The role of human resources management in employee motivation

Introduction

Human resource management (HRM) is a strategic and coherent approach for the management of an organization’s most precious assets – the employees working there who individually and collectively contribute to the achievement of the objectives of the business. The term “human resource management” and “human resources” (HR) have strongly replaced the term “personnel management” as a description of the processes involved in managing people in organization. In very simple words, HRM means employing people and developing their capacities and utilizing and maintaining and compensating their services in tune with the job and organizational needs and requirements.

Human resources management includes several processes and stages. Both Together they are supposed to reach the above mentioned targets and goal. These processes can be carried on in an HR department, but some of the tasks and jobs can also be outsourced or performed by line managers or the other departments. When effectively performed they provide significant outstanding economic benefits to the organization.

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Human resources management presses and stages are:

• Workforce planning
• Recruitment (sometimes separated into attraction and selection)
• Induction, Orientation and Onboarding
• Skills management
• Training and development
• Personnel administration
• Compensation in wage or salary
• Time management
• Travel management (sometimes assigned to accounting rather than HRM)
• Payroll (sometimes assigned to accounting rather than HRM)
• Employee benefits administration
• Personnel cost planning
• Performance appraisal
• Labor relations

How Human Resource Management plays an important rule in employee motivation?

Employee Motivation

To be able to have a good effective workforce and to encourage and motivate them to give and do their best while at work it requires attention to all of the financial and also psychological and even physiological rewards offered by the organization as a non stop continuous exercise.

The Basic financial rewards and conditions of service example working hours per week are determined externally by the national bargaining or government minimum wage legislation departments in many occupations but as much as 50 per cent of the gross pay of the manual workers is often the result of local negotiations and details example which particular hours shall be worked of conditions of service are often more important than the basics. Hence there is scope for financial and other motivations to be used at all levels.

As the staffing needs will vary with the productivity of the employees (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, workforce benefits and so on but unless the pay rat is accepted as a fair and just there will be no good motivation.

Also the technicalities of payment and other systems may be the concern of others; the outcome of them is a subject of a great concern to human resource management.

Increasingly the influence of behavioral science discoveries is becoming important not merely because of the widely acknowledged limitations of money as a motivation factor, but because of the changing mix and the nature of tasks example more service and professional jobs and far fewer unskilled and repetitive production jobs.

So the situation demands a better educated mobile and multi-skilled workforce is much more likely to be influenced by other things like job satisfaction, involvement, participation and so on. than the economically dependent workforce of the past.

Human resource management are suppose to be acting as a source of information about and a source of inspiration for the application of the findings of behavioral science. It may be a matter of paying the attention of the senior managers to what is being achieved elsewhere and the gradual education of middle managers to new points of view on job design, work organization and worker autonomy.

Leadership Skills and Leadership Behaviors

A good leader must develop their leadership skills and work to demonstrate and improve many positive leadership behaviors and to eliminate all of the negative leadership behaviors. These positive behaviors must be demonstrated at all times in all situations so that it is simply how the good leader works on. Leadership development is a continuous nonstop process of personal development.

Effective Leadership Behaviors

So many Different leadership studies highlight the importance of effective leadership behaviors, whether they are based on under-graduates or commercial managers at every level in an organization. In short words, there are commonalities that emerge from this research time and again, which characterize positive behaviors and negative behaviors. Whilst there may be significant differences at the detailed level there seems to be a broad consensus of positive leadership behaviors:

• Effective project planning and management
• Conducts regular, effective meetings to set objectives, allocate tasks and review performance
• Identifying the right person for the right role
• Appropriate delegation of responsibility whilst retaining accountability
• Consults and includes others in decision-making
• Shows an interest in others and responding to their needs whether that is for more information, guidance, support, personal development, positive feedback or reward and recognition
• Takes ownership and shows commitment for solving problems or difficult/sensitive issues
• Direct, clear, open style of communication
• Considers impact before action
• Leads by example, showing a contagious passion and enthusiasm, engaging and motivating other

Conclusion

In conclusion Leadership behavior can help motivate team members of the workforce for the better or worse. Subordinates look to leadership for guidance, support and direction. If leadership’s behavior does not match their words of encouragement, morale and motivation can be lost. Leadership’s behavior is just as important as the words used to inspire subordinates. Motivation is the force behind what drives people to work more efficiently and go the extra mile.

The Purpose

The purpose and the reason of motivation are to inspire the workforce to take positive actions. What a leader does can motivate the workforce to respond with a desire to work harder and more efficiently. For example, if the leader is appreciative and demonstrates it with the use of words, gifts and rewards, her followers will be more motivated to remain dedicated to their work on her behalf. Leadership behavior that wins the trust from followers promotes a positive corporate culture and spurs people toward being motivated.

The Method

In order To be able to motivate employees the leadership behavior must expose a need in the followers and a proper solution for that need. For example if the leaders recognized that his or her followers are using outdated equipments that’s frustrating to work with and replace it the followers will feel more respected and more taken care of. In turn, this makes the loyalty and dedications to the leader. The leaders who use his behavior to respond to his followers needs will result in motivated followers.

The Implementation

Any kind of a leader needs to perform some actions and personal behavior to inspire his workforce to motivation. This can be done by participating in a democratic leadership style where followers are included in decision making processes by encouraging comments, asking the employees some questions and taking the their suggestions and ideas with seriously and consideration. Rewarding subordinates is another behavior that leaders use to produce motivated employees.

The Considerations – Communication Skills

The way a leader communicates has the ability to empower or discourage the workforce. Communication is the process of using spoken words (verbal) and nonverbal messages such as body language, facial expressions and tone of the voice to receive and send messages so The more effective a leader’s communications are, the more his workforce are provided direction, purposes and satisfaction.

The Considerations – Listening Skills

The leader who demonstrates an effective listening skill is able to send a strong message that he or she cares and is leading with the best interest of the team in mind. Listening skills include making mental actions, asking questions, recall the information back to the sender and responding the message. Effective listening also are able use nonverbal cues, such as body language and nodding the head, to let the other person know she is listening.

References

1. Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page. ISBN 0-7494-4631-5. OCLC 62282248.
   “personnel management”. The Columbia Encyclopedia (Sixth Edition Ed.). Columbia University Press. 2005.
2. http://www.bartleby.com/65/x-/X-personne.html. Retrieved 2007-10-17. “personnel management – see industrial management”.
3. Encyclop?dia Britannica (kl ed.). “Personnel administration is also frequently called personnel management, industrial relations, employee relations”.
   Encyclop?dia Britannica.
4. Towers, David. “Human Resource Management essays”. http://www.towers.fr/essays/hrm.html. Retrieved 2007-10-17.
   Golding, N. (2010) “Strategic Human Resource Management” in Beardwell, J. and Claydon, T. (2010) Human Resource Management A Contemporary Approach, FT Prentice Hall
5. Storey, J. (2007) “What is strategic HRM?” in Storey, J. (2007) Human Resource Management: A Critical Text, Thompson
6. Paauwe, J. (2009) ‘HRM and Performance: Achievement, Methodological Issues and Prospects’ Journal of Management Studies, 46 (1)
7. Pfeffer, J. (1994) Competitive advantage through people, Harvard Business School Press
8. Becker, B. and Gerhart, B. (1996) ‘The impact of human resource management on organizational performance’ Academy of Management Journal 39 (4) 779-801
9. Kochan, T. and Barocci, T. (1985) Human Resource Management and Industrial Relations, Little Brown

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