Ch-2 Human needs, relations and values

Prepared by Mayanka Dhadhal

1

Classification of needs

Primary needs They are the basic physiological needs like food, water and shelter, clothing etc Income generation is inevitable for satisfaction of primary needs. So proper reward must be given to human resources based on humanitarian and judicious grounds

Secondary needs Such needs are complementary to prime needs like safety, ego satisfaction, sympathy, self esteem, self respect The degree of such needs differ from person to person. Because of this it becomes challenging for HRM to use it as a motivating factor
2

MAYANKA DHADHAL

Classification of needs

Characteristics of primary needs: They are repititive. Eg. Food is required at interval of every 8 hours The intensity of need varies.

Characteristics of secondary needs: The intensity of such needs differ from person to person Such needs are internal in nature and difficult to identify them

MAYANKA DHADHAL

Classification of needs

The nature of need also different as per age group. Eg. The need of a young child and that of the senior citizen will be different.

They are not so clear and specific like the physiological(primary) needs The fulfillment and non fulfillment substantially affects the behaviour of a person

MAYANKA DHADHAL

Abraham Maslows Need hierarchy

(5) (4) (3) (2) (1) Self actualization Esteem and Status Belonging and social needs Safety and security Physiological needs

MAYANKA DHADHAL

Frederick Herzbergs motivational maintenance model

Maintenance Factors: Work Achievement Growth Responsibility Advancement Recognition Status

Motivating Factors: Relation with supervisor Relation with peers Relation with subordinates Quality of supervisors Company policy Job security Working conditions Pay
6

MAYANKA DHADHAL

Adlers ERG model

E- Existence R- Relatedness G- Growth

MAYANKA DHADHAL

Human values

Values are internal and based on perception of a person Values affect the behaviour and attitude of a person Keller, Bouchard , Arvey, Segal and Davis: Their research work shows that 40% of human values are inherited and othrs are acquired through parents, teachers, friends and relatives M. Rokeach states that values are static and permanent
8

MAYANKA DHADHAL

Human values

Allport, Vegnon and Lindgey classify values in six class: Theoritical values Economic values Aesthetic values Social values Political values Religious values

MAYANKA DHADHAL

Theory X and Theory y

Theory X They try to avoid work They are reluctant to accept the responsibilities They prefer safety and security They are not ambitious

Theory Y They enjoy the work They readily accept the responsibility and challenging work They prefer development and growth They have ambitions in life

MAYANKA DHADHAL

10

Theory X and Theory y

Theory X They are not committed to objective and targets They tend to work under supervision and under the threat of penalty

Theory Y They possess strong commitments to assignments and targets They work independently and in a spontaneous manner

MAYANKA DHADHAL

11

Characteristics of modern Indian Philosophy observed in organization

(1)There are many labor laws and acts related to industrial relations and it takes care of the human element in the organization. However it is the fact that implementation of such regulatory provisions is done in a hopeless manner.

MAYANKA DHADHAL

12

Characteristics of modern Indian Philosophy observed in organization

(2)Indian labour force is classified into two categories: Organized labour and unorganized labour The organized labour has been successful in establishing strong trade unions. Trade unions have been successful in bargaining for economic and social welfare of labour. But there exist a large unorganized labour in agriculture and construction activities. They are exploited by their employers and live in a poor condition.
MAYANKA DHADHAL
13

Characteristics of modern Indian Philosophy observed in organization

(3)There is a large government sector labour force. Their jobs are secure and their reward system is protected against inflationary conditions. They are promoted on seniority basis. Merit is not recognized Efficient and inefficient people are treated alike Because of such secured and leisure environment, most of them are liability rather than asset As the willingness to work is poor, majority of training expenditure goes waste.
MAYANKA DHADHAL
14

Characteristics of modern Indian Philosophy observed in organization

(4)There are many small scale and private non
corporate sector. The conditions of work are not satisfactory. The reward system is poor with long working hours. They do not enjoy social security measures like medical benefits, provident and pension funds etc. They have to live on the mercy of employers.

MAYANKA DHADHAL

15

Characteristics of modern Indian Philosophy observed in organization

(5)In large private sector corporate companies, units are managed in a professional manner. The rewarding system is generous. The growth of activities are related to personal growth of employees The employees of these companies are satisfied workforce They strive to search for the excellence.

MAYANKA DHADHAL

16

Maslows Need hierarchy and its importance in HRM

In the article The theory of Human motivation published in 1943, Abraham maslow showed that human needs are sequential. There are five types of needs classified into primary needs and higher level needs. Primary needs include physiological needs(food shelter clothing) and security higher level needs include Social needs, esteem needs and self actualization needs. First the lower level needs are satisfied, then only people are motivated for attainment of higher needs.
17

MAYANKA DHADHAL

Maslows Need hierarchy and its importance in HRM

Social needs are the needs arising from a sense of belonging and social acceptance. These needs are reflected in his behaviour Esteem needs refer to self respect, recognition and approval from others. They are reflected as thirst for prestige status ego and power Self Actualization needs refer to ones abilities and potentiality. For attainment of these needs, person seeks challenging areas of work. Tries to identify work involving creativity and innovative opportunities.
18

MAYANKA DHADHAL

Maslows Need hierarchy and its importance in HRM

1.

2.

Abraham maslow conducted surveys by asking people what motivated them to work, and came to the conclusion based on following assumptions The human being of multiplicity of needs but lower level needs are biological and higher level needs are psychological These needs occur in an order of hierarchy. Lower level needs must be satisfied first before higher level needs arise or become a motivating factor.

MAYANKA DHADHAL

19

Human relations and need for values:

Every person develops and posses a value system and attitude of the person is determined by his value system. Values are individual and differ from person to person For eg. The investment decision of a person, some give importance to liquidity and some give importance to safety of funds and some give importance to high returns.

MAYANKA DHADHAL

20

Human relations and need for values:

1. 2. 3.

The values of a human being are framed and developed on the basis of heriditary Family environment Social environment As per the joint study of Keller, Bouchard, Arvey, Segal, Damis the impact of heriditary is 40% and thus permanent values are innate and remain till lifetime.

MAYANKA DHADHAL

21

Human relations and need for values:

The change in attitude is not difficult but it is a complex process and its outcome is uncertain. Attitudinal change has been a challenge in HRM

MAYANKA DHADHAL

22

Ethics, Morale values and its importance

Ethics, morale values in the organizational environment basically considers the humanity aspect The concern for the human elements as a living resource through the provision of appropriate working conditions, provide fair wage and special privileges for women and child are popular areas where ethics and morality are considered.

MAYANKA DHADHAL

23

Ethics, Morale values and its importance

In modern management, there are two concepts of moral values (1) justice (2)Care For male employees the emphasis should be on justice and for female employees the emphasis should be on care The concept of corporate governance shows concern for justice

MAYANKA DHADHAL

24

Values, Attitude and Job satisfaction

Values: Values are based on individual perception of a person. Study of values and perception are important in HRM. The event, three stages of perception and the resultant behaviour is shown in following diagram.

MAYANKA DHADHAL

25

Values, Attitude and Job satisfaction

1.

2.

Three stages of perception are: Stage 1: Selection of information.. An individual selects the information which is most suitable to his values. It is guided by his mindset, individual interest, liking and prejudices, experience etc. Stage 2: Arrangement of information It is done in three steps: To compile related information, to evaluate the compiled information and to arrange the processed information in suitable way

MAYANKA DHADHAL

26

Values, Attitude and Job satisfaction

Stage 3: Interpretation of information On the basis of stock of information he possesses, he concludes, behaves, approaches his work

MAYANKA DHADHAL

27

Attitude

Attitude of the individual depends on his values and perception. The attitude of a person can be positive or negative or committed. The positive warm and committed attitude helps coordination in group efforts. The organization should try to build up positive attitude among the group members and should try to check the negative attitude

MAYANKA DHADHAL

28

Attitude

The dissatisfied employees can be detrimental to the organization image and goodwill. So there should be grievance handling provisions and mentors to control the negative attitude.

MAYANKA DHADHAL

29

Job satisfaction

The modern management strives to develop not only a satisfied but a delighted workforce Such a workforce proves to be an asset to the organization Definition of job satisfaction E. A. Locke Job satisfaction means the pleasant and positive form of emotional attitude of the employee towards the work and work experience

MAYANKA DHADHAL

30

Job satisfaction

John W. Newman and Keith Davis Job satisfaction is a set of favourable or unfavourable feelings and emotions with which employees view their work Stephen P. Robbins: Job satisfaction is the difference between amount of rewards workers receive and amount they believe they should recieve

MAYANKA DHADHAL

31

Factors affecting job satisfaction

Work and its nature The reward The supervision Promotions and career growth Work group Working conditions

MAYANKA DHADHAL

32

Advantages of job satisfaction

1. 2.

To the company
Increases productivity of resources It facilitates coordination of efforts and warm relation with peers. Such employees honour the rules and policies framed by higher management It develops regards for higher management and superiors It develops loyalty and honesty in job performance It reduces employee turnover
33

3.

4.

5. 6.

MAYANKA DHADHAL

Advantages of job satisfaction

To the employee
They get psychological pleasure from the job It helps in personal growth and career development They prefer to remain in one company

1.
2.

3.

MAYANKA DHADHAL

34

Advantages of job satisfaction

To the outsiders
They act as a spokeman of the company to the outsiders and outsiders get a frank impression about the company through them. They act as an agent of company and helps the outsider in developing positive approach towards the company

1.

2.

MAYANKA DHADHAL

35