The PPT is about employee motivation

1. EMPLOYEE MOTIVATION PROCESS
Need Motivation
Goal Directed
Behavior
Need
Satisfaction

2. EMPLOYEE MOTIVATION PROCESS

3. EXPECTANCY THEORY (VROOM’S)
Yes Yes
Motivated
No
Not Motivated
No
Not Motivated

4. ULRICH’S STAGES OF EMPLOYEE CONNECTION
Competence Commitment Connection Productivity
x x =

5. TUCKMAN TEAM DEVELOPMENT MODEL
Time
Effectiveness
Forming
Team is dependent on the
leader
Storming
Leaders mediates and focuses
Norming
Leader facilities
Performing
Leader delegates and overseas
The leaders goal is to
make the team self
reliant and then move
on.
Teams go through four stages. Teams can regress when membership changes. A mature team may need no leadership

6. THE FOUR CONTRIBUTION STAGES
Explain how careers develop in distinct stages – each different from another.
STAGE 1 STAGE 2 STAGE 3 STAGE 4
Dependently Independently Through Others Strategically
• Willingly accepts supervision
• Demonstrates competence on
a portion of a larger project
• Performs effectively on
detailed and routine tasks
• Shows directed creativity and
initiative
• Performs well under time and
budget pressure
• Learns how “we” do things
• Assumes significant
responsibility
• Relies on less supervision,
works independently and
produces results
• Builds expertise
• Develops credibility and a
reputation
• Builds a strong collegial
network
• Develops broader business
perspective, help others
understand in the broader
business context and needs.
• Contributes to the
performance of others as a
manager, mentor, or idea
leader.
• Represents the work group on
important issues.
• Builds a strong internal and
external network.
• Provides strategic direction
• Builds organizational
capability through work
system and process
improvement.
• Exercise power for the benefit
of the organization.
• Sponsors and prepares future
leaders.
• Represents the organization to
key external groups on critical
strategic issues.

7. COMPENSATION TYPES
Direct
Financial
Compensation
Non-Financial
Compensation
Indirect Financial
Compensation
(Benefits)
dfgsdfgdsfg

8. FORMS OF INCENTIVE COMPENSATION
Profit
Sharing
Gain
Sharing
Pay for
Knowledge
Lump-Sum
Bonus
Bonus based on company profits. Bonus based on productivity gains,
cost savings, or quality
improvements.
Salary increase based on learning
new job tasks
One time cash-payments or option
to buy shares of company stock
based on performance.

9. MASLOW’S HIERARCHY OF NEEDS THEORY
Self-
Actualization
Esteem
Love / Belonging
Safety
Physiological
People have five levels of needs that seek to satisfy
Breathing, food, water, sex, sleep, homeostasis, excretion.
Security of: body, employment, resources, morality, family, health,
property.
Friendship, partnership, family, sexual intimacy.
Self-esteem, confidence and achievement, respect of others.
Morality, idealism, creativity, spontaneity, problem solving.

10. HUMAN RESOURCE RESPONSIBILITIES
Core
Responsibilities
of HRM
Employee compensation
and benefits
Employee training and
performance evaluation
Employee compensation
and benefits
Planning for staffing
needs
Employee recruitment
and selection

11. HRM – DEVELOPMENTAL STAGES FOR SMALL GROUPS
Tuckman’s model
Forming Storming Norming Performing
Team members meet each
other
Team members learn about
the task
All team members learn what
their roles will be
Team members learn how to
work together
Team members learn about
the other members
Leader focuses the team
Team starts to work and act
together
Roles evolve into helping the
team succeed
Team members are more likely
to express opinions
Team members work hard
toward goal
Members are flexible and help
each other
Leader’s role is blurred –
everyone is focused

12. ULRICH’S HR
COMPETENCY
MODEL
Credible
Activist
Capability
Builder
HR Innovator
& Integrator
HR
Innovator
&
Integrator
Change
Champion
Strategic Positioner

13. THE LEADERSHIP CODE – 5 RULES FOR LEADERSHIP
Personal
Proficiency
Human Capital Developer
Build the next generation
Strategist
Shape the future
Executor
Make things happen
Talent Manager
Engage today’s talent
Individual Organization
Near-Term
Operational
Long-Term
Strategic

14. OPERATIVE FUNCTIONS OF HRM
Compensation
Procurement Development
Maintenance
/Motivation
Integration
• Job analysis and
design
• Human resource
planning
• Recruitment
• Selection
• Placement
• Orientation
• Socialization
• Industrial relations
• Discipline
• Grievance redressed
• Dispute settlement
• Collective bargaining
• Employee well-being
• Social security
• Worker’s participation
• Motivation
• Job rotation
• HR Records, research
and audit
• HR information system
• Job evaluation
• Performance
evaluation
• Wages administration
• Incentives and
benefits
• Career planning and
development
• Worker’s training
• Executive
development
• Organizational
development

15. FOUR STAGES OF CONTRIBUTION MODEL
Key Transitions (Novation’s)
Impact
Contribute
Strategically
Contribute
Through Others
Contribute
Independently
Contribute
Dependently

16. PEOPLE CAPABILITY MATURITY MODEL
Level 5
Optimizing
Level 4
Managed
Level 3
Defined
Level 2
Repeatable
Level 1
Initial
People
Management
Competence
Management
Team
Management
Capability
Management
Managed
practices
Tailored
practices
Measured and
aligned practices
Continuously
improving practices

17. HERZBERG’S THEORY OF MOTIVATION
Hygiene Factors Motivational Factors
• Interpersonal relationships, supervisors, peers and
subordinates
• Technical supervision
• Company policy administration
• Job security
• Working conditions
• Salary / personal life
• Work itself
• Achievement
• Possibility of growth
• Responsibility
• Advancement / Recognition
• Status

18. GUEST MODEL OF HRM
Human Resource
Outcomes
• Strategic planning/
implementation
• Commitment
• Flexibility/ adaptability
• Quality
Policies
• Organizational job design
• Policy formulation and
implementation/management of
change
• Recruitment, selection and
socialization
• Appraisal, training and
development
• Manpower flows, through, up
and out of the organization
• Rewards systems
• Communications system
Organizational
Outcomes
• High job performance
• High problem-solving
• Successful change
• Low turnover
• Low absence
• Low grievance level
• High cost-effectiveness

19. HR COMPETENCY
MODEL – SHRM
Communication
Relationship
Management
Ethical
Practice
HR
Expertise
Leadership
and
Navigation
Consultation
Diversity
and
Inclusion
Business
Critical
Evaluation

20. HR ANALYTICS MATURITY MODEL
Stage 4: Predictive Analysis
Development of predictive models, scenario planning, risk analysis and
mitigation, integration with strategic planning
Stage 3: Strategic Analysis
Segmentation, statistical analysis, development of people models, analysis of
dimensions to understand cause and delivery of actionable solutions.
Stage 2: Advanced Reporting
Operational reporting for benchmarking and decision making, multi-
dimensional analysis and dashboards.
Stage 1: Operational Reporting
Operational reporting for measurement of efficiency and compliancy, data
exploration and integration, development of data dictionary

21. Level 4: Organizational Capability
Source of: Business performance capability & learning agility, executive
drive, cultural & systematic focus
Level 3: Talent & performance improvement
Source of: talent development and performance consulting, integrated with HR/TM
improving alignment, process & tech focus.
Level 2: Training and developing excellence
Source of: designed instruction, evolving governance & operations,
improving L&D core processes, program focused.
Level 1: Incidental Training
Source of: ad-hoc job support, mentoring and apprenticeship, emerging need for
professional training, SME focused.
HIGH IMPACT LEARNING ORGANIZATION MATURITY
MODEL

22. HRM
GOALS
Motivation
• TQM and productivity
• Rewards
• Compensation
Development
• Employee training
• Employee
development
Maintenance
• Benefit administration
• Safety and health
• Communication
• programs
Inception
• Strategic human
• Resource planning
• Recruiting
• Employee presentation
HRM
Goals

23. MODEL OF STRATEGIC HRM
Corporate Objective
HR Objective
Individual Objectives
Developing and
Retaining
Letting Go
Recognizing
Assessing
Staffing
Planning

24. NEW HR
COMPETENCY
MODEL
Strategic
Contribution
Culture Management
Fast Change
Strategic Decision-Making
Market-driven Connectivity
• Achieving results
• Effective relationships
• Personal Communication
• Staffing
• Development
• Organizational structure
• Performance Management

25. THE WARWICK MODEL OF HRM
Outer Context
Socioeconomic, Technological,
Political-legal, Competitive
Inner Context
Culture, structure,
politics/leadership, task
technology, business outputs
HRM Content
HR flows, work systems, reward
systems, employee relations
HRM Context
Role, definition, organization, HR
outputs
Business
Strategy Content
Objectives, product market,
strategy and tactics

26. HRM
FUNCTIONS HRM
Compensation

27. Mental
Models
Personal
Mastery
Systems
Thinking
Building
Shared
Vision
Team
Learning
5 COMPONENTS
OF A LEARNING
ORGANIZATION
Focusing on group solving using systems thinking

28. INTEGRATING HRM WITH BUSINESS OUTCOMES
Shared Understanding
Shaping
The Working
Environment
Human Resourcing
Continuous
Learning
Performance
Accountability

29. HR
MANAGEMENT
ACTIVITIES
Environmental
• Strategic human
• Resource planning
• Recruiting
Talent
Management
• Strategic human
• Resource planning
• Recruiting
Total Rewards
• Strategic human
• Resource planning
• Recruiting
Risk management and
worker protection
• Strategic human
• Resource planning
• Recruiting
Staffing
• Strategic human
• Resource planning
• Recruiting
Employee &
Labor Relations
• Strategic human
• Resource planning
• Recruiting
Legal
Framework &
Practice
• Strategic human
• Resource planning
• Recruiting
Legal
Political
Technological

30. HR COMPETENCY MODEL
International Personnel Management Association (IPMA) Model
Leader
HR Expert
Business
Partner
Change
Agent

31. HUMAN RESOURCE DEVELOPMENT
Training
Development
Performance
Appraisal
Performance
Management
Career
Planning
Career
Development
Organization
Development
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills

32. THE HARVARD MODEL OF HRM
Stakeholder Interests
Stakeholders
Management
Employee groups
Government
Community / Unions
Situational Factors
Stakeholders
Management
Employee groups
Government
Community / Unions
HRM Policy Choices
Stakeholders
Management
Employee groups
Government
HR Outcomes
Stakeholders
Management
Employee groups
Government
Long-Term
Consequences
Stakeholders
Management
Employee groups

33. FOUR STAGES OF CONTRIBUTION MODEL
Performance
Expectation
Primary
Role
Major Stage
Transition Issue
Minor Stage
Transition Issue
Dependently Independently Through Others Strategically
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
Designed to provide learners
with knowledge and skills
STAGE 1 STAGE 2 STAGE 3 STAGE 4

34. ULRICH’S MODEL OF HRM

35. Change
Management
Performance
Improvement
Instructional
Design
Knowledge
Management
Coaching
Training
Delivery
Learning
Technologies
Integrated
Talent
Management
Managing
Learning
Programs
Evaluate
Learning
Impact
Competencies
for the Training
& Development
Profession
Areas of Expertise
Foundation Competencies
Business Skills Global Mindset Industry Knowledge
Interpersonal Skills Personal Skills Technology Liberace
ASTD
COMPETENCY
MODEL (2013)

36. THE EMOTIONAL COMPETENCY FRAMEWORK
Self Others
Awareness
Actions
Self
Awareness
Social
Awareness
Social
Skills
Self
Management
Positive impact on others
An HR department is an
essential, if not critical,
component of any business
regardless of the
organization's size.
An HR department is an
essential, if not critical,
component of any business
regardless of the
organization's size.
An HR department is an
essential, if not critical,
component of any business
regardless of the
organization's size.
An HR department is an
essential, if not critical,
component of any business
regardless of the
organization's size.

37. ULRICH’S MATRIX ON THE 4 ROLES OF HR
Day to day / Operational Focus
People
Process
Future / Strategic Focus
HR
Strategic Partner
An HR department is an essential, if
not critical, component of any business
regardless of the organization's size.
Change Agent
An HR department is an essential, if
not critical, component of any business
regardless of the organization's size.
Administrative Expert
An HR department is an essential, if
not critical, component of any business
regardless of the organization's size.
Employee Champion
An HR department is an essential, if
not critical, component of any business
regardless of the organization's size.

38. MCLAGAN’S
HUMAN
RESOURCE WHEEL
Training &
Development
Organization
Development
HR Research
& Info
Systems
Union / Labor
Relations
Career
Development
Organizational/
Job Design
Employee
Assistance
Compensation
& Benefits
Human Resource
Planning
Performance
Management
System
Selection &
Staffing
Human
Resource Result
An HR department is an essential, if
not critical, component of any
business regardless of the
organization's size.
Primary HRM Functions
Obtaining, Maintaining and
developing employees.
Primary HRD Functions
Improving individual, group, and
organizational effectiveness.

39. THE HR
PROFESSION
MAP BY CIPD
Organization
design
Service delivery
and information
Learning and
talent
development
Performance
and reward
Resourcing and
talent planning
Employee
engagement
Organization
development
Employee
relations
Strategy
insights and
solutions
Leading and
managing the
human
resource
function

40. BRIDGES TRANSITION MODEL
Time
Importance
Ending, Losing, Letting Go
The New Beginning

41. ULRICH’S MATRIX ON THE 4 ROLES OF HR
Day to day / Operational Focus
People
Oriented
Process
Oriented
Future / Strategic Focus
HR
Strategic Partner
Management of strategic human
resources
Change Agent
Management of transformation and
change
Administrative Expert
Management of firm infrastructure
Employee Champion
Management of employee contribution

42. HR STRATEGY MAP
Enhance ROI of HR Strategic Initiatives Enhance employee productivity
Create positive work environment Enhance “Internal Customer” satisfaction
Apply excellent
recruitment process
Develop strategic
employee competencies
Implement best talent
management practices
Optimize performance
management system
Develop Internal HR Capabilities Deploy HRIS System
Financial
Internal Customers
HR Internal Process
Learning

43. HIGH IMPACT TALENT MANAGEMENT FRAMEWORK
Leadership Management
Succession Management
Career Management
Performance Management
Capability & Competency Management
Workforce Planning
TALENT INFRASTRUCTURE
Talent Strategy & Business Alignment
Learning & Capability Development
Talent
Acquisition
Total
Rewards
Business
Metrics
&
Scorecards
Governance

44. EVOLUTION OF HR MANAGER ROLES
Leader
• Ethical
• Takes risks
• Decisive
• Develops staff
• Creates trusts
Employee advocate
Values diversity
Resolves conflict
Communicates well
Respects other
Functional expert
Knows HR Principles
Customer oriented
Applies business
Manages resources
HC developer
Individual focus
Manages change
Future Orientation
CoachTeam Relationships
Strategic partners
Mission oriented
Strategic planner
System Innovator
Understands team behavior

45. CHANGING VALUES – CHANGING WORK STYLES
-1945
Traditionalist
• Avoid
• System conformant
• Little willingness to change
-1962
Boomer
• Tetchy towards criticism
• Impartial
• Egocentric
• Focused more on processes
than results
-1980
Generation X
• Impatient
• Sceptic
• Lazy
• Low level of assertiveness
• Cynical
1981+
Generation Y
• Needs guidance
• Requires (company)
structures
• Lacks << personal drive
• Disloyal

46. HR MANAGEMENT – TASKS
Main areas plus overall tasks
Staff Recruiting
• Personnel planning
• Recruiting
• Personnel marketing
• Selection of personnel
• Education and training
Employ Staff
• Staff allocation
• Staff transfer and relocation
• Staff care
• Staff training and development
• Staff detainment
• Performance appraisal
• Payroll
• HR administration
Staff Lay-off
• Redundancies
• Staff reduction
Overall Responsibilities
• HR company policy
• HR organization
• Personnel management
• HR communication
• HR controlling
• Works council
• Labor laws and social welfare

47. HR MANAGEMENT – TARGET GROUPS
Target groups for HR work (internal, external)
Internal Groups External Groups
Company management
Senior office
Works council
Employee
Apprentice
Trainee
Student trainee
Other employees
General government
Trade association
Chamber of trade/Chamber of commerce
Employment agency
Surroundings
Temporary employment agencies
Executive consultants
Other companies

48. DEVELOPMENT STAGES OF HRM
How HRM has turned into a strategic competitive advantage
HR Administration HR Structuring HR Development HR Strategy
HR cross-link to
other
departments
Integration of
personnel
competencies
Payroll. Rights of
co-determination
HRM
institutionalization
and personnel
planning
Recognition of
workforce assets
and career
planning
Value-add
through HR work
HRM as
competitive
advantage
Professionalization
of HR, development
of HR vision
By 1950 By 1960 By 1970 By 1980 By 1990 By 2000
Development Stages
Key Examples

49. THE EFFECTS OF DYNEXITY
Dynexity causes changes in HR management
Number of
Employees
Constant change of employee
numbers e.g. due to company
growth or downsizing.
Number of
Employees
Constant change of
responsibilities and subjects.
Structures &
Processes
Constant change of structures
and processes.
Dynamic
Business
Environment

50. OVERVIEW OF COMPETENCIES
HR Key competencies
Operational
Expertise
Method
Skills
Personal
Skills
Social
Competencies
• Labor law expertise
• Expertise in business
administration
• Expertise in teaching psychology
• Expertise in organizational
psychology
• Analytical skills
• Didactical skills
• Computer skills
• Expertise in evaluation and
organization
• Presentation skills
• Project management skills
• Organization-oriented acting
and thinking
• Assertiveness
• Empathy
• Communication skills
• Conflict management skills
• Problem solving skills
• Sociable
• Ability to motivate others
• Persuasive power
• Team player
• Resilience
• Flexibility
• Credibility
• Integrity
• Creativity
• Ability to learn
• Self-critical, self-analytical
• Self-consistent
• Goal achiever

51. HR JOB TITLES – CAREER PROGRESSION
VP of HR of CHARO
HR Director
HR Manager
HR Generalist
HR Assistant/Intern
Recruiting Manager
Recruiter
Senior Recruiter
Subject Matter Expert
(Consultant)
HR Specialist
Advanced Specialist
(Role benefits, training, etc.)