Reward - Week 24

Rewards and recognition are powerful tools of motivation and performance improvement in employees. Rewards can be of two different kinds, monetary and non-monetary.

"Monetary" awards are known to bring about more motivation in employees than non monetary wards although recent studies differ in this view. Reward and recognition usually that direct costs associated to them, for example cash bonuses, discounts, shares or a variety of paid perks by the company which may include parking, car allowances etc., However, other rewards, “non monetary” may be less tangible but still effective. These intangible rewards may include informal or formal acknowledgement of an employee and his work, more job assignments, different training opportunities etc. The primary goal of rewards as defined by Jack Zigon is “something that increases the frequency of an employee action” (1998). Allen & Helms suggest that “reward systems should be closely aligned to organisational strategies, to achieve desired goals” (2002). Steven Keller (1983) suggests that “people are motivated to higher levels of job performance by positive recognition from their managers and peers”.

As some employees are motivated mainly by monetary rewards, they will try to improve their job performance to achieve these rewards. On the other hand some people view monetary rewards as vulgar and are discouraged by such offers. It is important to understand that not everyone can be motivated to increase work performance with financial perks. This group is more likely to be motivated by non-monetary perks like getting an extra day off, or having lunch with the head.

I work on a part time basis for the Arcadia Group. The organisation I work for rewards its employees in the following way:

• Salary
• Bonuses
• Paid Holidays
• Pension Plan
• Discount on all Arcadia Group merchandise
• Company cars
• Flexible reward scheme to suit an individual’s life style
• Interest Free season ticket for travelling
• Cash incentive if you recommend a friend to work for the organisation

The Arcadia Group has different rewards for different groups, for example senior managers and top executives are given allowances for company cars and this is good for the corporate image of the group. However, a part time junior sales representative such as myself is not given this benefit but is entitled to a staff discount on goods. Another example of this difference is a pension scheme which a permanent member of staff is entitled to whereas I do not have a permanent contract with the company, therefore, I am not entitled to this benefit. These rewards differ because I do not work permanently with the company however, in the examples given above, senior managers and permanent staff have probably been with the company for a long time therefore they deserve and expect these rewards as part of the reason why they have been with the company for so long. In my opinion there should be different rewards for different people dependant on the job they do and how long they have been with the organisation. As a relative new recruit I would not expect to receive the same benefits enjoyed by someone who has been with the company a long time. In this way fairness and equity are ensured.

John Stacey Adams (1963) theory of job motivation suggests “The actual sense of equity or fairness (or inequity or unfairness) is arrived at only after incorporating a comparison between our own input and output ratio with the input and output ratios that we see or believe to be experienced or enjoyed by others in similar situations”.



Inputs - Inputs are typically: effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in our boss and superiors, support of colleagues and subordinates, personal sacrifice, etc.

Equity
dependent on comparing own ratio of input/output with ratios of 'referent' others - People need to feel that there is a fair balance between inputs and outputs. Crucially fairness is measured by comparing one's own balance or ratio between inputs and outputs, with the ratio enjoyed or endured by relevant ('referent') others.

Outputs - Outputs are typically all financial rewards - pay, salary, expenses, perks, benefits, pension arrangements, bonus and commission - plus intangibles - recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc.

Do you think Chief Executives should still receive large bonuses even if the organisation they have led has underperformed?

Arguments For:

1. Chief Executives are the ones who take on all the stress and responsibility for the business, making decisions which can either be good ones or bad ones.

2. They are the ones who have the links to save the company if the situation got so bad that a take over had to happen.

3. Many chief executives have been with the company for a long time and have helped to build the company up. If the company underperforms they are the ones who can still turn the company around.

Arguments Against:

1. Why should they still receive large bonus when the company does not perform well and others in the organisation may lose their job or have to take a pay cut.

2. They have made the bad decisions that have led to under performance, therefore, they should not receive the bonuses.

3. In fact they should take a pay cut like other members of staff may have to and they should lead by example.

Financial & Non Financial Ways of Rewarding a teacher at a primary school

Financial

1. Salary

2. Longer Paid Holidays

3. Career progression (leading to higher financial reward)

Non Financial


1. Less stress teaching primary school children compared to high school children

2. Longer holidays

3. Having an impact on the lives of the children they teach

Conclusion

In conclusion rewards and recognition are very important because they motivate and improve performance of employees. Money is not the only motivator for people because things such as job satisfaction are also important.

Reference list:

Equality [online]. Available from: http://www.brainyquote.com/words/eq/equality161136.html [Accessed on 1st of May 2010].

Adams equity theory [online]. Available from: http://www.businessballs.com/adamsequitytheory.htm [Accessed on 1st May 2010].

Burton [online]. Available from: http://www.dorothyperkins.com/promostores/dp/recruitment_2003/site/ [Accessed on 1st May 2010].

ZPG [online]. Available from: http://www.zigonperf.com/aboutjz.html [Accessed on 1st May 2010].

Rewards and recognition [online]. Available from: http://edweb.sdsu.edu/people/arossett/pie/Interventions/incentivesrewards_2.htm [Accessed 2nd of May 2010].

Training and Development - Week 22 & 23

Induction Programme For Graduates

The purpose of induction is to make sure staff are integrated into an organisation so that both parties benefit. The induction programme allows graduates to make contacts who may assist them later and provides a good platform to start their career.

An induction programme for new graduate entrants for a retail chain could include the following:

Day 1 - Welcome the graduates followed by:

1) Orientation (physical) - describes where facilities are. Graduates are advised of their job role and the department/office they will based in.

2) Health and safety - this is a legal requirement and covers things such as what to do in the event of a fire and the procedures to be followed.

3) Orientation (organisational) - shows how the graduate fits into the team and how their role fits in with the organisations strategy and goals.

Day 2 - Includes:

4) Details of the organisations history, its products, services, culture and values - This ensures the graduate receives information about the organisation.

5) A clear outline of the job requirements are explained.

6) Guest speakers - to include senior managers from across the business who will welcome the graduates and tell them about the direction the company is going in.

Remainder of the week:

7) The graduates will be introduced to retail stores including meeting people in different roles to gain insight into how the retail operation works.

Induction week closes with a motivational speaker:

The induction programme will be held at a regional management training centre.

The effectiveness of the programme

To see how effective the induction week is candidates can initially be given questionnaires to complete which then can be assessed. Long term effectivness can be measured by the number of graduates who stay with the company.

The purpose of the induction is to give positive image of the business as these graduates will be store managers at the end of their 2 year training programme. Most graduates are assigned a mentor who is often a senior manager or director. The mentor's role is to give valuable on going advice on the graduates career goals and how best to achieve them.

Reference List:

Your M&S [online]. Available from: http://corporate.marksandspencer.com/mscareers/opportunities/graduates [Accessed 29th of April 2010].

Graduate Training and Induction Programme [online]. Available from: http://www.exxonmobil.com/Australia-English/HR/About/AU_HR_induction.asp [Accessed 29th of April 2010].

FSA [online]. Available from: http://www.fsagraduates.com/GraduateProgrammes.aspx [Accessed 29th of April 2010].

Tesco [online]. Available from: http://www.tesco-graduates.com/home/programmes [Accessed 29th of April 2010].

Performance Management - Week 21

Work Appraisal

A recent appraisal I had at work involved a 1-2-1 discussion with my line manager. Managing Performance involves setting targets and appraisals are used to measure whether or not a member of staff has met those targets. Businesses measure performance in different ways. I am measured on the number of sales I achieve and the number of complaints or compliments I receive in respect of customer satisfaction. In this interview I was given the opportunity to go through the number of sales I had achieved and my line manager gave me feedback on the number of compliments I had received. This information was motivating for me because my line manager informed me that I would get a bonus as I had reached all my targets.

Edwin A. Locke (1960) Goal Setting Theory suggests that if an individual sets goals he/she wil be motivated to reach those goals by virtue of having set them. However several elements must exist for the goal setting effect to take place. Goals need to be clear, challenging and attainable, and there must be some method of receiving feedback. Locke suggested that the goal itself is not the motivator but the perceived difference between what was actually attained and what had been planned for is.


Appraisals are good for both the employee/employer because it is a time for both parties to express their views on matters such as personal development, review of individuals performance, recoginition and reward. At appraisals the employer also has the chance to point out any issues like conduct, sickness records, time keeping, behaviour etc.

The Times article on Mentoring

Having read this article on mentoring I think the skills needed to be an effective mentor are:

1) Successful - Successful people are good mentors because they are organised, focused and dedicated to acheiving their own goals and objectives. They are positive role models for people they mentor.

2) Listening - Mentors need to be good at listening because they need to be sympathetic and sensitive, encouraging solutions out of the person they mentor instead of telling them what to do.

3) Experience - Mentors need to have experience because their experiences can help you with problems you may come across.

4) Different background - Mentors from a different background to your own can be good because their experiences and insights can help you manage your own success.

Mentor in my own life

The person I aspire to be like is my older sister. My sister has been a positive role model for me. This is because she is 6 years older than me, but has achieved success by doing well and getting her degree. Since graduating she has found a very good job and works for the metropolitan police as a trainer. My sister's success has motivated me into studying for my degree, stay focused and to either find a good job or to start my own business after graduation. My sister has had a huge impact on my life.

Reference list:

Times Online [online]. Available from: http://business.timesonline.co.uk/tol/business/entrepreneur/article3778514.ece [Accessed 27th April 2010].

Locke's Goal Setting Theory [online]. Available from: http://www.ehow.com/about_5370945_lockes-goal-setting-theory.html [Accessed 27th April 2010].

Goal-Setting Theory [online]. Available from: http://en.wikipedia.org/wiki/Goal-setting_theory [Accessed on 27th April 2010].

Equal Opportunities & Diversity - Week 20

Difference between Equality and Diversity

Equality is the revised name for "Equal Opportunities". Equality protects people from being discrimanted against on the grounds of their sex, race, disability, sexual orientation, religion, belief, or age. Equality is about creating a fair society. Employers have a legal obligation to treat all employees fairly and to comply with anti-discrimination legislation.

Diversity on the other hand, is about recognising individual or group differences. Diversity is about valuing each employee based on their capablity and talents. We live in a multi cultural society therefore a diverse workforce is good for any business.

Review of Margaret Mountford's article

Having read Margaret Mountford's opinions on women in senior positions I agree with the following comments she suggested:

1) "Women should not be in high positions unless they really want to and have earned it" - Most individuals would like to be promoted on their own merits because they feel proud to achieve their success through hard work.

2) "If you think you only get on board because 50% of people have to be women, what self-respect can you have?" - If women are given senior positions just to make up numbers they will feel less valued in their position and may have low self esteem knowing they are in a position which they have not earned.

3) "You can't complain that you are not on the board if you decide to leave the main stream have a few years off then come back and not work the hours". - senior positions require a high amount of commitment so women should not demand flexibility during child bearing years.

Having read Margaret Mountford's opinions on women in senior positions I disagree with the following comments she suggested:

1) "Women should stick at it, hang on in there. In the professions, certainly women can get to the top but they don't always want to" - As most women are responsible for child rearing/family commitments with men being the main bread winners they do not always have the same opportunities as they are too busy looking after the family to worry about their careers.

2) Margaret Mountford is disdaindul of women demanding to work more flexibly during child bearing years "They want companies to bend over backwards" - it is unfair to say that women should not have help from their companies during child bearing years in terms of flexibility because even the most committed and hardworking female may want children.

3)"If they are talented enough people will want them but why should companies be forced to have them?" - It is good for any organisation to have a good mix of male/female employees otherwise they are not complying with the law.

The Age Legislation Act 2006

The Age Legislation Act was introduced in 2006, as an employer you are not allowed to target people of certain age groups for jobs you advertise for and you can not refuse to employ someone on the basis of their age. Businesses must therefore be careful when advertising for a vacancy by making sure they do not directly or indirectly state an age preference. We tend to hold stereotypes about young and old people. The stereotype of young people are that they are unreliable and do not take their job seriously. The stereotype views of older people are that they are slow in their work and not efficient as young people even though they might be more experienced.

Benchmark practice in relation to Equal Opportunities

Sainsbury's carried out an extensive recruitment drive in 2005 before the age legislation became law, by making 10,000 full time jobs available for the over 50's. This was a good idea as the older generation were given opportunities to fill these jobs and bring their experiences to Sainsbury's. This also promoted equal opportunity and diversity.

B&Q 2008 launched a campaign to attract more women to its stores. B&Q attempted to "feminise" their stores to appeal to women. B&Q now have a 50/50 gender employment split in their business.

Conclusion

In conclusion Equality and Diversity is important for any business. An employer has a duty to treat all staff fairly without discrimination and diversity in the workplace is good because each individual can bring talent to a business. Legislation is in place to make sure that employers do not discriminate anyone.

Reference list:

Equality and Diversity [online]. Available from: http://www.ed.ac.uk/schools-departments/equality-diversity/about/equality-diveristy [Accessed 25 April 2010].

Margaret Mountford [online]. Available from: http://business.timesonline.co.uk/tol/business/career_and_jobs/articles 6830916.ece [Accessed 25th April 2010].

Sainsbury's [online]. Available from: http://www.personneltoday.com/articles/2005/05/18/29965/sainsburys-seeks-to-recruit-10000-50-somethings.html [Accessed 26th April 2010].

B&Q (2008) [online]. Available from: http://www.personneltoday.com/articles/2008/03/11/44853/b.html [Accessed on 26th April 2010].

Selection - Week 17 & 18

Different Selection Methods Used in Recruitment:

The main aim of the selection process is to choose the best person for the job. Employers use different selection methods to recruit new employees:

• Personality Tests also known as psychometric testing
• Interviews
• Assessment Centres
• Telephone Screening
• Graphology
• Role plays
• Work Simulations – realistic job preview
• References
• Short listing from information on CV’s and application forms

Personality Tests

These tests are normally carried out at Assessment Centres and used to measure the personality characteristics of applicants that are related to future job performance. They are carried out in the early stages of the selection process. Personality tests measure one or more of five personality dimensions: Extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience. Hook & Krauss (1971) administered 3 tests to sergeant candidates: the Minnesota Multiphasic Personality Inventory, The Allport-Vemon-Lindzey Study of Values, and the Gough Adjective Check List. However, these tests did not differentiate candidates rated as good sergeant material from those rated as poorer candidates. The researcher’s conclusion was that the groups may have been so similar that these tests were not sensitive enough to differentiate them. In addition, litigation has suggested that some items for these types of tests may be too intrusive.Soroka v. Dayton Hudson, (1991).

The advantages of personality tests:

1) Can result in low turnover if applicants are chosen for traits that correlate highly with employees who have been with the organisation for a long time.

2) Can reveal more information about the abilities and interests of the applicant.

3) Can identify interpersonal traits that may be required for certain jobs.

The Disadvantages of personality tests:

1) Applicant’s training & experience may have a greater impact on job performance than the applicant’s personality.

2) There would be lack of diversity amongst the applicants if they were all selected because of the same personality traits.

3) As there is not a correct answer to personality tests, the scoring procedure could be questioned.

Interviews

The interview selection procedure is designed to predict future job performance and is based on the applicant’s verbal response to verbal enquiries. Interviews are generally carried out the final stage of the selection process, after a candidate has been through various tests at an assessment centre. There are different types of interviews used in recruitment:

• Unstructured – when different questions are asked of different applicants.

• Situational interview – applicants are interviewed about what action they would take in various job related situations and then scored using a scoring guide constructed by job experts.

• Behaviour Description Interviews – applicants are asked what actions they have taken in previous job situations that are similar to situations they may come across in the new job. The interview is then scored using a scoring guide constructed by job experts.

• Comprehensive Structured Interviews – applicants are asked questions relating to how they would handle job situations, job knowledge, and how the applicant would perform in various job situations.

• Structured Behavioural Interviews – this involves asking all applicants standardised questions about how they handled previous job situations that were similar to what they may come across in their new job. The applicant’s responses are then scored using behaviour rating scales.

• Oral Interview Boards – this involves the applicant giving verbal responses to job related questions asked by a panel of interviewers. The members of the panel then each rate the applicant on dimensions such as work history, motivation, creative thinking and presentation.

The advantages of interviews are:

1) Interviewer can obtain additional information.

2) Determines if the applicant has the communication or social skills which may be necessary for the job.

3) Allows the applicant to ask questions that may reveal additional information useful for making a selection decision.

The disadvantages of interviews are:

1) Not as reliable as tests.

2) Interviewer can form stereotypes of the characteristics needed.

3) Applicants can be discriminated against because of their ethnic background.

Role Plays

Role playing is an assessment centre exercise where the applicant takes on the role of the job being applied for and has to deal with another person in a job related situation. A trained role player is used and he/she responds “in character” to the actions of the applicant. The applicant’s performance is then observed by the interviewers and rated. Role plays are usually carried out in the early stages of the selection process. Two of the most common exercises used in role plays are:

• In – Basket - The applicant is given time to review material and initiate in writing whatever action they believe to be most appropriate in relation to each in-basket item. At the end of the exercise the in-basket material and any notes, letters, correspondence written by the applicant is collected and then reviewed by one or more assessors. The in-basket exercise may be thought of as an approach which assesses an applicant’s “practical thinking” ability (Scribner, 1986:1984), as it involves the applicant solving job relevant tasks.

• Group exercises - Candidates are given a topic or a role-play exercise and are invited to discuss the topic or role-play in a group. During the discussion/role play, observers who are looking for specific attributes award marks to each candidate.

The Advantages of role plays:

1) Provides opportunity for applicant to assume the job role and the applicant can display skills they possess.

2) Helps to identify applicants with qualities such as leadership skills.

3) Helps to show communication and social skills.

The Disadvantages of role plays:

1) This technique is not appropriate for larger groups.

2) Some applicants may be too self-conscious and therefore can be disadvantaged as they may not be able to show their true potential.

3) Four or more applicants needed to make this a worthwhile exercise and enough people to mark the applicants properly.

Interview I have taken part in

This interview was job related when I applied to work part time for Burtons. The interview was effective because it was a two way process during which I was able to ask questions as well as give answers to questions that the interviewer asked me. The interview was face to face and I did not feel under stress because there was no personality test involved and no role plays which can put extra pressure on a person.

Interview involving family member

I interviewed my mum to see if she felt personality tests that are used in selection have advantages. My mum did not think these tests would show a person's true ability because the response to answers in these tests can be what can be what the interviewer wants to hear, instead of what is actually the person's real ability. She felt these tests can put pressure on people.

Organisation I am familar with

I work for the Arcadia Group (Burtons) who undertake selection through the following:

1) Online application form
2) Culture Questionnaire
3) Ability Test
4) Telephone Interview
5) Assessment Centre (one day)

This selection process is similiar to many other companies way of selecting new staff. There is no more that could be done to improve this selection process. Although some people may find some of these tests stressful, they will give a fairly good indication of someone's ability.

Conclusion

In conclusion companies use different methods and ways to recruit staff. This has changed over the years, but most companies work on a similar basis and this is the way forward for most people looking for a job today.

Reference list:

Interviews and Beyond [online]. Available from: http://www.graduatecareers.com.au/content/view/full/125 [Accessed on 25 April 2010].

Selection Methods [online]. Available from: http://www.grb.uk.com/selection-methods.0.html [Accessed on 25 April 2010].

Recruitment and Selection [online]. Available from: http://www.hr.unimelb.edu.au/advicesupport/recruitment/shortlisting [Accessed on 25 April 2010].

Personnel Selection [online]. Available from: http://www.hr-guide.com/data/G318.htm [Accessed on 25 April 2010].

Interview [online]. Available from: http://www.hrmguide.co.uk/hrm/chap8/ch8-links4.htm [Accessed on 25 April 2010].

Recruitment - Week 16

Review of online recruitment site

I reviewed the www.monster.co.uk recruitment site and found this to be easy to access. The layout and colours used were kind to the eyes and you did not feel put off from searching for information from this site. The site allowed you to build your C.V online which could then be uploaded with a covering letter. I was also able to search for jobs and able to refine the search to narrow this down to areas and postcodes. The career tools function allows you to see a snapshot of the career you are interested in, this career can then be benchmarked against other companies and advice can also be found to develop your career further. The advice function on this site lets you take part in a virtual job interview which is very useful. This function gives you five top tips on building your C.V, five top tips on interview techniques and five top salary tips which would help to negotiate a pay package. In comparison to another site (www.prospects.ac.uk) this was far better to look at and easy for practically anyone to use.

Advantages of Online Recruitment

1) Cost Effective - It is cheaper to put a job advert on own website which costs nothing compared to advertising in a newspaper or paying a recruitment agency fees.

2) Online recruitment is quick - For example a job advert can be placed on the website in the morning and applications can follow in the afternoon and candidate can be interviewed by the end of the day.

3) Online recruitment gives you a wider audience - Online recruitment is not only for young people and is now the norm for most people who are job hunting no matter what their age.

4) Online recruitment is easy - Putting a job on own site is not difficult and you do not need to have much knowledge of IT.

5) Online recruitment gives a better chance of success - A job advert on a website is there 24 hours a day or for as long as you like, unlike placing an advert in the papers which will only be seen on the date of publication.

Disadvantages of Online Recruitment

1) Too many candidates - As the internet is available around the world it would be hard to limit the number of applicants therefore time could be wasted looking through applications.

2) Specialised jobs - If a job requires special skills an employer may not be able to reach qualified candidates through the internet. This may require the use of head hunters.

3) Additional expense - May be incurred if the number of applicants is too much for one person to deal with.

4) Less face to face contact - Because of distance involved interviews maybe carried out on the phone instead of in person. The employer may not be able to a good idea of the candidates attituded or personality without face to face interaction.

5) Candidate dissatisfaction - Some candidates like the traditional way of job hunting so if a company only relies of online recruitment they could miss out on the top person for the job.

Recruitment Campaign which interested me

A recruitment campaign that has really interested me is The British Army. This is because the campaign is very professional and it feels like the army is a large corparate company wanting to recruit new people. The people taking part in the advertisement all look very smart and it seems that everyone is made to feel as part of a team. There seems to be a sense of strong discipline and duty to the country and seeing this would encourage people to sign up.

Understanding of the Psychological Contract

The psychological contract is different from the legal contract of employment. The legal contract may only be clear if it has to be tested in court, whereas the psychological contract is based on the mutual trust of both employer/employee. This probably has more influence than the legal contract in affecting how employees behave on a day to day basis. The psychological contract basically tells employees what they have to do to meet their side of the bargin and what they can expect from their job. The psychological contract can not be enforced in court, although courts may be influenced with the underlying relationship between the employer and employee. (David Guest 2004) suggested:

1) The degree to which employers adopt management practice will have an influence on the state of the psychological contract.

2) The contract is based on the employee's sense of fairness/trust and their belief that the employer is honouring the deal between them.

3) If the psychological contract is positive, the employee will have increased commitment which will have a positive impact on their performance.



Reference list:

Monster [online]. Available from: http://career-advice.monster.co.uk/ [Accessed on 21 April 2010].

CIPD The Psychological Contract [online]. Available from: http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm [Accessed on 21 April 2010].

Army Jobs [online]. Available from: http://www.armyjobs.mod.uk/Pages/HomePage.aspx [Accessed on 22 April 2010].

Prospects [online]. Available from: http://www.prospects.ac.uk/cms/ShowPage/Home_page/p!eLaXi [Accessed on 22 April 2010].

HR/Manpower Planning - Week 15

Importance of HR Planning For Organisations:

It is vital for an organisation to have HR plans because Human Resource Planning assists the organisation to recruit, retain and optimise the number of staff needed to meet the objectives of the business and to keep up with the changes in the external environment. This involves carrying out a skills analysis, of the existing workforce, carrying out manpower forcasting and taking the necessary action to make sure that there will always be enough staff to carry out the jobs necessary to help the business meet its aims. This can also include training and retraining plans for staff. Lack of HR planning or poor HR planning can result in financial loss for the organisation because employees maybe asked to work unnecessary overtime to fulfil orders because there is not enough staff recruited to cope with the demands of the business. Poor HR planning can result in vacancies not being filled quickly enough or people not having the right skills to carry out their roles. Inadequate HR plans can result in large numbers of people leaving through retirement and if the neccesary plans are not in place to recruit and retain existing staff this can have a negative impact on the business also.

Using Alec Rodger's seven point person specification below is a person specification for a University Lecturer:

Physical Make-up - Professional confident person with excellent communication skills both verbal and written.

Attainments - Education degree, teaching and motivation skills and experience in the teaching industry.

Intelligence - Ability to adapt to changing processes and procedures. Analytical with ability to be creative and to be able to improvise.

Special Aptitudes - Good IT and presentation skills required.

Interest - Ability to intellectually and practically interact with students and members of staff.

Disposition - Self reliant, mature and a sense of humour together with compassion necessary.

Circumstances - Ability to work extra from time to time to assist with staff shortages.

Waitrose opening new store in High Wycombe:

If Waitrose were to consider opening a new store in High Wycombe they would need to consider the following key labour questions:

1) How many staff would they need to employ in the store? This can be then broken down into individual function within the store i.e. people to work on the tills, supervisors and managers etc.

2) The unemployment situation in the area? This can be used to decide what rates of pay could be paid to staff because an unemployed person would be happy to work for the minimum wage in comparison to someone who is just looking for another job, who would not be happy to work for the bare minimum.

3) The training requirements of employees? This can be used to determine whether someone needs to be trained on the tills or in customer service as a supervisor.

4) What qualifications or experience is neccessary for each job? This is important because it will allow Waitrose to recruit the right people for the job, as Waitrose have a good reputation for customer service.

5) The demographics of the area? This will indicate the age group and the level of income in High Wycombe, helping Waitrose to see what age group their new staff would be from.

Conclusion

It is important for businesses to have Human Resource Planning in place because this allows them to forecast, plan, use resources carefully and retain staff by looking at internal and external labour markets. HR Planning enables the business to control, and deal with problems which leads to better results because people are a vital resource for businesses and are the key factors for the successful performance.

Reference List:

Alec Rodger: Seven Point Plan [online]. Available from: http://www.bola.biz/recruitment/rodger.html [Accessed 20 April 2010].

Human Resource Planning [online]. Available from: http://www.hrmguide.co.uk/hrm/chap7/ch7-links3.htm [Accessed 20 April 2010].

The Times 100 Human Resource Planning [online]. Available from: http://www.thetimes100.co.uk/theory/theory--human-resources-planning--417.php [Accessed 20 April 2010].

Mullins, L.J (2007). Management and Organisational Behaviour. 8th ed. Harlow: FT Prentice hall.

Role Of Line Manager & HR Manager - Week 14

The benefits & drawbacks of Line Managers being more involved in Human Relations activities are:

Benefits:

• The Line Manager provides staff with the link to higher management with a view to sorting out issues.

• As the Line Manager deals with the employee on a day to day basis he/she is more closer to own staff so may be aware of issues that the member of staff has e.g. problems at home.

• The Line Manager is better able to deal with day to day problems involving the member of staff e.g. lateness.

• The Line Manager provides a link to HR practices which the employee may not be aware of. For example an employee may be off sick for several weeks and then finds it difficult to come back to work full time following an operation. HR then become involved and allow the employee to gradually come back to work increasing their hours as they feel stronger and able to deal with their work. In cases like this the line manager can help to influence decisions taken by HR as he/she is aware that this employee works hard and does not take time off work due to sickness very often.

• The Line Manager has the technical knowledge of activities and working conditions of staff at local level which HR may not be aware of. For example this can help in a situation whereby the employee wishes to work part and the line manager is aware that this can be accommodated at a local level.

Drawbacks:

• The Line Manager is not a specialist in Human Relations.

• The Line Manager may not be aware of the culture of an organisation.

• The Line Manager may not know of the policies and procedures that the company has in place.

• The management style of the Line Manager may be such that he/she does not refer the member of staff to HR and believes issue can be dealt with at local level. This is so especially if the style of management is too controlling or autocratic.

• The relationship between HR & the Line Manager may not be good which could have negative impact on an individual as their issue may not be referred to HR by the line manager. (L.J Mullins, Management and Organisational Behaviour, 8th Edition 2007). "If HRM function is to be effective there has to be good team work and co-operation and consolidation between the Line Manager and HR Manager.

Skills Line Managers need to develop to effectively manage people:

Front Line Managers exercise strong influence over the level of discretion that an individual has over how they do their job. Line managers need self confidence and a strong sense of their own security within the organisation as this will influence whether or not the line managers can go on to lead high performing teams. The relationship that front line managers experience with their managers and with senior management generally influences their willingness to show discretionary behaviour in their own management activities. Front line managers are likely to display positive behaviour associated with high levels of performance from staff they manage if they feel they have:

1. Good working relationship with their own managers.

2. They are provided with good career opportunities and supported to progress their careers.

3. They experience a positive work-life balance.

4. They are allow to participate and feel involved in decision making.

5. There is an open organisational culture which allows them to air grievances or discuss personal issues.]

6. They are given a sense of job security.

7. They encourage people to be responsible for their own jobs whereas other managers can sometimes be too controlling or autocratic in their behaviour which can stifle the initiative of an individual.

Front Line Managers need to encourage discretionary behaviour from employees that is linked with high performance. This can be done through:

1) Building a good working relationship - If the manager has a good relationship with their staff this will encourage the staff to work harder for the employer and go out of their way to help in times of staff shortages and when projects need to be completed both quickly and efficiently. The manager needs to listen to the needs of their staff as the staff may be asked to complete an order that cannot possibly be finished without taking on additional help. If the manager arranges for additional help then staff are more likely to respond with loyalty and gratitude as they will think that their manager looks after them. The manager must be fair and respond to suggestions. If a manager is not fair to all his staff and does not respond to suggestions that the staff may have to improve productivity, this will cause problems in the workplace in the long term as staff will feel disadvantaged and not listened to. They will be more unlikely to want to work hard to achieve results.

2. Help & Support employees - To take more responsibility for how they do their jobs by coaching and guidance. It is important for the manager to give support to their staff through training & guidance. This helps the organisation in the long term because if staff are equipped to do their jobs well, they are will produce better results. This also make the staff feel that they have some level of responsibility over the work they do and this leads to good staff morale.

3. Build Effective Teams – Managers need to build effective teams and they can only do this through building a good relationship with all members of their team, listen to the needs and concerns of the individuals in that team. Managers need to encourage and support those individuals to reach their own potential as well as helping to achieve the overall targets of the business. A happy team is a productive team.

My line managers at work are developed through training programmes which leads to promotions. Reward systems are in place to motivate the managers to work harder to achieve results for which they receive money. Annual appraisals are carried out to see how further career developments can be achieved i.e. is further training necessary.

After researching the Prospects website for HR jobs, I feel my skills are more suited to role of Line Manager instead of HR manager because I enjoy working with people on a one to one basis. I like helping people which would be good as this helps to build effective teams which is necessary for success. I am good at communicating with people and this is neccessary for a line managers role.

Reference list:

The Role of Front Line Managers in HR [online]. Available from: http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm [Accessed on 17 April 2010].

Prospects [online]. Available from: http://www.prospects.ac.uk/cms/ShowPage/Home_page/p!eLaXi [Accessed on 17 April 2010].

(L.J Mullins, Management and Organisational Behaviour, 8th Edition 2007, FT Prentice Hall).

Teamworking - Week 13

Example of a time when I worked as a team

An example of a time when I have worked in a team and we were successful was the recent organisation and task we carried out at university to help raise money for a chosen charity - Save The Children (Haiti). I feel this team worked successfully to raise money for charity by organising a student night in the S.U and a sponsored walk. This team was successful because the five people involved all knew one another, therefore we did not need to go through all the (Tuckman's 1973) stages of team development. Tuckman 1973 suggested all teams develop through the following stages of Forming, Storming, Norming and Performing. During the forming stage, people are watchful and guarded so this is a testing time. As we were already comfortable with each other we did not need to go through this stage. If we go by Tuckman's theory we also missed out on the third stage of storming because we felt comfortable telling each other what we all had to do to achieve the task, therefore there was no conflict. We went through the stages of norming and performing only. This theory was more relevant to us as a team compared to Belbin's team roles (1993) of Co-ordinator , Shaper, Plant , Teamworker , Implementer , Resource investigator, Monitor , Complete finisher and Specialist. The reasons for this team success was that we all knew one another. We had clear aims and objectives, there were no personality clashes and we communicated well with everyone being co-operative and their was no imbalance of roles. All these things helped to make the team successful.

Review Of Group 1st Assignment For People & Organisations

Going by Tuckman's theory although our group progressed through all of the key stages, we did not spend much time getting to know each other in the forming stage. This did not help the team to be totally successful. When we got together as a group we did not know each other very well. According to Tuckman this stage is know as the time when people gel together. However we did not spend much time on this stage and by the time we got to this storming stage we still did not feel totally comfortable with each other so people did not want to create conflict. In the norming stage we just accepted what each person was going to do to complete the task. This then led to the performing stage.



We were not totally successful as a group because it takes time for teams to develop and we did not spend enough time in the forming and storming stages. Had we done this we would have all communicated better with each other and would not have felt uncomfortable saying what we wanted to say in case we upset someone. Communication is important for any team task and this was another reason why our team was not successful.

Review Of Two Companies From "The Times Top 100 Companies to Work For"

Microsoft IT/internet services - staff at this company say that working in teams gives them a buzz. Team mates go out of their way to help each other, and this company is one of two firms to feature in all 10 of The Sunday Times best companies annual lists. Managers are given a "morale budget" to spend on events and employees say that managers regularly express their appreciation when staff do a good job. This company spends about £1,500 a year on each employee to help in their professional development. Employees think highly of their managers who talk openly and honestly caring about job satisfaction. A mentoring programme encourages staff to learn from each other and flexible working options are available for all staff. All this contributes to the success of the company because 78% of people working for Microsoft enjoy their work and are excited about the future of the company.

Admiral Group - This company believes that people who enjoy what they do, do it better. Admiral employs 2,850 people at offices in Swansea, Cardiff and Newport where they have a dedicated ministry of fun to make work a happy place for its young staff. Each month a department and senior manager are given a budget and asked to come up with ideas such as office golf, pumpkin carving or cake baking competitions. This company achieved a score of 87% for staff having a good time with each other and it ranks 6th in the my team category with employees saying colleagues go out of their way to help them and they feel a sense of family within their team. Managers keep morale high by appreciating their staff and rewarding them with team nights out to celebrate birthdays, good work or just because people fancy going out together. Managers sit alongside their employees. Managers are also open and honest with their staff to help them meet their potential and motivate them to give their best everyday.

Both these companies show that team work is a major contributory factor to their success.

References:

TIMES ONLINE [online]. Available from: http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/ [Accessed 15 April 2010].

Dr Meredith Belbin Team Roles [online]. Available from: http://www.belbin.com/rte.asp?id=5 [Accessed 15 April 2010].

Performing team-development model [online]. Available from: http://www.businessballs.com/tuckmanformingstormingnormingforming.htm [Accessed 15 April 2010].

Tuckman's theory [online]. Available from: www.infed.org/thinkers/tuckman.htm [Accessed 15 April 2010].

Organisation & Management Theory - Week 11

Many organisation and management theories have been suggested by various theorists. Contingency theory is a behavioural theory that suggests there is no best way to organise a business, to lead a company or to make decisions. Instead the course of action is dependent (contingent) on the internel and external situation. Several contingency approaches were developed in the late 1950s (Joan Woodward 1958) suggested that technology directly influences differences in organisational attributes e.g. span of control, centralisation of authority and the forming of rules and procedures. These theories suggested that (Weber's bureaucracy 1930s) and (Taylor's scientific management 1911) theories had failed because they neglected the fact that management style and organisational structure were influenced by various aspects of the environment i.e. contingency factors. Therefore there is no "one best way" for leadership.

Systems Theory (Fredrick Winslow Taylor 1911) involved the study of human behaviour at work using a systematic approach. Taylor studied human characteristics, social environment, task, physical environment, capacity speed, durability, cost and there interaction with each other. Taylor's overal objective was to remove human variablity and he worked to achieve his goal of making work behaviour predictable so that maximum output could be achieved. Taylor strongly believed that humans are mainly motivated by money so he relied on monetary incentive systems.

Case Study To Demonstrate The Contingency Theory

P&O ferries was one of the top 50 call centres for customer service during 2009. This company thought that they provided good customer service but when they actually listened to calls made to the call centre they realised that they could make more improvements because timing was one of the key service areas measured which needed improvement. As a result the company reviewed and overhauled its IVR system to ensure customers are not kept waiting. The other area they needed improvement on was personalisation of calls. Although the company prided themselves on treating customers as people and not just calls, the results of the benchmarking showed P&O ferries that the interactions were process driven and sounded as if the call centre staff were working from a script. The leadership team have now re-invented their call structure and trained their staff to engage in free flowing conversations with their customers.

This case study relates to the contingency theory put forward by (Joan Woodward 1958) because new rules and procedures were put in place by the leadership team to improve customer satisfaction.

Case study To Demonstrate The Systematic Theory

Specsavers was one of the top 50 call centres for customer service during 2009. This company completely changed its service quality strategy and now measure time to answer calls at different times of the day rather than take a monthly average so that they can provide consistency to their customers. They have also recruited an external agency to give assessments on what sort of service they provide on a regular basis. This systematic theory of Taylor is because they have introduced a new reward scheme awarding a king and queen of service each month based on the way the staff engage and talk to customers.

This case study relates to Taylor's theory because it systematically uses goal setting and rewards to motivate employees.

There are good practices now carried out by both P&O and Specsavers and these companies have improved their customer satisfication in different ways. P&O ferries have invested in training their staff to engage in free flowing conversation with their customers to improve sales and make their customers happy. Specsavers on the other hand have used the reward system of choosing a king and queen of the month based on how their staff also talk and engage their customers. The overall aim is the same for both companies and that is to improve customer satisfaction as well as sales. Happy customers always leads to increase in sales.

The Advantages of Scientific Management

1) Increase in production.
2) Increase in efficiency (in quality & quantity).
3) Improves relationship between employees/employers by creating a friendly environment.
4) Decrease in working hours which leads to decrease in stress improving efficiency.
5) Provides a formal environment & chance to improve social networking.

The Disadvantages of Scientific Management

1) Gives production managers a high level of uncontrolled power.
2) Does not take into account the social context of work and the higher needs of workers.
3) Does not acknowledge the variance between individuals.
4) Tends to regard workers as uninformed.
5) Workers ideas and suggestions are ignored.

Conclusion

Many theories and suggestions have been put forward organisation and management. The general idea is to get the best out of employees and employers use various practices to achieve this. Some employers offer rewards to motivate their staff and others invest in training for their staff to ensure their staff work efficiently and professionally to achieve success for the business.

References:

Contingency Theory [online]. Available from: http://dictionary.bnet.com/definition/contingency+theory.html [Accessed on 11 April 2010].

Scientific Management [online]. Available from: http://en.wikipedia.org/wiki/Scientific_management [Accessed on 11 April 2010].

Frederick Taylor & Scientific Management [online]. Available from: http://www.netmba.com/mgmt/scientific/ [Accessed on 11 April 2010].

Enterprise Week 8

Overview of one of the events attended during Enterprise Week

This event was called “Telling it like it is”, and was held on 16.11.09. This activity lasted one hour during which Bucks gradutes talked about their experiences of working in the marketing communications industry. The graduates explained how this experience related to what they had learned from their degrees. the activity was then followed by question and answer session with existing undergraduates and other members of the audience.

During this event I listened to a panel of graduates share their experiences of University life and how they secured jobs afer graduation. This activity was extremely benefical because it gave me useful tips on how important it was to gain a lot of experience whilst studying as well as the need to get a good degree. This experience is necessary because it helps to strengthen my C.V and help me to find employment in the future because most employers look for experience as well as academic success. The graduates also advised it is good to keep in touch with employers I do work experience with as this can be a useful way to obtain employment. The graduates talked about the need for having a positive attitude and being confident as these skills help through life. The panel of graduates advised the audience to write about the modules we enjoyed most at University and to include these in our C.Vs.

The question and answer session at the end was also useful because it allowed people to ask questions which the graduates were happy to answer.

How this activity influenced my career aspirations

This activity was benefical because it showed me how these graduates had become successful and gained employment after graduation. This has inspired me to keep focused during my studies, get as much work experience as I can as this will help me to get a job and enhance my C.V. It was nice to see that after all the hardwork they had put in to their studies they had done well for themselves. From this experience I have learnt that you have to work hard to succeed and the information the panel gave us was very useful and benefical to me.

Personality - Week 7

Personality is made up of the characteristic patterns of thoughts, feelings and behaviours that make a person unique. In addition to this personality arises from within an individual and remains fairly consistant throughout life.

There has been much debate on whether personality is inherited (nature debate) or developed because of environmental conditions (nurture debate). Some scientists believe that people behave according to their genetic make-up or even animal instincts. This is known as the "nature" theory of human behaviour. Other scientists believe that people think and behave in certain ways because they are taught to do so. This is known as the "nuture" theory of human behaviour.

The differences between nature vs nuture are that nature gives us in born abilities and nuture takes these genetic tendencies and molds them as we learn and grow. Nature theorists believe that an individuals DNA includes traits such as eye colour and hair colour as well as abstract traits like intelligence, aggression etc. However nurture theorists, while not discounting genetic tendencies like eye colour etc, believe they do not ultimately matter because our behavioural aspects are learned from environmental factors of our up bringing.

The "nomothetic" and "idiographic" approaches to the study of personality are as follows:

Nomothetic approach - involves psychologists being mainly concerned with studying what we share with others. Two examples of this approach are(Raymond Cattell's 16PF trait theory 1940s) & (Hans Eyesenck's type theory 1950s). This psychometric approach compares an individual's personality in terms of traits or dimensions common to everyone.

Idiographic approach - involves psychologists being interested in the aspect of experience to discover what makes each one of us unique. Psychologists such as (George Kelly 1995) who developed the repertory grid technique and (Carl Rodgers 1951) who made great use of a procedure called the Q-sort believed that there are as many different personalities as there are people.

The differences between "nomothetic" and "idiographic" approaches is not just about what the psychologist wants to discover but also about the methods used. Experiments, psychometric testing and other quantitative methods are favoured from a nomothethic point of view whereas case studies, informal interviews and unstructured observations are methods favoured by the idiographic view. Behavioural, cognitive and biological theorists focus on discovering laws or establishing generalisation (nomothethic approach), and humanistic theorists focus on an individual and what makes each one of us unique (idiographic approach).

Summary of my views on whether Nature or Nuture is the dominant influence

In my view it is difficult to see whether nature or nurture is the dominant influence in how someone behaves. It is probably a combination of both these influences as these theories suggest. This is because whilst someone may inherit certain features which can be linked to their DNA e.g. colour of hair and eyes, other factors such as their up bringing and experience must also have some impact on their personality. Although we are born with characteristics inherited from our parents our personality is also made up from our experiences as we grow.

Summary of findings about my own personality


Mindframes personality test - this showed the mindframes in my comfort zone to be: order, sociability, proactivity and insight. As I tend to use a mind frames in my comfort zone more this strongly influences my behaviour. When I use the mindframes in my comfort zone anything I do will be done well. To build on this I need to be aware when I am operating in my comfort zone. I also need to push myself to a higher level of performance when I work in one of my comfortable mindframes. This test also showed that I am less likely to logic, control, charisma and sensitivity. To help myself I need to "stretch" myself on tasks that take me out of my comfort zone. To do this I can make an effort to get along with people who favour mindframes that I dont.

The Big Personality Test - In this test personality is measured by key traits:

Openess - This trait is known as "openess to experience". I scored 3.4 out of 5 which is low. This indicates I have a less broad range of interests and generating ideas is not my biggest strength.

Conscientiousness - This trait is describes how organised and hardworking a person is likely to be. I scored 3.7 out of 5 which is medium. This indicated that I enjoy planning aspects of my life but I am unlikely to behave spontaneously.

Extroversion - This trait relates to risk taking activities. I scored 3.6 out of 5 which is high. This high score indicates I am quick to form new friendships and have the capacity for leadership.

Agreeableness - This trait measures how considerate a person is likely to be. I scored 3.4 out of 5 which is medium. This indicates I am inclined to help others but will also speak my mind.

Neuroticism - This trait relates to a person's response to stresful situations. I scored 3.1 out of 5 which is high. This indicates that I may feel anxious and experience changing moods.

Comparsion of both personality tests

Both tests I took part in showed some aspects of my personality. The Mindframes test did not go into too much depth to explain my personality, although it indicated that I am at my best when I am in my comfort zone. This is some what true because I prefer order, am proactive and am a sociable person. The Big Personality test was better because the results were explained fully and the scores I obtained were good indicators of my personality, although some of the questions were a bit personal. I would agree with the findings of both these tests because they are fairly accurate and describe my personality well.

I would not be happy with such tests being used as a selection tool. This is because someone can respond to the questions being asked, not honestly, but how they think the business would want them answered in a positive way. If this happens the results may not be a good indication of that person's personality although the business may think that person is good for the job.

Conclusion

In conclusion there are many aspects to personality and it is a complex matter. An individual can inherit some characteristics from their DNA and parents, but how they are brought up and their experiences also have some effect on their personality. A lot of companies now use personality tests when they recruit new staff and while these are good indicators of a person's personality they do not give a full picture of that person.

Reference list:

Psychological Debate [online]. Available from: http://www.simplypsychology.pwp.blueyonder.co.uk/nomothetic-idiographic.html [Accessed on 06 April 2010].

Nature Vs Nuture [online]. Available from: http://genealogy.about.com/cs/geneticgenealogy/a/nature_nurture_2.htm [Accessed on 06April 2010].

What is personality? [online]. Available from: http://psychology.about.com/od/overviewofpersonality/a/persondef.htm [Accessed on 06 April 2010].

Raymond Cattell's 16 personality factors [online]. Available from: http://en.allexperts.com/e/0/16_personality_factors.htm [Accessed on 06 April 2010].

Mindframes personality test [online]. Available from: http://www.initforlife.com/home/tm.asp [Accessed on 07 April 2010].

The Big Personality Test [online]. Available from: https://www.bbc.co.uk/labuk/experiments/personality [Accessed 07 April 2010].