hr management, leadership and motivation - wz uw to mngtm_6-7.pdf · hr management, leadership and...

© Adrianna Jaskanis Faculty of Management, University of Warsaw

HR Management, Leadership and Motivation

dr Adrianna Jaskanis

[email protected]

Chair of Organization Theory and Methods

mailto:[email protected]


Case study: organizing in Start-up consultancy business


Case study: organizing in Start-upconsultancy business

• What type of organizational structure does the consultancy business has?

– Describe the structure of small start-up consultancy business

– What are the pros and cons of this organizational design?


Proposition 1

Anna

Adam

Marek

Largeenterprises

SMEs

Maria

Tomek

Secretary

Administration/Accounting


Proposition 2

Small start up consultancy business

Anna

Adam

Marek

CSR Business ethicsGreen

management

Maria

Tomek

Secretary

Administration/Accounting



• According to the information about the challenges and growth of the company would you and if yes – how would you change the organizational structure?

– How the new structure would help the business to grow?

– Please draw-up the new organizational scheme.


New organizational structure

Anna

Adam and

Marek’steam

CSR and Business EthicsGreen

management

Maria & Tomek’steam

Secretary

Administration

Accounting


• Do you think that the start-up should recruit any additional employees?

– What kind of a recruitment process would you suggest for the company? • School placement

• Employee referrals



• Set a strategic goal for the company. According to the new structure please set the goals cascading (implementing management by objectives) to recent and new employees of the small start-up.

– How do you think that MBO affects job performance?(Robbins, DeCenzo, Does MBO work?, p. 78-79)


MBO in the small start upbusiness consultancy

Anna: strategic objective for the company –to achieve 3% share in the consultancy

business market by 2021 // increase the sales of the company by 10% by the end of

2021

Tomek: tactical goal for the team of Business Ethics: bring to the organization 3 new

clients /projects each year that would helpthe company to increase the sales by 5% by

2019

Team member: operational goal – bring to the organization one project (client) that

would increase the year’s sale by 2%


HRM

• Human Resource Management – The management function concerned with getting, training, motivating and keeping competent employees

• Employment planning – the process by which management ensures it has the right number and kinds of people in the right places at the right time, who are capable of helping the organization achieve its goals

– Assessing current HR and future HR needs

– Developing a program to meet the identified needs


• A report listing the name, education, training, prior employer, languages spoken and other information about each employee in the organization

Human resource inventory

• An assessment of the kinds of skills, knowledge and abilities needed to successfully perform each job in an organization

Job analysis

• A written statement of what a job holder does, how it is done and why it is doneJob description

• A statement of the minimum acceptable qualifications that an incumbent must posses to perform a given job successfully

Job specification


Job description example –Business Consultant

• Job Brief – to help our clients reform their operations and support their business by providing intuitive guidance; undertaking projects on behalf of the client’s business; broad knowledge of the many facets of business and market forces is a must as well as great problem-solving skills to provide solutions and recommendations

• Responsibilities – 1. Meet with assigned clients when needed and perform an initial assessment of a problematic situation, 2. Collect information about the client’s business, 3. Analyze and interpret data to unearth weaknesses and problems, and comprehend the causes, 4. Formulate recommendations and solutions with attention to a client’s wishes, capabilities and limitations forming concise reports

• Requirements – Knowledge of diverse business matters such as IT, Marketing, HR etc.; Proficiency in MS Office; Familiarity with a wide selection of business management software (CRM, ERP etc.) and databases; Outstanding communication and interpersonal skills; Analytical mind with excellent data collection and analysis skills; Aptitude in creative problem-solving

https://resources.workable.com/business-consultant-job-description


Recruitment sourcesSource Advantage Disadvantage

Internal searches Low cost, build employee morale, candidates are familiar with organization

Limited supply, may not increase proportion of protected group employees

Advertisements Wide distribution can be targeted to specific groups

Generate many unqualified candidates

Employee referrals Knowledge about the organization provided by current employees; can generate strong candidates because of a good referral reflects on the recommender

May not increase the diversity and mix of employees

Public employment agencies

Free or nominal cost Candidates tend to be lower skilled, although some skilled employees available

Private employment agencies

Wide contacts, careful screening, short term guarantees often given

High cost

School placement Large, centralized body of candidates Limited to entry level positions

Temporary help services Fill temporary needs Expensive

Employee leasing and independent contractors

Fill temporary needs but usually for more specific, longer-term project

Little commitment to and organization other than current projects


Downsizing options

Option Description

Firing Permanent involuntary termination

Layoffs Temporary involuntary termination, may last only a few days or extended to years

Attrition Not filling openings created by voluntary resignations or normal retirements

Transfers Moving employees either laterally or downward, usually does not reduce costs but can reduce intraorganizational supply-demand imbalances

Reduced workweeks Having employees work fewer hours per week, share jobs, or perform their jobs on a part-time basis

Early retirements Providing incentives to older and more-senior employees for retiring before their normal retirement date

Job sharing Having employees, typically two part-timers, share one full-time position


Leadership


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Managers vs Leaders

? ?

• Are appointed • Have legitimate power that allows them to

reward and punish• Have the ability to influence others based

on the formal authority inherent in their position

• Can do planning, organizing and controlling = perform functions of management

• Are appointed or may emerge from withina group

• Influence others to perform beyond the actions dictated by formal authority

Should all managers be leaders? Should all leaders be managers?


Theories of Leadership

Trait theories

Behavioral theories

Contingency Theories

Others…


Trait Theories of Leadership

• Search for traits or characteristics that differentiate leaders from nonleaders

– Early research efforts in the study of leadership

– A number of dead-ends

• What characteristics a leader should posses?


Traits of leaders and nonleadersTraits Definition

1. Drive Leaders exhibit a high effort level. They have a relatively high desire for achievement, they’re ambitious, they have a lot of energy, they’re tirelessly persistent in their activities and they show initiative.

2. Desire to lead Leaders have a strong desire to influence and lead others. They demonstrate the willingness to take responsibility.

3. Honesty and integrity

Leaders build trusting relationships between themselves and followers by being truthful or nondeceitful and by showing high consistency between word and deed.

4. Self-confidence Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of goals and decisions.

5. Intelligence Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information and to be able to create visions, solve problems and make correct decisions.

6. Job-relevant knowledge

Effective leaders have a high degree of knowledge about the company, industry, and technological matters. In-Depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions.


Behavioral Theories of Leadership

• Search for behaviors based on which leaders and nonleaders would be effectively differentiated

– Kurt Lewin’s studies at the University of Iowa

– The Ohio State Group

– University of Michigan studies


Leadership Dimensions

• Research objectives: to locate the behavioral characteristics of leaders that were related o performance effectiveness

– Employee oriented leaders – emphasize interpersonalrelationships

– Production oriented leaders – underline and valuetechnical or task aspects of the job

• Managerial Grid – a two-dimensional view of leadership style that is based on the concern for people versus concern for production


Managerial Grid

8

7

6

5

4

3

2

1

1 2 3 4 5 6 7 8 9

Co

nce

rnfo

r Pe

op

le

Concern for Production

(9,9) Team Management

(5,5) Middle of the Road

Management

(1,9) Country club

Management

(9,1) TaskManagement

(1,1) Impoverishedmanagement


Style Description

Country ClubManagement

Thoughtful attention to the needs of people for satisfying relationship leads to a comfortable friendly organization atmosphere and work tempo.

Impoverished Management

Exertion of minimum effort to get required work done is appropriate to sustain organization membership.

Middle of the Road Management

Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.

Task Management Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

Team Management

Work accomplished is from committed people; interdependence through a „common stake” in organization purpose leads to relationships of trust and respect.


Contingency Theories of Leadership

• Leadership success is more complex than isolating a few traits of preferable behaviors

• Style X would be appropriate in condition a, whereas style Y would be more suitable for condition b, and Style Z for condition c

• Several approaches to isolating key situation variables

– Fiedler model

– Path-goal theory

– The leader-participation model

– Hersey and Blanchard’s situational leadership theory


Fiedler Model of Leadership

• Least preferred coworker questionnaire – measures the leader’s behavioral orientation

• Isolation of three situational criteria

– Leader-member relations

– Task structure

– Position power

• Fiedler Model – the theory that effective group performance depends on the proper match between the leader’s style of interacting with employees and the degree to which the situation gives control and influence to the leader


Key elements of the model

• Least preferred coworker questionnaire – a questionnaire that measures whether a person is task or relationship oriented; determines basic leadership style

• Situational criteria

– Leader-member relations – the degree of confidence, trust, and respect that employees have in/for their leader

– Task structure – the degree to which the job assignments of employees are structured or unstructured

– Position power – the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases


Least-preferred coworker questionnaire


Leader-Situation Matches


Motivation


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Key Terms & Theories

• The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need

Motivation

• Internal state that makes certain outcomes appear attractiveNeed

• Maslow’s Hierarchy of Needs

• Theory X and Y

• Herzberg’s Motivation-Hygiene Theory

Early Theories of Motivation

• McClelland’s Three-Needs Theory

• Others: Equity Theory, Job Characteristics Model, Expectancy Theory…

Contemporary Theories of Motivation


Maslow’s Hierarchy of Needs Theory

Self-actualization – Growth, achieving one’s potential, and self-

fulfillment

Esteem – self-respect, autonomy, and achievement, status,

recognition, and attention

Social – Affection, belongingness, acceptance, and friendship

Safety – security and protection from physical and emotional harm

Physiological – food, drink, shelter, bodily requirements


Theory X and Theory Y Premises

1. Employees can view their work as being as natural as rest or play.

2. Men and women will exercise self-direction and self-control if they are committed to the objectives.

3. The average person can learn to accept, even seek, responsibility.

4. The ability to make good decisions is widely dispersed throughout the population and is not necessarily the sole province of managers.

1. Employees inherently dislike work and, whenever possible, will attempt to avoid it.

2. Because employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve desired goals.

3. Employees will share responsibilities and seek formal direction whenever possible.

4. Most workers place security above all other factors associated with work and will display little ambition.

Theory Y

Theory X


Herzberg’s Motivation-Hygiene Theory

• Supervision

• Company Policy

• Relationship with supervisor

• Working conditions

• Salary

• Relationship with peers

• Personal Life

• Relationship with employees

• Status

• Security

• Achievement

• Recognition

• Work itself

• Responsibility

• Advancement

• Growth

Hygiene Factors Motivators

Extremely Dissatisfied Extremely Satisfied

Neutral


McClelland Three-NeedsTheory

Nee

d f

or

ach

ieve

men

t • The drive to excel, to achieve in relations to a set of standards, to strive to succeed

Nee

d f

or

po

wer • The need to make others behave in a way that they would not have behaved otherwise

Nee

d f

or

affi

liati

on • The desire

for friendly and close interpersonal relationship


Contemporary Issues in Motivation

• What is the key to motivating a diverse workforce?

• Should employees be paid for performance or time on the job?

• How can managers motivate minimum-wage employees?

• What’s different in motivating professional and technical employees?


Case study

• What are the motivators at Google company?

• How would you motivate Google employees?

• How would you motivate Tesco employees?

• How does motivators and incentives differ between the two companies?

• Which company’s employees would rather correspond to the X orto the Y type of an employee? How would you motivate Y and X types of employees?


Foundations of control


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Control

• Control – the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations

• Types of Control Systems

– Market – uses external market mechanisms; typically used by organizations with clearly specified and distinct products or services that face considerable marketplace competition

– Bureaucratic – Emphasizes organizational authority; relies on administrative and hierarchical mechanisms

– Clan – Regulates employee behavior by the shared values, norms, tradition, rituals, beliefs and other aspects of the organization’s culture; often used by organizations in which teams are common and technology is changing rapidly


The control process

Do nothing

Correct performance

Identify the cause of variation

Do nothing

Is the standard being attained?

Is variance acceptable?

Is standard acceptable

Revise standard

Measure actual performance

Compare actual performance with

standard

Objectives

Standard

No

No

No

Yes

Yes

Yes


Types of Control

Input Processes Output

Feedforward control

Anticipates problems

Concurrent control

Corrects problems as they happen

Feedforward control

Corrects problems after they occur


Factors Affecting Control

Organization size Small Informal, personal, management by walking around

Large Formal, impersonal, extensive rules and regulations

Position and level High Many criteria

Low Few easy to measure criteria

Degree of centralization High Increased number andbreadth of controls

Low Reduced number of controls

Organizational culture Open and supportive Informal, self-control

Threatening Formal, externally imposed controls

Importance of an activity High Elaborate, comprehensive controls

Low Loose, informal controls


Issues in Control

• Dysfunctional Side of Control

• Control ↔ Invasion of Privacy

• Adjusting Control for Cultural Differences

hr management, leadership and motivation - wz uw to mngtm_6-7.pdf · hr management, leadership and...

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