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HUMAN RESOURCE
MANAGEMENT
JJ619 INDUSTRIAL MANAGEMENT
Company-to-employee match.
Organizational Development
Analyze organizations, culture/climate, develop interventions
> increase in efficiency.
- Deal with issues within the organization.
- Help the organization transition to a desired state.
- Includes people, structures, technology, etc..
SCOPE OF INDUSTRY PSYCHOLOGY
Selection
Develop, validate, and administer psychological tests to
assess (measure) skills, abilities and interests as aids in
selection and placement and promotion.
Training
Analyze : First thing I/O dude does, is try to understand
nature of job-knowledge & task requirements.
Conduct training programs, and evaluate the effectiveness of
training.
Performance Appraisal
Develop rating scales, and other measures of
individual/organizational.
Determine how to measure employee performance.
Link appraisal with other organizational systems, such as
training, pay, promotion, termination and/or downsizing, etc..
SCOPE OF INDUSTRY PSYCHOLOGY
Quality of Work-life
Previously, human workers were not viewed as human.
Develop surveys that assess employees satisfaction with their jobs
and commitment to the organization
Satisfaction : one of most common surveys.
Examine factors that contribute to healthy and productive workforce.
May include job design to increase employee motivation, satisfaction,
etc..
Work Behaviour
The psychology of work behaviour is one form of industrial psychology.
Attitudes of employees as related to their performance is a main theme.
Variables in employee personalities and abilities are listed and situational
and background differences are studied. The industrial psychologist also
studies human mental and physical abilities, administering tests and
assessing values and establishing job-related criteria. Human-error factors
also are monitored, as are costs and causes of accidents.
SCOPE OF INDUSTRY PSYCHOLOGY
Management
Many management skills fall under the umbrella of industrial
psychology. Managers must be educated concerning the area of
employee supervision. Expertise in perception and assessment is
required in order to make proper decisions as to whether to promote or
admonish. Determination of training needs and abilities to resolve
conflict are skills that managers would learn in their study of industrial
psychology. Motivational tactics are imperative to the success of
industry, thus the industrial psychologist also may devise financial or
other incentives.
Environmental Design
Environmental design is another area of industrial psychology. The
psychology of the work space concerns the environment of the worker.
Performance can be affected adversely or positively depending upon
the employees surroundings. The industrial psychologist recommends
physical arrangements, colours, noise, lighting and ergonomics.
SCOPE OF INDUSTRY PSYCHOLOGY
Product Design
Product design is another avenue of industrial psychology
that is important to a successful business. A product that has
been designed bearing safety, efficiency and desirability in
mind may have a higher chance of being successful in the
marketplace. The industrial psychologist can collect data and
analyse buying trends to make recommendations for a
feasible, able design.
Organizational Studies
The overall function of the business may be evaluated by the
industrial psychologist. Data relating to job descriptions and
hierarchy may be studied and recommendations put forth.
THEORY X AND Y
The eminent psychologist Douglas McGregor has
given his theory of motivation called Theory X and
Theory Y. He first presented his theory in a classic
article titled 'The Human Side of Enterprise'. He
treated traditional approach to management as
'Theory X' and the professional approach to
management as 'Theory Y'. His theory refers to two
sets of employees based on the perception of
human nature. Here, theory X and theory Y are two
sets of assumptions about the nature of employees.
His theory is based on human behavior.
THEORY X
Theory X is based on traditional assumptions about
people (employees). Here, the conventional approach of
management is used as a base. It suggests the following
features of an average human being/employee
(assumptions about human nature):
Assumptions of Theory X
The average human being is inherently lazy by nature
and desires to work as little as possible. He dislikes the
work and will like to avoid it, if he can.
He avoids accepting responsibility and prefers to be led
or directed by some other.
THEORY X (CONT.)
He is self-centered and indifferent to organizational
needs.
He has little ambition, dislikes responsibility, prefers to
be led but wants security.
He is not very intelligent and lacks creativity in solving
organizational problems.
He by nature resists to change of any type.
In the case of such employees, self-motivation is just not
possible. They will work only when there is constant
supervision on them. A manager has to persuade, punish
or reward such workers in order to achieve
organizational goals.
THEORY Y
Theory Y is based on modern or progressive or
professional approach. Here, the assumptions about
people i.e. employees are quite different.
Assumptions of Theory Y
Work is as natural as play, provided the work
environment is favorable. Work may act as a source of
satisfaction or punishment. An average man is not
really against doing work.
People can be self-directed and creative at work if they
are motivated properly.
People have capacity to exercise imagination and
creativity.
THEORY Y (CONT.)
Self-control on the part of people is useful for achieving
organizational goal. External control and threats of
punishment alone do not bring out efforts towards
organizational objectives.
People are not by nature passive or resistant to
organizational needs. They have become so as a result of
experience in organisations.
An average human being learns under proper conditions.
He is also willing to accept responsibility.
The intellectual capacity of an average human being is
utilised partially under the conditions of modern
industrial life.
THEORY X AND Y (CONT.)
The assumptions in Theory X and Theory Y are
fundamentally distinct. Theory X is static, rigid,
conservative and pessimistic. Theory Y is
optimistic, dynamic, flexible and progressive. It
suggests self direction and the integration of
individual needs with organizational needs. On the
other hand, more importance is given to external
control imposed by the superior on the subordinate
in the Theory X.
DOUGLAS MCGREGORS THEORY X AND Y
THEORY X THEORY Y
People dislike work and will avoid it if they can. Work is necessary to everyones psychological growth.
People would rather be directed than accept any People wish only to be interested in work and, under
responsibility . the right conditions, they will enjoy it.
People will avoid responsibility and authority if People gain intrinsic fulfilment from it.
possible. They are motivated by the desire to achieve and realize
They have no creativity except when it comes to potential, to work to the best of their capabilities and
getting around the rules and regulations of the to employ the creativity and ingenuity with which they
organization. are endowed in the pursuit of this.
They will not use their creativity in the pursuit of People direct themselves towards given accepted and
the job, or the interests of the organization. understood targets.
People must be forced or bribed to put out the right People will seek and accept responsibility and
effort. authority and they will accept the discipline of
They are motivated mainly by money, which the organization in the pursuit of this.
remains the overriding reason why they go to work. People will impose self discipline on both themselves
The main anxiety concerns is personal security, and their activities.
which is alleviated by earning money.
People are inherently lazy and require high degrees
of supervision, coercion and control in order to
produce adequate output.
MORALE
Morale (also known as esprit de corps) is the capacity of
a group's members to maintain belief in an institution or
goal, particularly in the face of opposition or hardship.
Morale is often referenced by authority figures as a
generic value judgment of the willpower, obedience, and
self-discipline of a group tasked with performing duties
assigned by a superior.
According to Alexander H. Leighton,
Morale is the capacity of a group of people to pull
together persistently and consistently in pursuit of a
common purpose.
MORALE (CONT.)
Morale is a state of mind or willingness to work which
in turn affects individuals and organizational
objectives. According to Flippo,
Morale is a mental condition or attitudes of individuals
and groups which determine their willingness to co-
operate. Good morale is evidenced by employee
enthusiasm, voluntary conformance with regulation and
orders, and a willingness, to cooperate with others in
the accomplishment of an organizations objectives.
Poor morale is evidenced by surliness, insubordination,
a feeling of discouragement and dislike of the job,
company and associates.
CONCEPT OF MORALE
Moral concepts consist of values, virtues and ethics
that help individuals distinguish their actions as
being morally right or morally wrong. Used in
business and personal interactions, moral concepts
provide a guide for achieving strong bonds and
allowing positive, personal morality to prosper.
Within the three concepts, truth is a standard of
moral excellence necessary for positive morality to
thrive. Several fields of study focus on moral
concepts, including psychology, sociology and
religion.
CONCEPT OF MORALE (CONT.)
Morale is more of a group scenario.
High morale does not essentially result in greatly
motivated employees as to have a positive attitude
towards all factors of work situation may not essentially
force the employees to work more efficiently.
Morale is a group concept.
Morale of the employees can be increased by taking those
factors into consideration which influence group scenario
or total work settings.
Morale is a secondary phenomenon because high morale
may not necessarily lead to higher productivity.
Things tied to morale are usually things that are just part
of the work environment.
TYPES OF MORALE
Morale is generally referred to as high morale.
According to McFarland,
high morale exists when employee attitudes are
favorable to the total situation of a group and to the
attainment of its objectives low morale exists when
attitudes inhibit the willingness and ability of an
organization to attain its objectives.
There are two states of morale:
1) High morale
2) Low morale
1) HIGH MORALE
High morale is represented by the use of such term spirit,
zest, enthusiasm, loyalty, dependability and resistance to
frustration.
High morale implies determination at work- an essential in
achievement of management objectives. High morale results
in:
A keen teamwork on part of the employees.
Organizational Commitment and a sense of
belongingness in the employees mind.
Immediate conflict identification and resolution.
Healthy and safe work environment.
Effective communication in the organization.
Increase in productivity.
Greater motivation.
2) LOW MORALE
Low morale, on the other hand, is described by such words
and phrases as apathy, bickering, jealously, pessimism,
fighting, disloyalty to the organization, disobedience of the
orders of the leaders, dislike of, or lack of interest in, ones
job, and laziness.
Low morale has following features:
Greater grievances and conflicts in organization.
High rate of employee absenteeism and turnover.
Dissatisfaction with the superiors and employers.
Poor working conditions.
Employees frustration.
Decrease in productivity.
Lack of motivation.
INDUSTRIAL MORALE
It may be defined as the possession of a feeling on
the part of the employee of being accepted and
belonging to a group of employees through
adherence to common goals and confidence in the
desirability of these goals.
Feeling accepted by ones work group
Sharing common goals with ones work group
Having confidence in the desirability of these
goals
CHARACTERISTICS OF MORAL AND
INDUSTRIAL MORALE
The characteristics of morale :
* Morale is a state of mind.
* Morale is intangible.
* It is the aggregate of attitudes, feelings, emotions, sentiments .
* Morale influences human behavior and performance. .
* Morale is a relative term it may be high or low.
The characteristics of industrial morale :
It is dynamic
It is complex
It is an attribute of individual
It exists with reference to job situation
It is influenced by motivation
It is applicable to employees at all the job levels
It involves ego & its satisfaction
METHODS TO MEASURE MORALE
END OF CHAPTER
JJ619 INDUSTRIAL MANAGEMENT