Managing Human
Resources
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Managing Human Resources
Chapter 18
Managing Human
Resources
18.1
Developing and Keeping
Human Resources
18.2
Motivating Employees
2
Managing Human Resources
18.1
Identify the components of human resource
management.
Section 18.1 Developing and Keeping Human Resources
3
Managing Human Resources
18.1
People are the most important resource of a small
business.
Employees have a big effect on a company’s
performance.
Section 18.1 Developing and Keeping Human Resources
4
Managing Human Resources
18.1
human resources
human resource management
labor union
educational activities
Section 18.1 Developing and Keeping Human Resources
developmental activities
cost effective
employee complaint procedure
Pregnancy Discrimination Act
5
Managing Human Resources
Human Resource
Management
The human resources of
a company represent one
of its largest investments.
Section 18.1 Developing and Keeping Human Resources
human resources
the people employed in
a business, commonly
referred to as personnel
6
Managing Human Resources
Human Resource
Management
The primary goals of
human resource
management are to
facilitate performance and
improve productivity.
Section 18.1 Developing and Keeping Human Resources
human resource
management the part
of business concerned
with recruiting and
managing employees
7
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
Section 18.1 Developing and Keeping Human Resources
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Managing 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
Section 18.1 Developing and Keeping Human Resources
9
Managing Human Resources
Managing Dealings with
Unions
Labor unions strengthen
workers’ ability to bargain
for wages, benefits,
working conditions, and
other concerns.
Section 18.1 Developing and Keeping Human Resources
labor unions
organizations that
represent workers in
their dealings with
employers
10
Managing Human Resources
Overseeing Training and
Development
Businesses should include
educational activities and
developmental activities
to employee training.
educational activities
actions, such as a human
relations workshop, that
prepare employees for
advancing in the
organization
developmental activities
actions, such as an
industry conference, that
prepare managers to lead
the company into the
future
Section 18.1 Developing and Keeping Human Resources
11
Managing 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.
Section 18.1 Developing and Keeping Human Resources
cost effective
economically worthwhile in
terms of what is achieved
for the amount of money
spent
12
Overseeing Training and Development
On-the-job
training
Conferences
and seminars
Job
rotation
Vestibule
training
Training
and
Development
Techniques
Mentoring
Section 18.1 Developing and Keeping Human Resources
Classroom
teaching
Coaching
13
Managing Human Resources
Resolving Day-to-Day
Problems
Employee conflicts can be
resolved in an objective
manner when an
employee complaint
procedure is in place.
Section 18.1 Developing and Keeping Human Resources
employee complaint
procedure a formal
procedure for handling
employee complaints,
usually in writing and
distributed to employees
14
Managing Human Resources
Ensuring Equal
Opportunity
As an employer and
manager, you must ensure
that employees are not
discriminated against.
Pregnancy
Discrimination Act a
federal law that requires
that employers treat their
pregnant employees like
all other employees when
determining benefits
One law you should know
about is the Pregnancy
Discrimination Act.
Section 18.1 Developing and Keeping Human Resources
15
Managing 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.
Section 18.1 Developing and Keeping Human Resources
16
Managing Human Resources
18.1
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.
Section 18.1 Developing and Keeping Human Resources
17
Managing Human Resources
18.2
Explain how managers influence motivation.
Explain ways to maximize employee
performance
Explain the importance of delegation
Explain how to assess motivational techniques
used to increase performance levels.
Section 18.2 Motivating Employees
18
Managing Human Resources
18.2
One of an entrepreneur’s tasks is to motivate
employees.
Employees who are motivated produce more
and better work.
Section 18.2 Motivating Employees
19
Managing Human Resources
18.2
Theory X
Theory Y
hygiene factors
motivating factors
job enlargement
job enrichment
Section 18.2 Motivating Employees
telecommuting
family leave
flextime
management-by-objectives
work team
performance evaluation
20
Managing Human Resources
How Managers Influence
Motivation
Communication is a key factor in employee
motivation.
How employees are regarded and treated also
affects their motivation.
Section 18.2 Motivating Employees
21
Managing Human Resources
Assumptions Managers
Make
In The Human Side of
Enterprise, Douglas
McGregor identifies two
sets of assumptions
managers make about
employees: Theory X and
Theory Y.
Section 18.2 Motivating Employees
Theory X an
assumption that states
the belief that employees
are basically lazy and
need constant supervision
Theory Y an assumption
that states the belief that
employees are motivated
to work and thrive in a
culture that supports
motivation
22
Managing Human Resources
Hygiene Factors Versus
Motivating Factors
According to research, two
types of factors motivate
workers: hygiene factors
and motivating factors.
hygiene factors factors
that do not improve a
situation, but keep
situations from getting
worse
motivating factors
factors that motivate
employees, such as
achievement, recognition,
responsibility,
advancement, growth,
and the reward from
doing the work itself
Section 18.2 Motivating Employees
23
Managing Human Resources
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.
Section 18.2 Motivating Employees
24
Managing Human Resources
Provide Meaningful Work
You can redesign your
employees’ jobs through
job enlargement and
job enrichment.
job enlargement the act
of increasing the tasks,
responsibilities, and
scope of a job
job enrichment the act
of making a job more
rewarding and less
monotonous for the
worker by adding
elements at a different or
higher skill level
Section 18.2 Motivating Employees
25
Managing Human Resources
Allow Scheduling
Flexibility
Flexible schedule techniques include:
telecommuting
family leave
flextime
Section 18.2 Motivating Employees
26
Managing Human Resources
Allow Scheduling
Flexibility
Telecommuting for
employees has been made
possible because of
computers, communications
technology, and overnight
delivery services.
Section 18.2 Motivating Employees
telecommuting the act
of performing some or all
of a job away from the
business
27
Managing Human Resources
Allow Scheduling
Flexibility
Large companies must offer
family leave under federal
law.
Section 18.2 Motivating Employees
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
28
Managing Human Resources
Allow Scheduling
Flexibility
Businesses that offer
flextime allow employees
to adjust their work
schedules to suit their
personal needs.
Section 18.2 Motivating Employees
flextime a policy that
allows employees to
choose the work hours
and days that are most
effective for their personal
lives
29
Managing Human Resources
Involve Employees in
Decision Making
One way to involve
employees in the decisionmaking process is
management-byobjectives.
Section 18.2 Motivating Employees
management-byobjectives a
management technique
that involves employees
in setting their own
objectives and gauging
their own progress
30
Managing Human Resources
Involve Employees in
Decision Making
Forming a work team in
your business is another
means of involving
employees in decision
making.
Section 18.2 Motivating Employees
work team a group of
employees assigned a
task without direct
supervision and with
responsibility for their
results
31
Managing Human Resources
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.
Section 18.2 Motivating Employees
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
32
Managing Human Resources
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.
Section 18.2 Motivating Employees
33
Managing Human Resources
Evaluating Employee
Motivational Techniques
Motivational techniques that require a large
commitment of time and resources should be
asked to determine if they are:
working as a motivator
in need of revision
worth the cost
able to be done a better way
Section 18.2 Motivating Employees
34
Managing Human Resources
18.2
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.
Section 18.2 Motivating Employees
35
Managing Human Resources
18.2
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.
Section 18.2 Motivating Employees
36
Managing Human Resources
18.2
3. Explain the importance of delegation.
Delegation allows an owner to work on other
things, it motivates the employee, it shows
confidence in the employee, and it prepares the
employee for more responsibilities.
Section 18.2 Motivating Employees
37
Managing Human Resources
18.2
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.
Section 18.2 Motivating Employees
38
Managing Human Resources
Positioning a Web Site
When someone does an Internet search, they will receive
hundreds of pages and links to other sites.
Since most viewers give their primary attention to the first
few Web pages, businesses try to have theirs on top.
Section 18.2 Motivating Employees
39
Managing Human Resources
Tech Terms
crawler
a program used to compile into a search engine information about
Web sites
keyword
a word or phrase you type to begin an online search
meta tags
information coded within the HTML programming of a Web page
Section 18.2 Motivating Employees
40
Managing Human Resources
Tech Terms
pay-per-click
a search engine payment model in which companies only pay for
clicks to the destination site through the search engine site based on a
prearranged rate
pay-per-performance
a search engine payment model in which companies pay a fee to be
listed at the top of the search results page
Section 18.2 Motivating Employees
41
Managing Human Resources
Tech Terms
position
the place a search engine result falls on the results list in a Web search
search engine
an online software application that creates indexes of Internet sites
based on the titles of files, keywords, or the full text of files
Section 18.2 Motivating Employees
42
End of
Managing Human
Resources
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