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Human Resources

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by

Faith Zimmerman

on 12 March 2015

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Transcript of Human Resources

Human Needs
Overview
The
Human Resource frame
focuses on the

symbiotic relationship
between
the organization
and
the individual
.

Organizations
seek to
retain employees

with the skill sets necessary to satisfy all job responsibilities, and
employees
hope
to find
fulfilling and meaningful
work.
Example: Lean and Mean versus Invest in People
McWane
notorious for its
failing

safety
and
environmental protection
policies
9 deaths, 400 safety violations, & 450 environmental violations between 1995 and 2002
has been cited for 40x more federal safety violations since 1995
plants
turnover rates
approach
100 percent
a year
1. Physiological
2. Safety
3. Belongingness and love
4. Esteem
5. Self-actualization
Iryna Paikoush, Faith Zimmerman, Jessie Morgan, & Liz Miller

Investment Rather Than A Cost
• The world has become highly systemic
Focus on the “big picture”
• Trend of
downsizing and outsourcing
has created a general mood of
mistrust, anger and resentment
of organizations by workers


• HR can alter these attitudes by
improving outlook
for employees and
caring about their needs
• This helps to
attract highly motivated employees

• A little attention can go a long way (feel like
sharing in success
of the business)

Discussion Questions
Assumptions
1. Organizations exist to serve human needs

2. People and organizations need each other
Organizations need people

for their energy, effort, and talent
People need organizations

for opportunities, salaries, and careers

3. When the fit between individual and system is
poor, one or both suffer

4. When the fit between individual and system is
good, it benefits both
American Cast Iron Pipe
ranked
sixth
in the Fortune 2002 survey of the
best places to work in America
3,000 employees
three-fifths the size of McWane
annual
turnover
of
less than half a percent
10,000 people recently applied for 100 openings
Our Experiences
Iryna
Faith
Jessie
Liz
Revision of job description=better communication with other staff members
Bolman, L.G. & Deal, T.E. (2003). Reframing Organizations: Artistry, Choice, and Leadership (Third Edition). San Francisco: Jossey-Bass.
Learning Community Assistant in
the Department of Residence Life
Operations Intern at Piece & Co.
*Feel satisfied and appreciated at work

*Focus on care for whole person

*Opportunity for positive and negative
360 feedback
Bolman, L.G. & Deal, T.E. (2003). Reframing Organizations: Artistry, Choice, and Leadership (Third Edition). San Francisco: Jossey-Bass
Bolman, L.G. & Deal, T.E. (2003). Reframing Organizations: Artistry, Choice, and Leadership (Third Edition). San Francisco: Jossey-Bass.
Human Resources: People and Organizations
Advertising Sales Intern at Cosmopolitan Magazine
*Always praised at work by supervisor, director & manager
*Open communication with positive feedback
Question 1:
Counseling Intern at Sacred Heart Schools

*Fantastic Supervisors

*Always included in opinionated situations

*Fully enjoy being at work
The chapter begins by discussing the relationship between an organization and the individual. People and organizations need each other to succeed. Are your needs being satisfied at work and if so, how are they being satisfied?
Question 2:
Theory "X" vs. Theory "Y" -- Theory "X" assumes that subordinates are passive and lazy, have little ambition, prefer to be led and resist change. Theory "Y" states that people achieve their own goals best by directing their efforts toward organizational rewards. If individuals have no motivation to do work, then management has no choice, but to rely on Theory "X." Do you think this is true or is there another way to motivate employees? How do you motivate yourself?
Question 3:
Chris Argyris saw a conflict between human personality and how organizations were managed. As people mature, conflict intensifies and employees look for ways to respond to these frustrations. He identified six possibilities: withdraw, stay on the job but withdraw psychologically, become indifferent, passive and apathetic, resistance, try to climb the hierarchy to better jobs, form alliances or teach their children to believe that work is unrewarding and hopes for advancement are slim. How do you respond to frustrations at work?
Question 4:

When the fit between people and organizations is poor, one or both suffer. Have you ever experienced a situation where the people and the organization's goals and values were not well aligned?
Question 5:
Have you ever experienced employee to employee situations or employee to management situations? How did you handle those situations? If not, how would you handle those situations? Were they handled differently or the same?
Full transcript