Managing Human Resources

An Overview

Facts:

• In the long run all organizations will have access to all available technology so that the realization of a technology’s value by an organization is largely determined by the people using it.

• Individual work output is contingent on the person’s  skills (i.e. training) their motivation and attitude

• “Most valued resource of our organization are our employees” An often made statement found in public companies annual report which indicates management’s recognition.

• Rapid and unanticipated change requires flexible organizations that are able to adapt.  The organizational component that can do this most easily (if they want to) are its employees.

• Creativity, innovation, and progress comes from people.

• “People are individualistic, complex and behave in a variety of ways which sometimes are unpredictable.

Obvious that organizational success is people dependent.

1.First and most important on it’s upper management level of the firm since it

• Sets the tone/culture/standards and value
• Defines goals and strategy
• Provides leadership and drive
• Hires the next management level and all key managers
• Obtains necessary resources

2. Second on the firm’s employees actually doing the work for they are responsible for:
• It’s productivity
• It’s quality
• Meeting commitments
• Coping with unplanned circumstances
• Carrying out the policies and direction set by upper management

Basic Determinants of Successful Human Resource Management

1.      Hiring/Staffing

2.      Effective Supervision

3.      Maintaining Skills

4.      Output-Productivity and Usefulness

How to do this well in an organizational context is a prime managerial concern

Impacting are:

• Legal requirements
• Demographic changes in the workforce composition
• Available technological tools
• Global business structure and staffing
• Available information and data

Human resource management has and is being given much study.  Basic theory is derived from study of:

• Psychology- Individual behavior
• Sociology- Social behavior in groups
• Anthropology- Cultural and values in society

Research from these areas is relevant to understand individual behavior in an organizational setting.  Behavioral science is the field of study that utilizes the findings of these three social sciences to develop management practices that encourage worker interest and participation in meeting organizational goals in an effective and efficient manner.

Some key generic research findings

A.) Maslow’s hierarchy of a person’s needs and underlying motivational drivers:

• Physiological (basic survival)
• Safety (stability, security)
• Social/interactional (affection, social)
• Self esteem (status, self respect, appreciation)
• Self Actualization (working at one’s potential)

Hertzberg- 2 factors should be evident in work place

• Satisfiers (hygiene) expected as a matter of course
• Competitive salary
• Acceptable working conditions
• Job security
• Fair supervision

Motivators- Affect employee output

• Challenging work
• Job growth
• Responsibility
• Recognition
• Advancement

Particularly pertinent to remember when managing knowledgeable workers

B.) Group/Team Effectiveness

• Include people
• Who fit in
• Agree with the purpose of group
• Who gain status from membership
• Add knowledge

Important that team

• Knows what’s expected
• Has periodic performance reviews on known criteria
• Has minimum conflict within and against other organizational components
• Has required expertise
• Has leadership component
• Maintains continuity

C. Communication

            Takes place when the action desired or output by the communicator occurs.

Components:

• Sender
• Message
• Medium
• Receiver

Transmission is not communication

• Receiver must understand message and want to act
• Message must be clear and unambiguous
• Must be in language understood by receiver and sender

Technology is only a facilitor i.e. speed, reach, cost.  These feature enhance but do not ensure communication.

Some well-known obstacles

1. Language difference (i.e. U.S., U.K., Canada ect.)
2. Cultural and educational

Behavioral Issues

Relevant for Project Management

A. Enhancing project member productivity

1. Realize that people have different energy levels and there also vary during the day.  Make assignments accordingly.
2. Consider overtime effect
3. Avoid interruptions and unscheduled appointments
4. Provide sufficient staff support
5. Reduce bureaucratic requirements and unnecessary levels of review
6.  Allow sufficient work space
7. Avoiding “Just came to Mind” additional work assignments
8. Contain meeting time and have agenda
9. Avoid time wasting situations

·         Interruptive phone calls

·         Waiting for decisions

·         Rework

·         People not on time

·         Poor office administration

·         Too much time away

·         Poor communication

·         Have project manager in place who practices good time management

i.e.             Delegates

            Manages by exception

            Has setup priorities

            Has formal time plan and follows it

10. Avoid stressful environment

·         Allow enough time

·         Avoid work overload

·         Have minimal conflict goals

·         Appropriate work assignment level for individuals

B.) Minimize Project Conflicts

Common source of conflicts

• Priority definitions
• Technical opinions
• Resources, Manpower, Cost
• Schedules set-up
• Individual personalities

Difficult to resolve if there is not give and take.  Helpful is to have

• Company conflict resolution procedure
• Well defined authority and responsibilities
• Reward system for avoiding conflicts
• A climate of cooperation and trust (i.e. Image)
• An open mind and willingness to listen

C. Have periodic reviews of project team members

·         Let them know how they are doing

·         Provides opportunity to:

• Hear grievances
• Make suggestions
• Show concern and interest
• Talk about requirements for career advancement
• Promote their advancement