BASIC SUPERVISION III. Human Resources Alexandria, 2008 Morsy I. M.

The Power of Human Resources

The Power of Human Resources Key Concepts Regarding the Management of Human Resources. Employees must know the performance that supervisors or managers expect from them. Performance is limited by perception potential, and personality. Performance reflects motivational needs, attitudes, and values. Supervisors must establish effective one-on-one relationships with employees.

Key Concepts Regarding the Management of Human Resources.

Employees must know the performance that supervisors or managers expect from them.

Performance is limited by perception potential, and personality.

Performance reflects motivational needs, attitudes, and values.

Supervisors must establish effective one-on-one relationships with employees.

The Power of Human Resources Organizational productivity begins with employees who know what is expected of them in terms of performance and cooperation. It is the manager’s responsibility to convey this information.

The Power of Human Resources Performance: Managers are judged by the results they accomplish. Employees are judged not only by their results but also how hard they try to attain them. Performance is a combination of behavior and results. Specification of employees’ performance has three important dimensions or measurements. Attendance and Promptness. Effort Results

Performance:

Managers are judged by the results they accomplish.

Employees are judged not only by their results but also how hard they try to attain them.

Performance is a combination of behavior and results.

Specification of employees’ performance has three important dimensions or measurements.

Attendance and Promptness.

Effort

Results

The Power of Human Resources Cooperation implies three related behaviors: A ready willingness to join the common effort “team work” An acceptance of reasonable direction and instruction. A commitment to the job.

Cooperation implies three related behaviors:

A ready willingness to join the common effort “team work”

An acceptance of reasonable direction and instruction.

A commitment to the job.

The Power of Human Resources An individual’s performance is deeply depend upon his or her unique perceptions, potential, and personality. Managers must accept these differences between people as “givens,” since they are related to individuals’ heredity, environment, and experience, and there is little that can be done to change them.

The Power of Human Resources Perception Refers to how a person sees the world. One person will perceive a job as “boring” another as “interesting” Potential Covers such characteristics as “skills” and inherent capabilities. Personality Has been linked to the sum total of everything an individual does. In a work related situations, four personality characteristics are important Risk taking Self-discipline Tolerance of ambiguity Self-centeredness

Perception

Refers to how a person sees the world.

One person will perceive a job as “boring” another as “interesting”

Potential

Covers such characteristics as “skills” and inherent capabilities.

Personality

Has been linked to the sum total of everything an individual does.

In a work related situations, four personality characteristics are important

Risk taking

Self-discipline

Tolerance of ambiguity

Self-centeredness

The Power of Human Resources Key Point An individual’s performance also reflects his or her personal needs, attitudes, and values. Managers must be sensitive to these qualities and respond to them in such a way as to create conditions that encourage the release of each person’s potential. The hierarchy of human needs by Abraham Maslow Security Survival Social Needs Esteem Self Actualization

The Power of Human Resources The hierarchy of human needs by Abraham Maslow Physiological needs Psychological needs The need to do the work we like The need to feel worthy and respected The need for love and to be a member of a group The need to feel safe and secured The need to stay alive, to breath, to eat, to drink, to sleep to reproduce Security Survival Social Needs Esteem Self Actualization

The Power of Human Resources Theory X Dislikes and avoid work Must be forced or threatened with punishment before making an effort to meet organizational goals. Is passive and likes to be hold what to do rather than to accept responsibility. The average person McGregor’s Theory X and Theory Y Two contrasting Views of Human Nature in Work Situations

Theory X

Dislikes and avoid work

Must be forced or threatened with punishment before making an effort to meet organizational goals.

Is passive and likes to be hold what to do rather than to accept responsibility.

The average person

The Power of Human Resources Theory Y Finds work as natural to play Is most motivated by the inherent satisfaction of work, not by force. Becomes committed to goals through rewards for individual initiative and action Accept and seeks responsibility. Is creative in solving an organization’s problems. McGregor’s Theory X and Theory Y Two contrasting Views of Human Nature in Work Situations

Theory Y

Finds work as natural to play

Is most motivated by the inherent satisfaction of work, not by force.

Becomes committed to goals through rewards for individual initiative and action

Accept and seeks responsibility.

Is creative in solving an organization’s problems.

The Power of Human Resources Fredrick Herzberg, gave another meaning to the work of both Maslow and McGregor Motivation through job enhancement Dissatisfaction if these needs are not met Maslow Hierarchy of needs Herzberg Two factor theory McGregor Contrasting views of human nature in work situations Security Survival Social Needs Esteem Self Actualization Theory Y Theory X