Human resource management in educational institute

HUMAN RESOURCE
MANAGEMENT IN HIGHER
EDUCATIONAL
INSTITUTES
DEBDULAL DUTTA ROY
PSYCHOLOGY RESEARCH UNIT
INDIAN STATISTISTICAL INSTITUTE
AND
RABINDRIK PSYCHOTHERAPY RESEARCH INSTITUTETRUST
Venue: WBUTTEPA, 15.01.2021

• THE WEST BENGAL UNIVERSITY OFTEACHERS' TRAINING EDUCATION
PLANNING AND ADMINISTRATION Kolkata is a state-level university which was
established in the year 2015.The university offers B.Ed., M.Ed., Ph.D. and M.Phil
programs in various disciplines at Undergraduate and Postgraduate levels.

• Since Aristotle’s claim that knowledge is derived from the understanding of the
whole and not that of the single parts (Aristotle’s Holism), researchers have been
struggling with systems and parts in terms of their contents and their relative
dynamics.This historic effort evolved during the last century into so-called
“systems theory” (Bogdanov, 1922, 1980; von Bertalanffy, 1968, Lazlo, 1996;
Meadows, 2008).

BUREAUCRATIC INSTITUTION
• Max Weber argued that the bureaucratic organizational form is characterized by six features: 1) Specialization
and Division of Labor; 2) Hierarchical Authority Structures; 3) Rules and Regulations; 4)
Technical Competence Guidelines; 5) Impersonality and Personal Indifference; 6) A Standard of Formal, Written
• Max weber formed three component of stratification – class, status and power.This encourages mechanistic
model of school administration. Max weber considered bureaucracy as a form of scientific administration
controlled by power.
• A bureaucracy typically refers to an organization that is complex with multilayered systems and processes. These
systems and procedures are designed to maintain uniformity and control within an organization. A bureaucracy
describes the established methods in large organizations or governments.
• Structurally, bureaucracy stems from the effort to govern organizations through closed systems. Closed systems
are formal and rigid to maintain order. Procedural correctness is paramount within a bureaucracy. Perhaps the
single most identifiable characteristic of a bureaucracy is the use of hierarchical procedures to simplify or replace
autonomous decisions.
• A bureaucrat makes implicit assumptions about an organization and the world with which it interacts. One of
these assumptions is that the organization cannot rely on an open system of operations, which is either too
complex or too uncertain to survive. Instead, a closed and rationally reviewed system should be implemented
and followed.

Education Bureaucracy
• A bureaucracy is a large, formal, secondary organization characterized by a
hierarchy of authority, a clear division of labor, explicit rules, and impersonal
interactions between its members.The school environment became structured
around hierarchy, standardization, and specialization.

BUREAUCRATIC INSTITUTION
• Max Weber, (1864-1920) a German scientist,
defines bureaucracy as a highly structured, formalized,
and also an impersonal organization.
• He also instituted the belief that an organization must
have a defined hierarchical structure and clear rules,
regulations, and lines of authority which govern it.
• Max Weber argued that the bureaucratic
organizational form is characterized by six features:
• 1) Specialization and Division of Labor;
• 2) Hierarchical Authority Structures;
• 3) Rules and Regulations;
• 4) Technical Competence Guidelines;
• 5) Impersonality and Personal Indifference;
• 6) A Standard of Formal, Written.

Weber’s belief
• Weber believed that bureaucracies, staffed by bureaucrats, represented the ideal
organizational form.
• Weber based his model bureaucracy on legal and absolute authority, logic, and order. In it,
responsibilities for workers are clearly defined and behavior is tightly controlled by rules,
policies, and procedures.
• In effect, Weber's bureaucracy was designed to function like a machine; the organization
was arranged into specific functions, or parts, each of which worked in concert with the
other parts to form a streamlined process.
Advantages :
Equality:The management remains unbiased towards the employees and ensures a fair-
judgement at the time of any issue or problem in the organization.
Structure: A systematic organizational structure can be developed
through bureaucracy where the rules, regulations, methods and procedures are pre-
defined.

• Accountability: Despite being viewed as a large system of rules and regulations,
the bureaucratic culture requires responsibility and accountability. People who
work within this structure often have a high level of education, more self-direction
and are more open-minded.They also tend to focus more on the general good
compared to those working for other types of organizations.
• Job Security: A bureaucratic structure also provides more job security than other
organizational structures as long as its employees follow directions.Typically, if a
worker does what he is told, abides by the rules and is accountable to his position,
he can expect a steady salary and benefits.
• Equal Chances to Succeed: Favoritism is discouraged in a bureaucratic structure.
In a successful bureaucracy, the impersonal nature of relationships creates some
benefits. Equality is emphasized.This means that friendships don’t influence the
outcomes that are created.

Disadvantages of a Bureaucratic Structure
• Slow down process : Organizations with a bureaucratic culture have strict policies for
everything, which can slow down their operations and make communication difficult. For
example, if the marketing department decides to try out a new strategy, it must first obtain
approval from several other departments based on their order of importance within the
company.This may lead to conflicts, poor employee relations, inefficiency and unhappy
customers.
• Reduced Productivity and Innovation:The bureaucratic organizational structure may inhibit
productivity, diminish innovation and decrease morale.The structure is inherently laden with
rules and more policies and procedures can be added at any time, making workloads and roles
more complicated.
• Poor Financial Management : Another disadvantage to a bureaucratic structure is the way
finances are managed, more specifically, the way the budget is allocated. For instance, in a
bureaucratic business, typically, money is available for the current cycle only. If it's not used,
then expenditures will not be accounted for in the next budget cycle.This creates a culture of
waste since people and departments will spend money so they can have it in their following
year's budget.

• Decreased Employee Morale: Bureaucratic organizational structures can also
create boredom for their workers, resulting in decreased employee morale. While
employees may work hard to earn raises and promotions, there is no guarantee
advancement or rewards will be given immediately.There must be incentives built
into the bureaucracy to reward a worker who can complete a task in two hours
with the same quality it takes someone to complete the task in the expected eight
hours. If no incentive exists, you have a worker twiddling their thumbs for six hours
and nothing that management can do about it.
• Less Autonomy for Employees: Lastly, there is less freedom to act within a
bureaucratic structure. Rules and laws abound, making people accountable and
responsible to a governing body. Actions are dictated by those rules and laws.
Consequently, there is less freedom and individuals who don't follow the rules may
face consequences or penalties.

• Less Autonomy for Employees :
• Lastly, there is less freedom to act within a bureaucratic structure. Rules and laws
abound, making people accountable and responsible to a governing body.Actions
are dictated by those rules and laws. Consequently, there is less freedom and
individuals who don't follow the rules may face consequences or penalties.

MaxWeber’s theory
https://triumphias.com/blog/max-weber-bureaucracy/

HENRY MINTZBERG’S
THEORY IN HIGHER
EDUCATIONAL
INSTITUTES (PART-TWO)
DEBDULAL DUTTA ROY
AND

• Henry Mintzberg believes that
skills are learned through
experience and cannot simply
be taught in the classroom.
In an interview with CNN, he
stated: "You can teach all sorts
of things that improve the
practice of management with
people who are managers.
What you cannot do is teach
management to somebody who
is not a manager … you cannot
teach surgery to somebody
who's not a surgeon."

• Mintzberg recommends breaking down management roles and responsibilities
and organizing the workplace to simplify complex concepts.This helps to organize
companies into a more efficient culture, and it allows each member to develop
their own skills.

Organizational types
• Simple structure (entrepreneurial organization).This type of organization consists
of a few managers/executives and multiple subordinates.
• Machine bureaucracy.Workers operate as parts of a machine. Each department is
responsible for its own tasks, and decision-making is centralized.
• Professional bureaucracy. Each professional works independently, without
centralization, on tasks that match their specific skillset.
• Divisional (diversified) form. Diverse work is delegated among divisions. Each
division focuses on its own activities and functions.
• Adhocracy.There is no formal structure; rather, highly qualified employees form
teams to complete tasks and adjust to any industry changes.

Basic parts of an organization
• Strategic apex (includes senior
management)
• Middle line (links strategic apex to
operating core)
• Operating core (handles
operational processes)
• Technostructure (includes
analysists of various sorts)
• Support staff (supports and offers
services to the organization)
• Ideology (includes company's
norms and values)

Model of health care institute
https://www.scielosp.org/article/bwho/2000.v78n8/1005-1014/

Managerial roles: Interpersonal
• Figurehead. A figurehead is responsible for social, ceremonial and legal matters.They
represent their company in a professional manner.
• Leader.All managers must be leaders, communicating with, inspiring and coaching their
team.Workers should be able to look to their manager for support and guidance.
• Liaison. Liaisons are responsible for networking outside of their company and relaying
necessary information.

Managerial roles: Informational
• Monitor. A monitor seeks information within and outside of their company to
assess their company's operations and identify issues that need to be approached
or changes that need to be made.
• Disseminator. Disseminators should then relay valuable information internally to
employees and delegate assignments accordingly.
• Spokesperson. Managers should also relay information externally, acting as a
spokesperson for their brand.

Managerial roles: Decision-making
• Entrepreneur. Acting as an entrepreneur, managers should inspire change and
innovation.They should also create and implement new ideas.
• Disturbance-handler. Any external or internal issues or roadblocks should be
handled by managers.
• Resource-allocator. Managers must allocate and oversee various resources, from
funding to equipment.
• Negotiator.The negotiator is responsible for participating and directing
negotiations within their organization

LIKERT’S THEORY IN
HIGHER EDUCATIONAL
INSTITUTES (PART-
THREE)
DEBDULAL DUTTA ROY
AND

• With these four systems of management, Likert studied seven variablesViz.
Leadership, motivation, decision-making process, communication, interaction-
influence, control process and goal setting.
• Rensis Likert along with his associates in Michigan University, USA conducted
research to study the patterns and styles of managers over three decades, across
200 organizations and developed a four-fold model of the management system
that helped in understanding the leadership behavior.

Exploitative Authoritative System
• Exploitative Authoritative System: In this type of management system, the
responsibility lies with the people in higher positions in the hierarchy. Here, the
subordinates are not involved in the decision-making process.The superior has no
trust and confidence in his subordinate and imposes decisions on him leaving no
room for further discussion. In this system, the communication flows downwards,
i.e. from the superior to the subordinate and hence there is a lack of
communication and teamwork.The management is only concerned with the
completion of work; it uses any means or threats to get the work completed
through the subordinates.

Benevolent Authoritative System
• Benevolent Authoritative System: Like exploitative authoritative system, here
also the responsibility lies with the people at the upper echelons of the hierarchy
and the only difference is that the motivation is based on the rewards, not on fear
and threat.
• The superior has that much trust and confidence in his subordinates which is
required in a master-servant relationship.
• In this system, the subordinates are given rewards for their participation and the
communication may flow upwards i.e. from subordinate to superior, but restricted
to what the superior wants to hear.
• Thus, in the benevolent authoritative system also, the subordinates do not feel
free to discuss job-related issues with the superior.This results in the lack of
communication and a little teamwork.

Consultative System
• Consultative System: In this management system, the superior has substantial but not
complete, trust and confidence in his subordinates and constructively uses the views and
opinions given by them.
• Here, the motivation is based on rewards and the amount of the individual’s involvement
in the decision-making process.
• The consultative system is characterized by a great flow of information both horizontally
and vertically.
• The subordinates feel free to discuss job-related issues with the superiors and hence, the
upward flow of communication is more into the consultative system than a benevolent
system.
• But still, the decisions are made by the senior people in the hierarchy.

Participative System
• Participative System: In the participative system, the management has full
confidence in his subordinates and encourages them to participate actively in the
decision-making process.
• Here, the subordinate feels absolutely free to discuss any issue related to a job
with his superior.
• This system is characterized by a good teamwork and teams are linked with
people, who are the members of more than one team and such people are called
as “linking pins”.
• The subordinates get motivated through rewards for their participation in the
decision-making process.
•

MOTIVATIONTHEORIES IN
HIGHER EDUCATIONAL
INSTITUTES
DEBDULAL DUTTA ROY
AND
Venue:WBUTTEPA, 03.02.2021, 5-6 PM

Motivation theories
• Content theories deal with
“what” motivates people and it
is concerned with individual
needs and goals. Maslow,
Alderfer, Herzberg and
McClelland
studied motivation from a
“content” perspective.
• Process theories deal with the
“process” of motivation and
are concerned with
“how” motivation occurs.

Maslow’s Need hierarchy model
1) Physiological or Basic NeedsThese include needs to satisfy
hunger, thirst, sex, shelter, and other bodily needs.
Physiological needs are the most basic and their fulfillment
is essential for survival.
2) Safety Needs Safety needs include security and protection
from physical and emotional harm.They are needs for
freedom from threat, danger, or deprivation, and involve
self preservation.
3) Belongingness and Love NeedsThese include the desire for
affection, belongingness, acceptance, and friendship.These
are concerned with an individual’s ability to exist in harmony
with other people.
4) Esteem NeedsThese include needs for self- respect,
achievement, competence, autonomy self- confidence,
status, recognition, attention, dignity and appreciation,
when these needs are satisfied, a sense of adequacy results,
but when they are not satisfied, it produces feelings of
helplessness and inferiority.
5) Self-Actualization NeedsThis means to become more and
more what of one to become everything that one is capable
of becoming. Maslow views an individual’s motivation in
terms of a pre-determined order of needs each with its own
rank.

Alderfer’s theory
• An American psychologist Clayton Paul
Alderfer had proposed this theory and
believed that each need carries some
value and hence can be classified as
lower-order needs and higher-order
needs. He also found some level of
overlapping in the physiological,
security and social needs along with an
invisible line of demarcation between
the social, esteem and self-
actualization needs.This led to the
formation Alderfer’s ERG theory, which
comprises of the condensed form of
Maslow’s needs.

Herzberg’s two factor theory

McClelland’s
need theory
• Later, David McClelland built on this work
in his 1961 book, "The Achieving Society."
He identified three motivators that he
believed we all have: a need for
achievement, a need for affiliation, and a
need for power. People will have different
characteristics depending on their
dominant motivator.
• According to McClelland, these
motivators are learned (which is why this
theory is sometimes called the Learned
NeedsTheory).
• McClelland says that, regardless of our
gender, culture, or age, we all have three
motivating drivers, and one of these will
be our dominant motivating driver.This
dominant motivator is largely dependent
on our culture and life experiences.
• These characteristics are as follows:

PROCESSTHEORY OF MOTIVATION IN HIGHER
EDUCATIONAL INSTITUTES (PART-FOUR)
DEBDULAL DUTTA ROY,
AND
RABINDRIK PSYCHOTHERAPY RESEARCH INSTITUTE TRUST
Venue: THEWEST BENGAL UNIVERSITYOFTEACHERS'TRAINING
EDUCATION PLANNINGAND ADMINISTRATION- [WBUTTEPA]
10.2.2021, 5-6 PM

Process theories of motivation focus on the “hows” of motivation. Instead of focusing on what
people need, these models focus on the psychological and behavioral processes that humans
follow.

Vroom’s expectancy model
Vroom says that an individual’s motivation is affected by how
much they value any reward associated with an action (Valence),
how much they believe that by putting effort into something
they will be able to generate good results (Expectancy) and how
much they believe that generating good results will result in a
reward (Instrumentality).
Vroom concludes that the force of motivation in an employee
can be calculated using the formula: Motivation =
Valence*Expectancy*Instrumentality
It’s important to note that rewards could be intrinsic or extrinsic.
Extrinsic motivations are external things such as money and
promotion. Intrinsic motivations are internal things such as a
sense of fulfillment and achievement.

Operant conditioning
Operant conditioning is a type of
associative learning process through
which the strength of a behavior is
modified by reinforcement or
punishment. It is also a procedure that is
used to bring about such learning.

Reinforcement schedule effect on performance

Porter and Lawler Motivation model
• The Porter and Lawler
theory of motivation is
based on the assumption
that rewards cause
satisfaction and that
sometimes performance
produces reward. ... It is a
multi-variable model and
explains the complex of
relationship among
motivation, performance
and satisfaction.

Hackman and Oldham Model of Job
characteristics
• This was based on the
idea that the key to
maintaining motivation is
in the job itself.They
found that mundane
tasks reduced motivation
and productivity, and
varied tasks improved
them. What's more, the
theory they produced
was universal and could
be applied to any role.

Performance appraisal
• Performance appraisal can be defined as the ongoing process used for identifying, measuring
and developing an individual’s performance in accordance with an organisation’s strategic goals
(Aguinis, 2009).
• Appraisal may involve formative aspects that focus on developing performance, such as career
development, professional learning and feedback.
• Summative aspects, on the other hand, evaluate performance for career progression, possible
promotion or demotion and termination purposes.
• An effective performance appraisal system will, ideally, assist in meeting these demands by
holding employees accountable, addressing underperformance and enhancing performance and
practice (Zbar, Marshall, & Power, 2007).
-Aguinis, H. (2009). An expanded view of performance management. In J.W. Smither & M. London (Eds.), Performance
management: Putting research into action (pp.41-44). San Francisco, CA: Jossey-Bass.
-Zbar,V., Marshall, G., & Power, P. (2007). Better schools, better teachers, better results: A handbook for improved
performance management in your school. Melbourne,Vic.: Australian Council for Educational Research.

Summated appraisal
• It provides a summation of how an employee has performed in the year being
evaluated.A manager should base the performance summary on how
an employee has fared on the categories being evaluated such as communication
skills, attendance, customer service, dependability, and initiative.

Graphic Rating Scale
• A graphic rating scale rates employees on a fixed scale as per the qualities they are
required to possess.The final score obtained classifies employees into various tiers
and helps in their performance evaluation at the end of the year. It is
understandable and easily usable. Behaviors can be quantified and appraisal can
be simplified using this method.
• There are demerits to this method too.Temperament varies from person to
person. A few evaluators can be very strict and a few can be very lenient based on
their fixed agenda.Though it helps to identify the best and the worst performing
individuals, it does not separate average individuals.

Essay PerformanceAppraisal Method
• It is also called the “Free Form method.” It includes a fact-based performance
description of employees with instances to support it and based on this the s/he is
evaluated on the job.
• It is a qualitative technique and not a quantitative technique. So, evaluation using
this method is difficult. Moreover, one needs to have detailed knowledge
regarding the job and the firm in order to use this method.

Checklist Scale
• A checklist is prepared on the basis ofYes or No with regard to the traits of an
employee. If an employee has a particular trait then it is marked as yes or else no.
The evaluation of the rater and the actual HR evaluation are two separate things
altogether and it is not a detailed evaluation.

Critical Incidents
• The manager has to prepare a list of important incidents highlighting the behavior
of an employee.These incidents help decide the best or the poorest behavior of an
employee and s/he is evaluated.The only disadvantage of this method is it can be
very biased.

Work Standards Approach
• The management of a firm establishes fixed standards and the final deliverable
prepared by the team involved has to be as per those points and then, each
member is evaluated. So, the employee knows his/her job and its terms clearly. It
just does not help in making individualistic appraisals.

RankingAppraisal
• A manager is required to rank employees put into the same job and then evaluate
them.The employees are ranked chronologically in either increasing or decreasing
order.The problem is it cannot be used on a very large team and its members.

MBO
• MBO (management by objectives) involves setting objectives for the employees
on the job which they have to accomplish and are further appraised on that basis.
• SMART Goals i.e.goals that are Specific, Measurable, Actionable, Relevant, and
Time-bound are set so that biased can be prevented.

Human resource management in educational institute

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