...2014 -HFT2220-Human Resources Management -Sections RXD -Fall 2014 Employees Motivation in Hospitality Industry 李春峥 5468744 童品涵 5469018 潘 超 5486745 2014-12-11 Content 1. Background ....................................................................................................... 3 1.1 Case 1 ........................................................................................................ 3 1.2 Case 2 ........................................................................................................ 4 2. Theory and System about employee motivation ............................................ 5 2.1 Two-factor theory： ................................................................................. 5 2.2 Expectation theory： ............................................................................... 6 2.3 Equity theory： ........................................................................................ 7 2.4 Reinforcement theory： .......................................................................... 7 2.5 Incentive principle and system ............................................................... 8 2.6 Full Spectrum Organization Employee Motivation Strategy .............. 9 3. Workplace C .A.R.E........................................................................................ 10 4. Conclusion ....................................................................................................... 12 Reference ..................................
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...HR Performance Issue and Motivation McClelland’s Needs Theory BUS 610: Organizational Behavior Heidi Marshall Dr. Diane Hamilton-Instructor Dwight D. Eisenhower once said “Motivation is the art of getting people to do what you want them to do because they want to do it.” In the workplace, motivation is a highly studied concept that managers are always seeking to better understand. Knowing what motivates employees can lead to improved productivity, loyalty, and overall employee job satisfaction. Companies like Google are known for a culture of keeping employees happy by offering countless perks such as free health and dental benefits, first class dining facilities, on-site oil change, car wash, dry cleaning, massage therapy, stylists (Cook, 2012). Google understands that people are not motivated by just extrinsic rewards but intrinsic rewards as well. Having no real hierarchy and tiny work groups allow for more independence (Cook, 2012). Google’s success is a reflection of the employee friendly culture that has been fostered and embraced throughout the company. While companies like Google give their employees several reasons to be motivated, many other employers struggle to keep employees engaged and productive. Not every person is motivated by the same thing and the key to keeping employees motivated is knowing what that motivating factor is. Motivation can be very fluid and what motivates an employee today may be different in six months. There are many theories on...
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...Explain analytically, how motivation theories could help managers elicit ‘discretionary effort’ from employees. Illustrate your answer with suitable examples of HR practices. One of the most interesting fields of study in human resource management is that of motivation. Researchers have always tried to determine what motivates people's actions and, as a result, different motivation theories have emerged. But before these theories are examined, it should be made clear what motivation means. Lots of academics, including Beardwell and Clayton(2007), define motivation as willingness to exert effort for the realization of specific goals. When a person is motivated, his behaviour is based upon his or her individual needs. Many different factors affect human behaviour, so motivation could be described as a psychological process between the individual and the environment. According to Steers(1996), motivation is extremely important for understanding organizational behaviour. Herzberg also notes that specific attention should be turned to motivation, as it plays an essential part in work organizations. However, human behaviour varies from person to person, which means that people are often motivated by completely different factors. This variation in motivational variables means that it is difficult for managers to predict exact human behaviour or to manipulate employee's psychological willingness. That is the reason why there is no one best motivation theory or framework that can...
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...incentives. The HR manager is responsible for recruitment, the fundamental role, ensuring each department within the organization is adequately staffed, compensation, and benefit packages, and keeping employees motivated. While monetary rewards have been linked to motivation so have non-monetary rewards. Some non-monetary rewards include; recognition, communication, flexible working hours, wellness programs, and education and development programs. Introduction A Forbes article investigating the significance of positive work environments mentions, a fundamental benefit creating a favorable environment is the effect it has on motivating employees. The article continues by stating, ‘Employees that are happy tend to be more productive, which is better for a business’ (Forbes, 2013). Showing that there is a correlation employee satisfaction/perception and a company’s success. Rahimli in an article refers to the changing environment, and how critical it is to keep abreast with changes in innovation, to be effective and efficient. Rahimli further remarks, if organizations aid in enhancing the skills of their employees with training, the author alleges the employee’s performance will improve. Training is indeed one way non-monetary way to motivate employees, the skills they learn can be used where ever they may go. Key words Human Resources, Human resources in Health Care, 'the function or role', (non-financial) and (non-monetary), 'motivation or incentive', motivation or drive....
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...structures and opposing forces. In a global environment, culture is a critical factor whereby the process of advancing cultural intelligence and international cultural competence would be the deciding element for the success of managers and leaders especially those who perform human resource (HR) functions. Within the cultural context, common elements are to be found including shared and dynamic nature surrounding norms, values and beliefs which are expressed through different behaviors, artifacts and interactions. It is necessary then for HR managers like Wolfgang to fulfill profitable relationships vested on the capability to reconcile cultural dimensions of pay systems from the headquarters to subsidiaries. Within Healthcare, there are economic, political and cultural forces that are influencing the operation. As part of the external environment, there is the need for Healthcare to align national cultural values of the subsidiaries with that of the organizational work culture. There are culturally indigenous and culturally alien practices within any organization that shape the actions and performance of the employees. Culture is considered as the lens through which motivation occurs. Motivations to do work differ greatly across cultures hence whey employees are subjected to within-culture and between-culture workplaces the level of performance is significantly different as well. Cultural backgrounds of the employees largely define the personal work values of the people, and this...
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...structures and opposing forces. In a global environment, culture is a critical factor whereby the process of advancing cultural intelligence and international cultural competence would be the deciding element for the success of managers and leaders especially those who perform human resource (HR) functions. Within the cultural context, common elements are to be found including shared and dynamic nature surrounding norms, values and beliefs which are expressed through different behaviors, artifacts and interactions. It is necessary then for HR managers like Wolfgang to fulfill profitable relationships vested on the capability to reconcile cultural dimensions of pay systems from the headquarters to subsidiaries. Within Healthcare, there are economic, political and cultural forces that are influencing the operation. As part of the external environment, there is the need forHealthcare to align national cultural values of thesubsidiaries with that of the organizational work culture. There are culturally indigenous and culturally alien practices within any organization that shape the actions and performance of the employees. Culture is considered as the lens through which motivation occurs. Motivations to do work differ greatly across cultures hence whey employees are subjected to within-culture and between-culture workplaces the level of performance is significantly different as well. Cultural backgrounds of the employees largely define the personal work values of the people, and this...
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...Assignment 1. COURSE .MSc in HRM (P/T), 20015 MODULE: Leading, Managing and Developing People TUTOR: DR JOANNE COLLIER Critically evaluate, in your organisation, the impact of two HR interventions of your choice on engagement, commitment, motivation or job satisfaction. WRITER. MR Muhammad Ahmed RAJA ST.ID:100018073 Introduction Diversity and Empowerment have been selected for this critical evaluation reporting in the Kandore Pvt Ltd. The reason these interventions have been selected is that these are the most important issues of modern times along with other important HR issues of employee’s motivation and commitment. Due to the global migration of population from developing countries to more Developed Countries of Europe, America and Middle East dealing with issues like diversity and empowerment is present time an important role of HR professional not only in national SME & Large organisation but also in global multinational 0rganization as well. Keeping in mind the nature of the issues and purpose of the report. Kandore Pvt Ltd has been selected, where the write has worked for more than 7 years and felt that these were the most important issues being ignore by the top management of the Kandore . During this employment with the organisation, the writer has felt that Kandore continuously ignored these elements of human resources, which if dealt professionally would have, not only benefitted the organisation in managing its human resource...
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...order to carry out this specialized assistance, the HR managers carries out three distinct functions, A line function, A coordinative function and Staff function. New approaches to Organizing HR have also been discussed with four specific points, the transactional HR, corporate HR, embedded HR and the centers of expertise, these are four groups within which the employees try to organize themselves. To further clear the concept of new approaches three different examples have also been shared. Then the chapter proceeds to how some trends are shaping up the HR management. Trends like, globalization, competition, technological innovations etc. are drastically changing the whole human resource management system. Due to globalization, trade groups like NAFTA, SAARC are formed which requires partnerships, job offshoring and more employment, this leads to training the employees to learn the culture and tradition of foreign countries to work in a congenial environment. Technological trends has enabled the introduction of high-tech jobs, new service jobs requiring technological expertise encouraging the knowledge workers and thus increasing the demand for human capital. The topic moves on to the important trends in human resource management which further elaborated the way how new human resource managers work, their focus which is more on the big picture issues, new ways to provide transactional services, new proficiencies which includes HR proficiencies, Business proficiencies, Leadership...
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...Functions of Human Resource Management: Human Resource Management involves the development of a perfect blend between traditional administrative functions and the well-being of all employees within an organization. Employee retention ratio is directly proportionate to the manner in which the employees are treated, in return for their imparted skills and experience. A Human Resource Manager ideally empowers inter-departmental employee relationships and nurtures scope for down-the-rung employee communication at various levels. The field is a derivative of System Theory and Organizational Psychology. Human resources has earned a number of related interpretations in time, but continues to defend the need to ensure employee well-being. Every organization now has an exclusive Human Resource Management Department to interact with representatives of all factors of production. The department is responsible for the development and application of ongoing research on strategic advances while hiring, terminating and training staff. The Human Resource Management Department is responsible for: * Understanding and relating to employees as individuals, thus identifying individual needs and career goals. * Developing positive interactions between workers, to ensure collated and constructive enterprise productivity and development of a uniform organizational culture. * Identify areas that suffer lack of knowledge and insufficient training, and accordingly provide remedial measures...
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...an organization over the long term, which ideally matches its resources to its changing environment. It is the direction in which the organization is going in relation to its environment and it must have a strategic objectives and a plan of action. HR strategies sets out what the organization intends to do about the different aspects of its human resource management policies and practices in integration with the business strategy. The purpose is to guide the HRM (human resource management) development, it provides vision for the future actions required and how the vision should be realized: especially what need to be done and what needs to be changed. Human Resource strategies are vertically integrated with the business strategy contributing to business process, and it should plan with people in mind, taking into account the needs and aspirations of all members of the organization; it involves the formulation and the implementation of specific strategies in each area of HRM. Generally there are two basic types of human resource strategies: the overarching strategies, so how people should be managed and developed, what the organization has to do in way to attract and retain people it needs through engagement, motivation and commitment. The second type are specific strategies related to different aspect of HRM, as rewards: so what the organization wants to do in the longer term to develop and implement reward policies, practices and processes that...
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...How can HR staff work with organizational managers to create an effective incentive and motivation plan to make employees more effective and efficient? While organizational managers have an eye on fulfilling the company’s mission and corporate strategy, HR staff can work with them to develop compensation and motivation plans that support and reinforce mission/strategy fulfillment. Based on the type of organization, HR expertise can be used to determine whether financial or nonfinancial rewards are more culturally (within the organization) impactful. Many companies are starting to offer perks, like discounts on wellness (gym) or life (car rental) related expenses, bonus incentives for goal achievement (Cascio, 2012). Ensuring the right compensation/incentive strategies are in place helps businesses “attract and retain the right people” (Cascio, 2012 p426). What compensation and benefits have been used as incentives for employee productivity and motivation? Evaluate how effective the compensation and benefits were at motivating employees and increasing productivity. My husband worked in sales at an organization for several years. The work environment was brutal and it seemed as though there was a constantly revolving door of new employees. The benefits weren’t great, but the base pay was good. Employees received substantial bonuses for achieving certain metrics. In addition to bonus options, top performers were invited to attend an annual, all-expenses paid, week long...
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... | Purpose and aim of unit This unit provides an introduction to the purpose and processes of performance and reward management and the role of human resources (HR) in promoting and supporting good practice. Studying this unit will enable learners to develop their understanding of how motivational theories and associated tools can be used within the context of performance and reward management and how these can have a positive impact on an organisation’s business objectives. It also provides an overview of appropriate skills and good practice associated with performance management reviews and follow-up and the data management aspects. Additionally learners will understand the role of financial and non-financial benefits and important determinants of reward decisions. On completion, learners should feel more confident in providing first-line support to managers and employees on the subject of performance and reward management. This unit is suitable for persons who: • are aspiring to, or embarking on, a career in HR/L&D • are working in the field of HR/L&D in a support role and wish to develop their knowledge and skills • have responsibility for HR/L&D activities and...
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...Motivation within an innovative work environment Curriculum Topics • Motivation • Maslow (hierarchy of needs) • Taylor (scientific management) and Herzberg (2-factor theory) • Mayo (human relations approach) Introduction Individuals work for many different reasons. Financial rewards are frequently a key factor in influencing why individuals undertake certain jobs. However, money is not everything. Employees want to enjoy their work, be challenged by it and achieve personal fulfilment. For many people, their careers are on-going learning experiences. This is known as intrinsic motivation. When individuals are intrinsically motivated, they are interested in their work. Put simply, it creates enjoyment whilst enabling them to achieve and contribute to desired goals. However, individuals also need extrinsic motivation. This is motivation arising from factors outside the immediate work that an individual undertakes. For example, this might include pay, conditions, grades and promotional opportunities. This case study will analyse motivational theory in the context of the employees of ARM Holdings PLC. It illustrates that, although extrinsic motivation is a very important element in motivating employees, it is really intrinsic motivation that engages individuals and contributes to company performance. ARM is the world’s leading semiconductor intellectual property supplier. The ARM business model involves the design and licensing of intellectual property in the field of semiconductor...
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...of the functional HR processing can be identified in Tony’s area? Tony has been doing “training and development programs” by sending Joe and Eric to a supervisor’s school for work scheduling, job team assignments, and project management. We also find the “motivation function” in Tony’s area where he function as a compensation and benefit manager, as we know compensations and benefits motivate employees to do better in their jobs. He also arranged picnics for the employees to talk about their work, work conditions and issues that would likely result to a build up of rapport among each other and also for the purpose of knowing various issues from the employees. Tony is also making a move to maintain employees by doing the “maintenance function” as a human resource director by imposing communication programs, like the employee bulletin to ensure that employees are well informed and that their voices are heard. 2. Identify the environmental influences important to TEAM FUN!. Strategic environment is important for TEAM FUN! because this environment promotes a structured, rigorous, participative, open and transparent environment, and continuous improvement for employees. Management thought is also important in a way that the management is imposing improvement programs for the employees to become more knowledgeable about their jobs and become more competitive. 3. How do its HR functional areas line up with the overall HR process? ...
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...employers to show initiative in recruiting a diverse pool of applicants for their job openings. Age Discrimination in Employment Act (ADEA) A federal law that prohibits discrimination against employees over age 40. attitudes Cognitive and emotional appraisals that shape subsequent behavioral tendencies. attrition A reduction in the number of employees by not replacing those who leave. autonomy The level of freedom and independence a worker is given regarding work schedules and the procedures used to complete the job. availability A cognitive bias that causes an evaluator giving a performance review to place more importance on ecurring r factors, no matter how minor they are. Alderfer’s ERG theory A content motivation theory that divides core needs into three groups: existence, relatedness, and growth. baby boomers The generation born between 1946 and 1964. Americans with Disabilities Act (ADA) A federal law that requires employers of 15 or more employees to provide reasonable accommodations for persons with disabilities and that prohibits discrimination against a qualified individual with a disability in hiring practices, testing, firing, promotion, job training, or regarding wages. behavioral competency Personality traits, interpersonal skills, and character dimensions that an employee possesses and that differentiate him or her from others. ambicultural leader A leader who can combine the best of many cultures while avoiding...
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