping
Human Resources
Ensuring Equal Opportunity
As an employer and
manager, you must ensure
that employees are not
discriminated against.
One law you should know
about is the Pregnancy
Discrimination Act.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
Pregnancy Discrimination Act
a federal law that requires that
employers treat their pregnant
employees like all other
employees when determining
benefits
SECTION
18.1
Developing and Keeping
Human Resources
Handling Problem Employees and
Termination
Sometimes employees do not work out, or they perform below
expectations.
In those instances, you may have to resort to professional counseling
or assistance, disciplinary action, or termination.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.1
Developing and Keeping
Human Resources
After You Read
1.
Identify the components of human resource management.
Human resource management includes recruiting and screening
employees, managing dealings with unions, overseeing employee
training and development, overseeing pay and benefits, resolving
day-to-day problems, ensuring equal opportunity, and handling
employee terminations.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
Section Objectives
•
•
•
•
Explain how managers influence motivation.
Describe ways to maximize employee performance.
Explain the importance of delegation.
Explain how to assess motivational techniques used to increase
performance levels.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
The Main Idea
One of an entrepreneur’s tasks is to motivate employees.
Employees who are motivated produce more and better work.
Chapter 18 Managing Human Resources
Section 18.2 Motivating Employees
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
Content Vocabulary
Theory X
Theory Y
hygiene factors
motivating factors
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
telecommuting
family leave
flextime
performance evaluation
SECTION
18.2
Motivating
Employees
How Managers Influence Motivation
Communication is a key factor in employee motivation.
How employees are regarded and treated also affects their
motivation.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
Assumptions Managers Make
In The Human Side of
Enterprise, Douglas
McGregor identifies two
sets of assumptions that
managers make about
employees: Theory X and
Theory Y.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
Theory Y
X
the belief that employees are
basically lazylike
responsible,
andtoneed
work,constant
and
supervision
want
intrinsic rewards
SECTION
18.2
Motivating
Employees
Hygiene Factors Versus Motivating Factors
According to Frederick
Herzberg, two types of
factors motivate workers:
hygiene factors and
motivating factors.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
hygiene factors
motivating
factors
factors that motivate
do not improve
employees,
situations,
such
as achievement,
but keep situations
from getting responsibility,
recognition,
worse
advancement, growth, and the
reward from doing the work itself
SECTION
18.2
Motivating
Employees
Maximizing Employee Performance
To improve employee motivation:
•
•
•
•
•
•
•
•
Provide meaningful work.
Allow scheduling flexibility.
Involve employees in decision making.
Give recognition.
Provide performance evaluations.
Reward performance.
Delegate responsibility.
Evaluate employee motivational techniques.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
Provide Meaningful Work
Employees who are motivated by their work related to it in a special way.
They take pride in it. To prompt such feelings, a job must be meaningful.
If your employees’ jobs are not meaningful, consider redesigning those jobs.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
Allow Scheduling Flexibility
Flexible schedule techniques include:
•
•
•
telecommuting
family leave
flextime
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
Allow Scheduling Flexibility
Telecommuting for
employees has been made
possible because of
computers, communications
technology, and overnight
delivery services.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
telecommuting
the act of performing some or all
of a job away from the business
SECTION
18.2
Motivating
Employees
Allow Scheduling Flexibility
Large companies must offer
family leave under federal
law.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
family leave
a policy that allows employees to
take time off work to attend to
significant personal events, such
a births, deaths, and family
illness, without fear of job loss
SECTION
18.2
Motivating
Employees
Allow Scheduling Flexibility
Businesses that offer
flextime allow employees
to adjust their work
schedules to suit their
personal needs.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
flextime
a policy that allows employees to
choose the work hours and days
that are most effective for their
personal lives
SECTION
18.2
Motivating
Employees
Involve Employees in Decision Making
Let employees make suggestions about where the organization is
going and what their roles will be.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
Involve Employees in Decision Making
Using quality circles (described in Chapter 16) is another means of
involving employees in decision making.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
Provide Performance Evaluations
A performance evaluation
can be motivational when
suggestions for
improvement present the
employee with something to
strive for, a measure of
future accomplishment.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
performance evaluation
the process of judging how well
an employee has performed the
duties and responsibilities
associated with a job, usually for
the purpose of contract renewal
or promotion
SECTION
18.2
Motivating
Employees
Delegating Responsibility
When you delegate responsibility, you give an employee the authority
to and responsibility for carrying out some of your work.
Delegating responsibility gives you more time to work on other things
and also motives the employee.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
Evaluating Employee Motivational Techniques
Motivational techniques that require a large commitment of time and
resources should be evaluated to determine if they are:
•
•
•
•
working as a motivator
in need of revision
worth the cost, and
are able to be done a better way.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
After You Read
1.
Explain how managers influence motivation.
Managers influence motivation by communicating with their
employees. Managers must communicate goals and objectives if
they expect employees to meet them. Managers also influence
employee motivation by the way they treat their employees.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
After You Read
2.
Explain ways to maximize employee performance.
Ways to maximize employee performance include providing
meaningful work, allowing scheduling flexibility, involving
employees in decision making, giving recognition, providing
performance evaluations, and rewarding performance.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
After You Read
3.
Explain the importance of delegation.
Delegation allows an owner to work on other things, motivates the
employee, shows confidence in the employee, and prepares the
employee for more responsibilities.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
SECTION
18.2
Motivating
Employees
After You Read
4.
Explain how to assess motivational techniques used to
increase performance levels.
Motivational techniques that require a large commitment of time and
resources, such as awards banquets, should be formally assessed
to determine whether they are working as motivators, whether they
need revision, whether they are worth the cost, and whether they
can be done a better way.
Chapter 18 Managing Human Resources
Glencoe Entrepreneurship: Building a Business
18
Managing Human
Resources
End of
Chapter 18
Section
18.1
Managing
Human
Developing and Keeping
Human
Resources
Resources
Section
18.2
Motivating Employees
Glencoe Entrepreneurship: Building a Business