caiib super notes: advanced bank management: module c: human resource management: human implications...
TRANSCRIPT
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Human Implications of Organisations
Module C: Human Resource Management
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
CAIIB – SUPER NOTES
Advanced Bank Management: Human Implications of Organisations
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Contents
Coverage:
1. Human Behaviour and
Individual Differences
2. Employees Behaviour at Work
3. Diversity and Gender Issues
4. Theories of Motivation and
their Practical Implications
5. Role Concept and Analysis
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
HUMAN BEHAVIOUR AND INDIVIDUAL DIFFERENCES
1.
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Human Behaviour
• Combination of originating and responding behaviour
• Result of biological, psychological and social processes
• Function of the person and the environment around him
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Factors Influencing Behaviour
•Physical Facilities
•Organisational Structure and Design
•Leadership
•Compensation and Rewards System
•Personality
•Perception
•Attitudes
•Values
•Learning
•Age
•Sex
•Education
•Abilities
•Marital Status
•No of dependents
•Economic
•Social (Norms and Cultural Values)
•Political
Environmental Factors
Environmental Factors
Personal Factors
Personal Factors
Organisational Factors
Organisational Factors
Psychological Factors
Psychological Factors
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
EMPLOYEES BEHAVIOUR AT WORK
2.
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Assumptions about human behaviour at work
There are differences
between individuals
There are differences
between individuals
Concept of a whole person
Concept of a whole person
Behaviour of an individual is caused
Behaviour of an individual is caused
An individual has dignity
An individual has dignity
Organisations are social systems
Organisations are social systems
There is mutuality of interest among
organisational members
There is mutuality of interest among
organisational members
Organisation behaviour is
holistic
Organisation behaviour is
holistic
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Commonalities
• People differ, yet, there are certain commonalities in the
persons. Every person is, in certain respects:
– Like all other persons
– Like some other persons
– Like no other person
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Personality
• Salvotore Maddi – “A stable set of characteristics and
tendencies that determine those commonalities and
differences in the psychological behaviour (thoughts, feelings
and actions) of people that have continuity in time and that
may not be easily understood as the sole result of the social
and biological pressures of the moment.”
• Individuals do not change drastically overnight
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Type A – Type B Personality Theory
Type A
• Restless
• Impatient
• Multi-tasker
• Tries to schedule more and more in less and less time
• Does not complete one thing before starting another
• Displays nervous gestures
• Does not have time to relax and enjoy life
• Insensitive
• Go getter
• Stress Prone
Type B
• Sociable
• Relaxed/Placid
• Balanced outlook in life
• Humane
• Team Person
• Long Term Success
• Systematic
• Methodical
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Erikson’s Development Model
Stage 1: Trust vs. Mistrust
Stage 2: Autonomy vs. Shame and Doubt
Stage 3: Initiative vs. Guilt
Stage 4: Industry vs. Inferiority
Stage 5: Identity vs. Role Diffusion
Stage 6: Intimacy vs. Isolation
Stage 7: Growth vs. Stagnation
Stage 8: Integrity vs. Despair
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Psycho Analytical Theory
• In order to create a ‘normal’ personality there must be a
balance in the relationship among the three forces Id, Ego and
Super Ego
– Id: Foundation of the unconsciousness
– Ego: Conscious in nature and relates our conscious urges to the
outside world
– Super Ego: Higher level restraining force – the conscience of the
person
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Trait Theory
• Traits of the person which determine his personality and
behaviour are basically inherent to a person
• Explains personality as a demonstration of certain traits of the
individual
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Self Concept Theory
• Personality and behaviour are to a great extent determined by
the individual himself
• People have an image of their own and their actions are
consistent with that image
• A result of people’s interaction with the environment
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Social Learning Theory
• Personality development is more a variable of social variables
than biological factors
• Human behaviour is either learnt or modified by learning
• ‘Reinforcement and Punishment’ approach
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Personality and Brain (Left and Right Brain)
Left Hemisphere Right Hemisphere
Controls right side of body Controls left side of body
Speech/Verbal Speech/Verbal Logical/Mathema
tical Logical/Mathema
tical Linear/Detailed Linear/Detailed
Sequential Sequential Controlled Controlled Intellectual Intellectual
Dominant Dominant Active Active Analytic Analytic
Reading, Writing, Naming
Reading, Writing, Naming
Sequential Ordering
Sequential Ordering
Perception of significant order comprehension
Perception of significant order comprehension
Complex Motor Sequences
Patterns
Complex Motor Sequences
Patterns
Spatial/Musical Spatial/Musical Holistic Holistic Artistic/Symbolic Artistic/Symbolic
Simultaneous Simultaneous Emotional Emotional Intuitive/Creative Intuitive/Creative
Minor (Quiet) Minor (Quiet) Spiritual Spiritual Synthetic, gesalt
oriented Synthetic, gesalt
oriented
Facial Recognition
Facial Recognition
Simultaneous Simultaneous Perception of
Abstract Perception of
Abstract
Recognition of Complex figures Recognition of
Complex figures
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Matching Personality with Jobs
Type Nature Personality Characteristics Congruent Occupations
Realistic Prefers physical activities that require skill, strength and coordination
Shy, genuine, persistent, stable, conforming, practical
Mechanic, drill press operator, assembly-line worker, farmer
Investigative Prefers activities that involve thinking, organising and understanding
Analytical, original, curious, independent
Biologist, Economist, Mathematician, News Reporter
Social Prefers activities that involve helping and developing others
Sociable, friendly, cooperative, understanding
Social worker, teacher, counselor, clinical psychologist
Conventional Prefers rule regulated, orderly, and unambiguous activities
Conforming, efficient, practical, unimaginative, flexible
Accountant, Corporate Manager, Bank Teller, File Clerk
Enterprising Prefers verbal activities where there are opportunities to influence others and attain power
Self confident, ambitious, energetic, domineering
Lawyer, Real Estate Agent, Public Relations Specialist, Small Business manager
Artistic Prefers ambiguous and unsystematic activities that allow creative expression
Imaginative, disorderly, idealistic, emotional, impractical
Painter, musician, writer, interior-decorator
John Holland’s Typology of Personality and Congruent Professions
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
DIVERSITY AND GENDER ISSUES
3.
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Diversity Issues
• Homogeneous Reproduction: Tendency of selection and
promotion systems to allow only those employees to pass
through who fit the characteristics of the dominant coalition
• When workgroup diversity is managed effectively, groups
develop processes that can enhance creativity, problem
solving, workgroup cohesiveness and communication
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
HR Approaches for Managing Diversity
• To create diversity by changing an organisation’s demographic composition
• Assumed that increasing diversity and exposure to minority community will result in improved individual and organisational performance
Diversity Enlargement Diversity Enlargement
• Acknowledges the existence of cultural difference and attempts to teach individual members about cultural differences
• To promote communication and understanding, and to build relationships among members of different backgrounds
Diversity Sensitivity Diversity Sensitivity
• Tries to determine what is blocking the progress of non-traditional employees
Cultural Audits Cultural Audits
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Critical Mass
• Organisations planning for diversity are unable to bring
enough diverse workers.
• Critical mass of diverse workers required to make the
employees feel welcome and accepted
• Entrance of few diverse workers into the organisation may fall
flat because of sense of isolation and/or overexposure in their
role as ‘token’
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Gender Bias
• Many jobs have preference for a particular gender both from employer’s and
worker’s points of view.
• The differentiation is basically on account of physical, social, psychological and
emotional considerations
– Men preferred for jobs requiring greater physical stength
– Women preferred for jobs requiring hospitality and emotional aspects
• Equal Remuneration Act, 1976 has provided for payment of equal
remuneration to men and women employees and for prevention of
discrimination on the grounds of gender against women
• Jobs for women requiring odd hours of work require permission under the
Factories Act, 1948
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
THEORIES OF MOTIVATION AND THEIR PRACTICAL IMPLICATIONS
4.
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Motivation
• Extent of willingness of an employee to respond to the
organisational requirements
• Directed towards satisfaction of needs
• Has direct impact on the job performance
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Theories of Motivation
Scientific Management/Rational
Economic View
Scientific Management/Rational
Economic View
Human Relations Model
Human Relations Model
Abraham Maslow’s Need Hierarchy Theory
Abraham Maslow’s Need Hierarchy Theory
Frederick Herzberg’s Two Factor Theory
Frederick Herzberg’s Two Factor Theory
Clayton Alderfer’s ERG Theory
Clayton Alderfer’s ERG Theory
Achievement Motivation Theory
Achievement Motivation Theory
Victor H Vroom’s Expectancy Model Victor H Vroom’s
Expectancy Model James Stacy Adams’
Equity Theory James Stacy Adams’
Equity Theory
Lyman W. Porter and Edward E. Lawler –
Performance Satisfaction Model
Lyman W. Porter and Edward E. Lawler –
Performance Satisfaction Model
Reinforcement Theory Reinforcement Theory
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Scientific Management/Rational Economic View
• By F W Taylor
• Stated that:
1. Physical work could be scientifically studied to determine the optimal methods of
performing a job
2. Workers could thereafter be made more efficient by giving prescriptions for how they
were to do their jobs
3. Workers would be willing to adhere to these prescriptions if paid on a differential piece
work basis
• Rabble Hypothesis: Workers would be motivated more by the need for money
• Contrary to the rabble hypothesis workers seek satisfaction of a variety of needs in the
workplace like need for security, social fulfillment and a challenging job, including pay
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Human Relations Model
• Elton Mayo conducted Hawthorne studies at Western Electric Company in
1920s and early 1930s
• The real power centers were the human relations that developed within the
working unit
• The leader was to facilitate co-operation for attainment of goals by the
followers
• Managers could motivate employees by acknowledging their social needs and
by making them feel useful and important
• Workers were expected to accept management’s authority because
supervisors treated them with consideration and were attentive to their needs
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Abraham Maslow’s Need Hierarchy Theory
Self Actualisation
Needs
Self Actualisation
Needs
Self esteem Needs Self esteem Needs
Social Needs Social Needs
Safety/Security Needs Safety/Security Needs
Physiological Needs Physiological Needs
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Abraham Maslow’s Need Hierarchy Theory
• Desire for excelling in one’s job, advancing an important idea, successfully managing the unit
Self Actualisation Needs Self Actualisation Needs
• Needs for self respect and recognition and for respect of others
Ego/Self esteem Needs Ego/Self esteem Needs
• Desire to belonging and affection in a social context
Social Needs Social Needs
• Job Security, Salary increases, safe working conditions, unionisation, and lobbying for protective legislation
Safety/Security Needs Safety/Security Needs
• Food, Drink, Shelter, Oxygen, Sleep, Sex, Weather etc
Physiological Needs Physiological Needs
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Abraham Maslow’s Need Hierarchy Theory
• Motivational Factors: Presence of these factors creates a
highly motivating situation, absence does not cause
dissatisfaction.
• Hygiene/Maintenance Factors: Presence does not lead to
motivation, but absence causes serious dissatisfaction leading
to lower productivity
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Frederick Herzberg’s Two Factor Theory
Motivational Factors Motivational Factors
Recognition Recognition
Advancement Advancement
Responsibility Responsibility
Achievement Achievement
Possibility of growth Possibility of growth
Work itself Work itself
Hygiene/Maintenance Factors Hygiene/Maintenance Factors
Company policy and administration Company policy and administration
Technical supervision Technical supervision
Interpersonal relations with subordinates Interpersonal relations with subordinates
Interpersonal relations with superiors Interpersonal relations with superiors
Interpersonal relations with peers Interpersonal relations with peers
Salary Salary
Job security Job security
Status Status
Personal life Personal life
Working conditions Working conditions
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
ERG Theory
• Existence, Relatedness and Growth
• By Clayton Alderfer
• More than one need may be operative at the same time
• When a higher level need is frustrated, the individual’s desire
to increase a lower level need takes place
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Achievement Motivation Theory
• By David C McClelland and Associates
•Derive satisfaction from achievement of goals
•High achievers are not motivated by money, money is their indicator of achievement
•Prefer to work independently and dislike easy tasks
Need for Achievement Need for Achievement
•Derive satisfaction from the ability to control others and having control over resources
•Like to be in positions of influence and control
Need for Power Need for Power
•Derive satisfaction from being social with interpersonal activities
•Strong need for interpersonal ties and to ‘get close’ to people psychologically
Need for Affiliation Need for Affiliation
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Vroom’s Expectancy Model
• By Victor H Vroom
• Also known as instrumentality theory, path-goal theory and
valence-instrumentality-expectancy theory
• People are highly motivated if they believe that a certain type
of behaviour will lead to a certain type of outcome and their
extent of personal preference for that type of outcome
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Vroom’s Expectancy Model
• Person’s perception of the likelihood that a particular outcome will result from a particular behaviour or action
Expectancy Expectancy
• Person’s belief and expectation that his performance will lead to a particular desired reward
• Performance-Reward Relationship
Instrumentality Instrumentality
• Value a person assigns to his desired reward
Valence Valence
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Adam’s Equity Theory
• By James Stacy Adams
• Motivation to act develops after the person compares inputs/outcomes
with the identical ratio in comparison to the other person
• Definitions:
– Person: Individual for whom equity/inequity exists
– Comparison: Group/Individual used by a person as a reference regarding inputs and
outcomes
– Inputs: Characteristics brought by an individual to the job
– Outcomes: Salary, promotion, perquisites etc
– Inequity: Perception that person’s job inputs/outcomes ratio is not equal to the
inputs/outcomes ratio in comparison to the other
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Porter’s Performance Satisfaction Model
• Suggests that performance leads to satisfaction
• Motivation, satisfaction and performance are all separate
variables related in different ways
• Efforts do not directly lead to performance. It is mediated by
abilities/traits and role perceptions
• Rewards that follow and how these are perceived will
determine satisfaction
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Reinforcement Theory
• Consequences of an individual’s behaviour in one situation
influences the individual’s behaviour in a similar situation
• Individual behaviour can be predicted from a person’s past
experience
• Operant Conditioning: Technique to change human behaviour
• OB Mod: Organisational Behaviour Modification – When
operant conditioning is used to control behaviour of
employees
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Motivation and Behaviour
• Motives:
– Needs, wants, drives or impulses within the individual directed
towards conscious or unconscious goals
– Arouse and maintain activity and determine a general direction of the
behaviour of an individual
• Goals:
– ‘Hoped for’ rewards towards which motives are directed
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Motivation and Behaviour
• Commonly used incentives to increase motivation to work:
Money Money Appreciation Appreciation Job
Enlargement Job
Enlargement
Job Enrichment
Job Enrichment
Job Rotation Job Rotation Participation Participation
Quality of Work Life Quality of Work Life
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Motivation and Behaviour
Quality of Work
Life
Quality of Work
Life
Adequate and Fair
Compensation
Adequate and Fair
Compensation
Safe and Healthy Environment
Safe and Healthy Environment
Jobs aiming development
and utilisation of employee’s skills
and abilities
Jobs aiming development
and utilisation of employee’s skills
and abilities
Growth and Security
Growth and Security
Environment conducive to
development of Employee sellf-
esteem and sense of identity
Environment conducive to
development of Employee sellf-
esteem and sense of identity
Protection and respect for
Employee rights to privacy,
dissent, equity etc.
Protection and respect for
Employee rights to privacy,
dissent, equity etc.
Integration of job, career,
family life and leisure time
Integration of job, career,
family life and leisure time
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
ROLE CONCEPT AND ANALYSIS
5.
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Role
• Set of expected behaviour patterns attributed to someone occupying a
given position in a social unit
• Includes rights and obligation
• Role Space:
– The various roles a person is expected to play
– Self is at the center of the role space and the other roles are at varying distances
• Position is a relational and power related concept whereas role is an
obligational concept
• Role Set: Pattern of interrelationships between one role(focal role) among
many others
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Role
• Role Stagnation:
– A person may be unable to take charge of the new role effectively, and
therefore experience role stagnation
– This in turn will cause role stress
• Inter role Distance:
– An individual occupying more than one role may face a situation of
conflict amongst the various roles
• Role Set: Important persons who have different expectations from
the role that an individual occupies
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
Role Set Conflicts
• Lack of clarity on the role to be performed on the part of the individual and organisation
•Ability needed to work in ambiguous situations Ex: A new area where precedent is missing
Role Ambiguity Role Ambiguity
•Conflicting expectations or demands from a role
Role Expectation Conflict Role Expectation Conflict
•Role occupant may feel that there are too many expectations
•May also be felt in case of insufficient powers
Role Overload Role Overload
•Individual’s feeling that some important areas which should be a part of his/her role are being performed by someone in another role
•May also occur due to narrowing down of the role as a part of restructuring etc
Role Erosion Role Erosion
•Resource Inadequacy
•Personal Inadequacy – Role occupant lacks the knowledge, experience or skills
Inadequacy Inadequacy
•Handling a role from which the person was hitherto completely isolated
Role Isolation Role Isolation
CAIIB – Super-Notes © M S Ahluwalia Sirf Business
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M S Ahluwalia, amongst other things, is a visual artist, blogger,
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Delhi, India.
To know more about him you may visit his blog-site: Estudiante De La Vida