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Outline I
1
Introduction
Management and Organization
Management Functions
Human Resource Management (HRM)
Different HR Practices
Theories of HRM
Theory X and Y
Maslows Hierarchy of Needs
ERG Theory
Three Needs Theory
Purpose of HRM
Importance of HRM
HRM and Human Resource Development
Johnson Lim, Ph.D. (UTHM)
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Outline II
4
References
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Definition
General management is the process of planning, organizing, staffing,
coordinating and controlling [6].
These are general management concepts applicable to all types of
organizations, either large or small.
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Management Functions
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Definition
Human Resource Management (HRM) is the part of management that deals
with people working in an organization. It takes care of the well-being of these
people so that they can work effectively as a group and contribute to the
success of the organization [6].
Human Resource Management (HRM) is considered a staff function.
Basic Functions of HRM is to match two sets of needs:
1
2
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Theory X and Y
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Theory X and Y
Theory X
Theory X assumes that people dislike work and will avoid it if they can.
Because of this dislike of work, people must be directed and threatened with
punishment to get them to achieve organizational objectives [6].
Theory X assumes autocratic management.
Managers under this theory assume that most people are naturally lazy
and need to be controlled and supervised.
They think that people need to be motivated all the time.
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Theory X and Y
What are the characteristics of Theory X Managers [2]?
Results-driven, concerned with the completion of a given task by issue
deadlines.
Intolerant in nature.
Distances themselves from workers.
Issue threats and warnings to make people follow their instructions.
Do not participate in the process of team building.
Unconcerned about the welfare or morale of the employees.
One-way communicators and poor listeners.
Withhold rewards and suppress pay and remuneration levels.
Poor at delegating responsibilities and think giving orders is delegating
responsibility.
Hold on to responsibility but shift accountability to subordinates.
Johnson Lim, Ph.D. (UTHM)
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Theory X and Y
What are the characteristics of Theory X Managers [2]?
Results-driven, concerned with the completion of a given task by issue
deadlines.
Intolerant in nature.
Distances themselves from workers.
Issue threats and warnings to make people follow their instructions.
Do not participate in the process of team building.
Unconcerned about the welfare or morale of the employees.
One-way communicators and poor listeners.
Withhold rewards and suppress pay and remuneration levels.
Poor at delegating responsibilities and think giving orders is delegating
responsibility.
Hold on to responsibility but shift accountability to subordinates.
Johnson Lim, Ph.D. (UTHM)
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Theory X and Y
Theory Y
Theory Y assumes that people will work as naturally as play or rest. They will
exercise self-direction and are committed to their work. Under proper
conditions, people accept responsibility. [6].
Theory Y assumes democratic management.
Managers under the Theory Y paradigm assume that most people like to
work, have self-control, smart and able to motivate themselves and want
to do a good job.
Even Theory Y managers are results-oriented, after all, but they are also
concerned with not just the completion of work, but they assist their
subordinates in doing things.
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Theory X and Y
What are the characteristics of Theory Y Managers [2]?
Tolerant in nature.
Do not distance out from their employees. Think oneself as part of a team
and provides motivation and encouragement to the team.
Do not threat employees for non-compliance. Instead, they explain them
about the norms and compliance issues and make them realize that
instructions are for the betterment of work.
Actively participate in the team building process.
Very much concerned about the welfare and morale of employees.
Good communicators and listeners, take suggestions and constructive
criticism seriously.
Rewards and compensations.
Good at delegating responsibilities.
Hold on to responsibility and also accountability.
Johnson Lim, Ph.D. (UTHM)
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Theory X and Y
What are the characteristics of Theory Y Managers [2]?
Tolerant in nature.
Do not distance out from their employees. Think oneself as part of a team
and provides motivation and encouragement to the team.
Do not threat employees for non-compliance. Instead, they explain them
about the norms and compliance issues and make them realize that
instructions are for the betterment of work.
Actively participate in the team building process.
Very much concerned about the welfare and morale of employees.
Good communicators and listeners, take suggestions and constructive
criticism seriously.
Rewards and compensations.
Good at delegating responsibilities.
Hold on to responsibility and also accountability.
Johnson Lim, Ph.D. (UTHM)
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Physiological needs: These are the need for basic amenities of life: air,
water, food, clothing and shelter.
Social needs: Social needs include the need for love, affection, care,
belongingness, and friendship.
Johnson Lim, Ph.D. (UTHM)
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Safety needs: the managers should provide the employees job security, safe
and hygienic work environment, and retirement benefits so as to retain them.
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ERG Theory
Theory
There are three categories of human needs that influence a workers behavior:
existence, relatedness and growth.
A model that appeared in 1969 in a Psychological Review article entitled
"An Empirical Test of a New Theory of Human Need", by Clayton P.
Alderfer.
The ERG Theory categories human needs are:
1
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Some point-of-views[2]:
Contrarily to the idea by Maslow that access to the higher levels of his
pyramid required satisfaction in the lower level needs, the ERG areas of
Alderfer are simultaneous needs.
ERG Theory recognizes that the importance of the three categories may
vary for each individual.
According to the ERG theory, if you focus exclusively on one need at a
time, this will not effectively motivate.
Managers must recognize that an employee has multiple needs, which
must be satisfied simultaneously.
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Importance of HRM
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The Employment Act 1955, The Sabah Labour Ordinance, The Sarawak Labour
Ordinance
Under The Labour Department
Covers area such as contracts of service, payment of wages, employment
of women, working hours and holidays, registers, returns, complaints and
inquiries.
Example: setting minimum labour standards for workers and seek to
protect them from exploitation, employers are required to keep a register of
employees containing specific personal particulars, inquire into and decide
on the disputes between employers and employee etc.
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10
11
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The Skills Development Fund Act 2004, The National Skills Development Act
2006
Under the Skills Development Department
The purpose of these two laws is to establish a fund for the purpose of
granting loans to trainees who attend approved programmes to develop
and upgrade their skills.
A council has also been formed to approve National Occupational Skills
Standards (NOSS), which will be used to develop national curriculum for
skills training programmes.
Trainees who achieve the required competencies will be awarded a
certificate.
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References I
[1] A MINUDDIN , M. Human Resource Management: Principles and Practices, first ed.
Oxford University Press, Malaysia, 2008.
[2] H ELP W ITH A SSIGNMENT. Theory x and theory y in human resource management,
2011. Online: http://www.helpwithassignment.com/blog/theory-x-and-theory-y-inhuman-resource-management-from-helpwithassignment-com/.
[3] M ANAGEMENT S TUDY G UIDE. Maslows hierarchy of needs theory, 2011. Online:
http://www.managementstudyguide.com/maslows-hierarchy-needs-theory.htm.
[4] M ASLOW, A. A theory of human motivation. Psychological Review 50, 4 (1943),
370396.
[5] N ET MBA. COM. Mcclellands theory of needs, 2011. Online:
http://www.netmba.com/mgmt/ob/motivation/mcclelland/.
[6] TAN , C. H., AND TORRINGTON , D. Human Resource Management for Southeast
Asia and Hong Kong. Prentice Hall, Singapore, 1998.
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References II
[7] UMUC. David c. mcclelland - three needs theory, 2011. Online:
http://info.umuc.edu/mde/Portfolios/jdeguara/mcclelland.html.
[8] W IKIPEDIA. Maslows hierarchy of needs, 2013. Online:
http://en.wikipedia.org/wiki/Maslow
[9] Y USOF, A. A. Pengurusan Sumber Manusia:Konsep, Isu dan Perlaksanaan,
first ed. Prentice Hall, Malaysia, 2002.
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The End
Thank You.
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