Managing Human Resources Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources Motivating Employees 18.1 Section 18.2 Section 18

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources Identify the components of human resource management. Section Objectives

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources People are the most important resource of a small business. The employees that are recruited, hired, trained, and kept have a major impact on a company’s performance. The Main Idea

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources Content Vocabulary human resources human resource management labor union educational activities developmental activities cost effective employee complaint procedure Pregnancy Discrimination Act

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources The human resources of a company represent one of its largest investments. human resources the people employed in a business, commonly referred to as personnel Human Resource Management

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources The primary goals of human resource management are to facilitate performance and improve productivity. human resource management the part of business concerned with recruiting and managing employees Human Resource Management

7 Components of Human Resource Management Recruiting Managing Overseeing Resolving Ensuring Handling Recruiting and screening employees Managing union dealings Overseeing employee training and development Overseeing pay and benefits Resolving day-to-day problems Ensuring equal opportunity Handling employee termination

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources You can find new employees by: recruiting from within recruiting from competitors recruiting with ads, job boards, employment agencies, and word of mouth Recruiting and Screening Employees

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources Labor unions strengthen workers’ ability to bargain for wages, benefits, working conditions, and other concerns. labor unions organizations that represent workers in their dealings with employers Managing Dealings with Unions

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources Businesses should include educational activities and developmental activities to employee training. Overseeing Training and Development educational activities actions, such as a human relations workshop, that prepare employees for advancing in the organization developmental activities actions, such as an industry conference, that prepare managers to lead the company into the future

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources After your training program is up and running, you should evaluate it to see how cost effective it is and whether the program’s objectives were achieved. cost effective economically worthwhile in terms of what is achieved for the amount of money spent Overseeing Training and Development

12 Training and Development Techniques On-the-job training Vestibule training Classroom teaching CoachingMentoring Job rotation Conferences and seminars Web-based instruction

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources Employee conflicts can be resolved in an objective manner when an employee complaint procedure is in place. employee complaint procedure a formal procedure for handling employee complaints, usually in writing and distributed to employees Resolving Day-to-Day Problems

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources As an employer and manager, you must ensure that employees are not discriminated against. One law you should know about is the Pregnancy Discrimination Act. Pregnancy Discrimination Act a federal law that requires that employers treat their pregnant employees like all other employees when determining benefits Ensuring Equal Opportunity

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources Sometimes employees do not work out, or they perform below expectations. In those instances, you may have to resort to professional counseling or assistance, disciplinary action, or termination. Handling Problem Employees and Termination

Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources SECTION SECTION 18.1 Chapter 18 Managing Human Resources After You Read 1.Identify the components of human resource management. Human resource management includes recruiting and screening employees, managing dealings with unions, overseeing employee training and development, overseeing pay and benefits, resolving day-to-day problems, ensuring equal opportunity, and handling employee terminations.

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Explain how managers influence motivation. Describe ways to maximize employee performance. Explain the importance of delegation. Explain how to assess motivational techniques used to increase performance levels. Section Objectives

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources One of an entrepreneur’s tasks is to motivate employees. Employees who are motivated produce more and better work. Section 18.2 Motivating Employees The Main Idea

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Content Vocabulary Theory X Theory Y hygiene factors motivating factors telecommuting family leave flextime performance evaluation

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Communication is a key factor in employee motivation. How employees are regarded and treated also affects their motivation. How Managers Influence Motivation

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources In The Human Side of Enterprise, Douglas McGregor identifies two sets of assumptions that managers make about employees: Theory X and Theory Y. Theory X the belief that employees are basically lazy and need constant supervision Assumptions Managers Make Theory Y the belief that employees are responsible, like to work, and want intrinsic rewards

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources According to Frederick Herzberg, two types of factors motivate workers: hygiene factors and motivating factors. hygiene factors factors that do not improve situations, but keep situations from getting worse Hygiene Factors Versus Motivating Factors motivating factors factors that motivate employees, such as achievement, recognition, responsibility, advancement, growth, and the reward from doing the work itself

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources To improve employee motivation: Provide meaningful work. Allow scheduling flexibility. Involve employees in decision making. Give recognition. Provide performance evaluations. Reward performance. Delegate responsibility. Evaluate employee motivational techniques. Maximizing Employee Performance

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Employees who are motivated by their work related to it in a special way. They take pride in it. To prompt such feelings, a job must be meaningful. If your employees’ jobs are not meaningful, consider redesigning those jobs. Provide Meaningful Work

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Flexible schedule techniques include: telecommuting family leave flextime Allow Scheduling Flexibility

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Telecommuting for employees has been made possible because of computers, communications technology, and overnight delivery services. telecommuting the act of performing some or all of a job away from the business Allow Scheduling Flexibility

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Large companies must offer family leave under federal law. family leave a policy that allows employees to take time off work to attend to significant personal events, such a births, deaths, and family illness, without fear of job loss Allow Scheduling Flexibility

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Businesses that offer flextime allow employees to adjust their work schedules to suit their personal needs. flextime a policy that allows employees to choose the work hours and days that are most effective for their personal lives Allow Scheduling Flexibility

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Let employees make suggestions about where the organization is going and what their roles will be. Involve Employees in Decision Making

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Using quality circles (described in Chapter 16) is another means of involving employees in decision making. Involve Employees in Decision Making

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources A performance evaluation can be motivational when suggestions for improvement present the employee with something to strive for, a measure of future accomplishment. performance evaluation the process of judging how well an employee has performed the duties and responsibilities associated with a job, usually for the purpose of contract renewal or promotion Provide Performance Evaluations

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources When you delegate responsibility, you give an employee the authority to and responsibility for carrying out some of your work. Delegating responsibility gives you more time to work on other things and also motives the employee. Delegating Responsibility

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources Motivational techniques that require a large commitment of time and resources should be evaluated to determine if they are: working as a motivator in need of revision worth the cost, and are able to be done a better way. Evaluating Employee Motivational Techniques

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources After You Read 1.Explain how managers influence motivation. Managers influence motivation by communicating with their employees. Managers must communicate goals and objectives if they expect employees to meet them. Managers also influence employee motivation by the way they treat their employees.

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources After You Read 2.Explain ways to maximize employee performance. Ways to maximize employee performance include providing meaningful work, allowing scheduling flexibility, involving employees in decision making, giving recognition, providing performance evaluations, and rewarding performance.

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources After You Read 3.Explain the importance of delegation. Delegation allows an owner to work on other things, motivates the employee, shows confidence in the employee, and prepares the employee for more responsibilities.

Motivating Employees Glencoe Entrepreneurship: Building a Business SECTION 18.2 Chapter 18 Managing Human Resources After You Read 4.Explain how to assess motivational techniques used to increase performance levels. Motivational techniques that require a large commitment of time and resources, such as awards banquets, should be formally assessed to determine whether they are working as motivators, whether they need revision, whether they are worth the cost, and whether they can be done a better way.

Managing Human Resources Glencoe Entrepreneurship: Building a Business Developing and Keeping Human Resources Motivating Employees 18.1 Section 18.2 Section 18 End of Chapter 18 Managing Human Resources