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Unit 4 - Business Management - Sac 1a
Transcript of Unit 4 - Business Management - Sac 1a
- SAC 1a
Refers to the individual, internal process that directs, energises and sustains a person’s behaviour. Motivation is what drives a person to apply individual effort over a sustainable period of time.
Motivating employees is one of the most important management functions. High motivation = increased productivity.
Employee expectations are what employees expect their employer to do or provide during their employment.
When employee and employer expectations are met, both staff and customers will be more satisfied.
Morale is higher, productivity increases, absenteeism and staff turnover decreases
A human resource manager coordinates all the activities involved in establishing, maintaining and terminating employees from an organisation.
Human resource management is the effective management of the relationship between the employer and employee
Human Resource Management
Linking to Business Objectives
Maslow's Hierarchy of Needs
Let's compare: Maslow Vs Herzberg
Herzberg Two-factor Theory
Locke's Goal Setting Theory
Ethical and socially responsible H.R
The Employment Cycle
OH & S
Conditions of Employment
Hours of work expected.
Flexible work conditions
Variable working days.
Flexi-time – nominate start and finishing times to suit their needs
Working from home.
Job sharing – part-time, allowing 2 people to do 1 job.
Family and parental leave – paid or unpaid
Flexible working conditions help to create or maintain Work-Life Balance.
Work-life balance means achieving the correct combination of time devoted to work and personal life.
Benefits for an Organisation
Occupational health and safety is the area of responsibility that employers have to ensure that the workspace is safe for employees and all possible measures are taken to guarantee they are free from harm.
Employees expect their physical environment to be safe and given appropriate training to ensure they know
Why worry about OH&S?
Legal - Legislation: Occupational Health and Safety Act 2004
Economic - workplace accidents are costly, possible legal action.
Moral - moral obligation to keep employees safe
Whether an employee believes that they are likely to lose their job or not.
A lack of job security leads to reduced psychological wellbeing, reduced job satisfaction and reduced commitment to the organisation.
Refers to the workplace mix of people in terms of gender, race, nationality and other characteristics.
Improves employee job satisfaction, motivation and performance.
Taps into skills, experience and ideas of employees.
Draws on cross cultural capabilities within the organisation
Role of H.R Manager
Assists in creating a code of ethics
The HR manager must meet the expectations of what is right and wrong and act as a role model.
Typical dilemmas include:
Both concerned with how to motivate staff
Both deals with intrinsic and extrinsic needs
Maslow – 5 stages, must be satisfied in order
Herzberg – 2 types of needs
Maslow believes that extrinsic needs can motivate, Herzberg doesn’t.
Involved in the long-term planning of decisions relating to employees, e.g. demand & supply of labour, strategic decision regarding labour
Assist in creating policies that link tactical planning and operational (day to day) planning
Involved in designing and implementing strategies to increase employee motivation, job satisfaction and productivity
Able to develop and implement human resource strategies consistent with overall corporate strategies
Ensure the right employees are matched to the right tasks.
An advocate for employees in their negotiations with management
Motivate and inspire staff to meet organisational objectives.
Involved in innovative strategies such as group-based performance appraisal, skill development, equity in remuneration, flexible work practices. Establish measures to monitor performance.
Involved in achieving improved customer service through recruitment, selection, employee training, etc
HR managers can use Maslow’s theory when trying to motivate workers by being aware that employees will be at different stages of development and a variety of strategies need to be applied
Shows the need to create an environment where staff can fulfil their potential
Does not account for variables, e.g. Size of firm, ect
People can have more than one need at a time and no research to really support these views.
Maslow believed that all people have needs to be satisfied , and that they will work towards satisfying those needs.
If they have satisfied a need, then that need ceases to be a motivator and employees seek to satisfy needs higher in the hierarchy.
Self-actualisation, Esteem, Belonging
- Mrs Hall
Ave Maria College
– refer to the environment in which people work - cannot motivate but will provide either dissatisfaction or no dissatisfaction.
- address an individual's need for personal growth - will motivate but only if the hygiene factors are acceptable.
Locke believed that working towards a goal provided the motivation to reach them and therefore improved performance.
Goals should be clear, specific, challenging but not overwhelming.
The employee needs to be committed to the meet the challenge and motivation will increase by constant feedback.
Feedback should allow for clarification and adjustment of the goal if necessary, as well as recognition of efforts and achievement.
Goals help employees develop a sense of purpose and motivation and performance improve as a result of this.
Establishing covers all the activities at the commencement of the employment relationship including planning the organisation’s human resource needs (including forecasting of demand, job analysis and job design), recruitment, selection and preparing employment arrangements and remuneration.
Maintenance involves the induction of new staff members, training and motivating staff, improving the quality of the working environment through recognition and reward, in addition to being responsible for performance management.
Termination involves decisions and actions regarding ending the employment relationship. This could be through: retirement, resignation, retrenchment or dismissal.
The process within an organisation that set expectations, performance measures and feedback processes to help drive the performance of employees
Recognition and Reward
The act of noticing the work of an employee and acknowledging it with financial or non-financial compensation for the work completed.
Also known as orientation, this is a form of training that is usually carried out at the start of an employment relationship and provides the new employee with basic background information on an organisation, their policies as well as information needed to perform their job successfully.
The ongoing development of an employee. It can develop attitudes, knowledge and skills.
Anticipating the future staffing needs of an organisation.
Developing strategieis to meet the organisation's future needs.
Forecasting the number of employees available and the number of qualified employees needed in the future.
Must be consistent with organisation strategies.
EG: Increase sales - hire new sales staff or train current staff to improve their sales skills.
They must consider both internal and external factors.
Internal: planned expansions, new equipment.
External: country’s economy, government regulations.
Looking at an employee's role in order to determine their duties performed, the time involved with each of those duties, their responsibilities and he equipment required.
This analysis can be broken up into 2 parts:
A written summary of what the employee will be doing - the role they have in the organisation, the duties and responsibilities they will perform.
Will indicate the sort of person the organisation is seeking in terms of personal qualities, skills, education and work experience.
Jobs should be designed so they include a variety of tasks to keep employees interested and motivated
Reduced absenteeism and sick leave costs.
Enhanced corproate image EG: Mercy Health
Motivated workplace = improved productivity.
Reduced staff turnover, therefore reduced recruitment costs.
Compliance with anti-discrimnation legislation.
Digital Marketing Manager
•Looking for an exciting career opportunity in the sports industry?
•Lead the digital marketing function and make your mark!
The Melbourne Football Club is the oldest competitive sporting club in the world, ingrained with the heritage of the game’s establishment more than 150 years ago. The Club prides itself on a strong workplace culture underpinned by our values that are rich with tradition, passion and innovation.
This is an exciting new role for a switched-on, savvy and dedicated operational Digital Marketing Manager. This role reports to the GM Marketing and Communications and is a hands-on role responsible for the day to day management and analysis of the club’s online marketing and digital communication initiatives.
JOB DESCRIPTION -------
Within this role you will be responsible for:
•Developing and implementing online marketing strategies and digital initiatives
•Managing website content, web analytics and reporting
•Managing and updating social media channels, including email/digital marketing communication
•Coming up with new and creative digital marketing opportunities
•Involved in match day and key event participation as required
•Managing a small digital marketing team
JOB SPECIFICATION ----------
To be successful in the role, you must have:
•A passion for everything digital and a willingness to grow with this evolving role
•2+ years experience in a similar role (Product Manager, Digital Media Specialist etc)
•Passion for sport and recreation (AFL is preferred)
•Experience leading a team is preferred
•Constantly keeping abreast of emerging digital marketing techniques and strategies
•Ability to create and manage clear campaigns plans including implementation schedules and budgets
•Insights driven and analytical without losing sight of the commercial and strategic 'bigger picture'
•Friendly, energetic, positive and customer focussed personality
What we offer:
•A fast paced, fun and vibrant workplace
•A supportive management team that values the importance of staff development
•Annual performance and salary reviews
•A unique backdrop to your day - the MCG - the heart of Melbourne’s sporting precinct
•A competitive salary, sponsor discounts, staff benefits, social functions and more!
If you think you've got what it takes to lead the digital marketing function we encourage you to apply now. Please attach your resume and a cover letter outlining your fit with the role.
All shortlisted candidates will be required to provide examples of successful digital campaigns or portfolios of work you've personally worked on in the past. For further information, please contact the Human Resources Manager on (03) 9652 1137. Closing date of Friday 3rd August, 2012.
Please click the 'Apply Now' button below. Position offer will be subject to a Working with Children Check.
First stage in the employment cycle.
Concerned with obtaining new employees.
Establishment - continued
Types of employment (Full time, Part time, Casual)
Working conditions (Leave entitlements)
The monetary payment in return for the work an employee performs.
Wage (hourly rate)
Salary (fixed amount, regardless of hours worked)
Employment arrangement and Remuneration
Involves choosing the candidate who best matches the organisation's requirements.
How do H.R Managers select the right candidate?
Selection is crucial in order to maximise performance and keep recruitment costs low.
Screening & Selection
The process of attracting qualified job applicants from which to select the most appropriate person for a specific job
Methods of recruitment:
Noticeboards, company newsletters and email.
Uses an established skill set.
Employee morale may improve.
Employees without the right skills may be promoted.
Employees may be dissatisfied if they are not promoted.
Different attitudes and ideas.
Current staff may not be suitable.
Wider choice of candidates.
New employees need to adjust to the new environment.
New employee may not fit in with the corporate culture.
- Termination Management
- Entitlement payment and transition issues