Class 3 - Human Resource Managment (ch 3)

Class 3 - Human Resource Managment (ch 3) - Chapter 3...

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Unformatted text preview: Chapter 3 Chapter Managing Human Managing Resources Resources 1 Chapter 2… Chapter Introduces literature on administrative and Introduces organizational theory and behavior as it relates to public management to Authors, concepts and terms Discusses classical and neo-classical theories of Discusses management management Notable scholars Max Weber – bureaucracy Frederick Taylor – assembly line approach Herbert Simon – challenges to these approaches Mary Parker Follett, Abraham Maslow, Douglas Mary McGregor – human side of organizations McGregor Human Resource Management is… is… Managing people’s concerns Safeguard employees and uphold integrity Safeguard of personnel systems of Traditional elements Hiring the right workers, Training Rewarding Hiring (monetary and nonmonetary) (monetary Challenges Diversity, Provide work/family balance, Diversity, motivational tools, positive organizational culture culture Productive Human Resource Management Management Public and private sectors compete for same Public workers workers Critical for public sector to be ‘modern’ Team player approach – all departments must Team work together to achieve mission and goals work Success often determined by focus by upperlevel management Other important factors Organizational culture, environment, politics HR is face of the organization High-Quality Diverse Workforce High-Quality Hiring the right people Preparing workers for their roles Providing sources of motivation Evaluating fairly Workforce planning involves: Personnel development Optimal utilization of workers Employee retention Need to think about future impacts based on Need present-day decisions present-day Recruiting the best and brightest Recruiting Difficult in public sector – not great Difficult reputation reputation Best Practices Advocacy activities about public service Competitive salary Increased employee discretion Power of resources 6 Employee Development Employee Long term commitment to career Long development development Training Politics-administration dichotomy = lack of Politics-administration familiarity with political process familiarity Solid, effective training programs Provide opportunities for employees to use Provide newly acquired skills newly 7 On-the-job Training On-the-job Five notable techniques Delegation • For employees who exhibit potential • Encourages growth, builds self-confidence Coaching • Learn by doing Special Assignments • Increases usefulness and self-confidence • Provides a challenge Job Rotation • Exposure to different roles Understudy 8 Delegation Delegation Benefits Frees up time for supervisors Demonstrates trust Provides tangible elements for evaluations Facilitates promotions Increase efficiency 9 Delegation Delegation Role of boss Effective delegation critical to success Communicate goals and tasks clearly Set high performance standards Know employee’s backgrounds, strengths, Know weaknesses, interests weaknesses, Provide support, confidence and feedback Be aware of progress 10 Delegation Delegation Role of employee Know goals and priorities Take initiative Be sure to understand • • • • • Available resources Performance standards Potential problems New ideas/techniques to use Desired personal outcome Desired Provide completed work and all backup Provide documentation documentation ASK QUESTIONS ! 11 Delegation Delegation Why some just don’t! Fear of consequences, don’t realize the benefits, don’t Fear know how to do it successfully know Fear of mistakes – supervisor still accountable You’re out of a job – so indispensible = no promotion Supervisor can do it faster – Yes, but could be doing Supervisor something else something Supervisor loses prestige – Not true. Exactly opposite Can’t follow-up – Lame excuse! Give up favorite part of job Give Workers now have too much to do – inefficiencies? Don’t know how – study it Boss will be annoyed – not as long as work gets done Workers don’t want more work – Theory x vs Theory Y 12 Delegation Delegation Doing it effectively Mean what you say Clearly state tasks to workers Solicit workers’ ideas Method to develop alternative skill set and workplace Method proficiency proficiency Give employee some flexibility in method used to Give complete task complete Create culture where worker’s seek assistance when Create needed needed Follow-up after task completed and provide feedback 13 Employee Motivation Employee More than just pay and benefits Carl Stone’s Work Attitude Survey (1982) Society niche where talents are recognized Treated respectfully Work has a greater purpose Consulted on matters that influence you Responsibility, punctuality, yearning for Responsibility, accomplishment should be held in high regard accomplishment Maslow’s Hierarchy of Needs 14 Employee Motivation Employee Satisfiers and Dissatisfiers (Herzberg) Positive feelings about jobs from positive feedback on Positive task task Negative feelings from unfair treatment Theory X and Theory Y Theory X – motivation = reprimand Theory Y – motivation = commitment to goals and Theory intellectual potential intellectual Managers making behavior assumptions Managers can have VERY negative impact overall! can 15 Assessing Performance Assessing Well-developed and well-managed appraisal Well-developed systems are development and motivational tools systems High performance Culture dependent on team building, focus on employee Culture strengths, open and transparent communication, balances organizational needs balances Sincerity between manager and employee critical Avoid conflict by ensuring clear understanding of Avoid expectations, reachable performance standards expectations, 16 Employee Counseling Employee Address performance problems as quickly as Address possible possible Purpose is to determine cause of employee’s Purpose behavior, give feedback, and guide later behavior behavior, Counseling is a problem-solving session Not a therapy session Have an effective, thought-out plan Don’t rush, be private, listen, don’t ‘parent’, establish Don’t open-door policy open-door 17 The Problem Performer The Ways to encourage behavioral change Change work locations to be closer to boss or Change highly productive co-worker highly Create discomfort to keep people out of problem Create area area Create mild fear for productivity lows Assign task that requires change Eliminate situational support for undesirable Eliminate behavior behavior 18 Quality Work Environment Quality Creating a Team mentality Cooperative work relationships, high-value and Cooperative diverse workplace, good quality of life diverse Clear and open communication Employees understand rights, obligations and Employees job expectations job Balance employee and organizational needs Fostering Labor-Management Cooperation Central to improving performance Building partnerships difficult Employee Involvement Program – brings Employee groups together groups 19 For next class For Chapter 4 – Public Decision Making Chapter 11 – Ethics and Public Chapter Administration Administration 20 ...
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This document was uploaded on 11/03/2011 for the course PAD 3003 at FSU.

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