Human Resource Management 2

Nemakonde Masala
STUDENT NUMBER 201508420
Individual Assignment

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 Table of contents

Question 1 and Glossary of terms Page2 to Page7

Question2 Page8 to Page10

Page11 to Page13
Question3
Question4 Page14 to Page15
Bibliography Page15

Glossary of terms
Group
Team
Development
Individual
Performance
Forming
Norming
Storming
Size
Different

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Question 1

Introduction
Most company used team to achieved the goal on the levels of performance and
innovation due to the team and the groups
Groups and Teams work to gather to allow for the greater participation increase
performance and change of the team can affect the result of the hole group or the team
objective. The group has task interdependence meaning group member

Group
Group and Team may seem to sound similar but the term group and team are very
different from each other. Though they may often be used interchangeably but it is
important that we can distinguish one from the other so as to accurately provide the
proper definition. A group is usually composed of 2-4 members that work
interdependently with each other to a significant degree. They are committed to work
together and willing to be handled by a leader. Though they are interdependent with
each other but still they have individual responsibility that they have to perform, and that
specific accountability, when done well, can help the group accomplish their goals.

Team

A team is considered to work interdependently and is committed to achieve one

common goal. They share the responsibilities and deliver results until they reached the
conceived output of their efforts. They are usually composed of 7-12 members and are
helping each other to develop new skills to which it can help improve their performance.
They dont usually rely on a leader for supervision. They basically are the same.
Although a group is easier to manage and they are great for short term output, since

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they would divide the work amongst their skills, they can easily get the job done. A team
on the other hand works best for long term projects, since they work together as a
whole equally distributing the tasks at hand regardless if they have the proper skills or
not. This paves the way for each member of the team to have ample time to develop
abilities that can further enhance their performance as a whole. Due to the span of time
that the members spend with each other, its a good ground as well for camaraderie
within the team. It all boils down to the need for skills and performance. It may also be
dependent on the complexity of a certain project, as to which would be more
appropriate to form to have the end result delivered.

Group Member Resources

A groups potential level of performance is, to a large extent, dependent on the

resources that its members individually bring to the group.
Knowledge, Skills, & Abilities - set the parameters for what members can do and how
effectively they will perform in a group.
Personality Characteristics - the magnitude of the effect of any single characteristic is
small, but taking personality characteristics together, the consequences for group
behavior are of major significance.

Group Structure

Groups are not unorganized mobs. They have a structure that shapes the behavior of
members.

Formal Leadership
Roles psychological contracts are important in organizations

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 Norms
Status
Size -social loafing
Composition -diversity, group demography
Cohesiveness
Understand the relationship between group cohesiveness, performance norms, and
productivity Highly cohesive groups with high performance norms are best

Group Processes

Synergy a term used in Biology, is an action of two or more substances that result in
an effect that is different from the individual summation of these substances.

Potential Group Effectiveness Potential Gains Process losses

Actual group effectiveness

Social Facilitation Effect - Performance tends to improve or decline in response to the

presence of others.

Group Decision Making

Strengths - Groups generate more complete information, increased diversity of views,

higher quality decisions, increased acceptance of a solution

Weaknesses - Time consuming, conformity pressures, dominating members,

ambiguous responsibility

Group Decision-Making Techniques

Ways to make decisions include interacting groups, brainstorming, nominal group

technique, & electronic meetings
Performance
Work groups are part of a larger organization and can provide a favorable or
unfavorable climate for operations.
Structural factors show a relationship to performance.
There is a positive relationship between role perception and an employees
performance evaluation.
Norms control group member behavior by establishing standards of right and wrong.
Status inequities create frustration and can adversely influence productivity.
The impact of size on a groups performance depends upon the type of task in which
the group is engaged.
A groups demographic composition is a key determinant of individual turnover.

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Satisfaction
Most people prefer to communicate with others at their own status level or a higher one.
Large groups are associated with lower satisfaction.

Teams typically outperform individuals when the tasks being done require multiple skills,
judgment, and experience.

Teams vs. Groups whats the difference

Work Group the goal is to share information, neutral synergy, individual accountability,
random and varied skills

Work Team the goal is collective performance greater than the sum of individual
inputs, positive synergy, individual and mutual accountability, complementary skills

Four Types of Teams

Problem-solving teams - usually 5-12 members from same department meeting to

improve quality, efficiency and work environment

Self-managed work teams - usually 10-15 members who take on responsibilities

usually associated with management

Cross-functional teams - members come together from different work areas or

departments to accomplish a task

Virtual teams use on-line technology to tie together members in different

geographic areas. They are made up of physically dispersed employees who use
computer technology to achieve a common goal.
Can the work be done better using more than one employee?
Is there a common goal for all members which is greater than the sum of each
individuals goal?
The members of the team are interdependent and individual players

The Sac State womens basketball team needs interdependence. The golf team does
not they just add all the scores of each individual

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Creating Effective Teams

The value of teams can be powerful! Consider these four general categories.

Work design autonomy, skill variety, task identity, task significance

Composition abilities, personality, roles & diversity, size, flexibility, preference for
teamwork
Context adequate resources, leadership, climate of trust, performance evils and
rewards
Process common purpose, specific goals, team efficacy, conflict, social loafing

Turning Individuals into Team Players

Be sure to understand cultural difference and prior reward systems prior to introducing
teams into your organization. If you do introduce teams, consider
Selection
Care should be taken to ensure that candidates can fulfill their team roles as well as
technical requirements.
Training
A large proportion of people raised on the importance of individual accomplishment can
be trained to become team players.
Rewards
Reward systems needs to be reworked to encourage cooperative efforts rather than
competitive ones.

Contemporary Issues in Managing Teams

Teams and Total Quality Management

TQM requires management to give employees the encouragement to share ideas and
act on what they suggest.
Teams and Work Force Diversity
Diversity typically provides fresh perspectives on issues but it makes it more difficult to
unify the team and reach agreements.
Reinvigorating Mature Teams
Teams dont automatically stay at the performing stage. Familiarity breeds, apathy.
Success can lead to complacency. And maturity brings less openness to novel ideas
and innovation.

Mature teams are particularly prone to groupthink, and as a result team members
become reluctant to express their thoughts and less likely to challenge each other.

The value of teams is now well known. The following are benefits that can result from
the introduction of work teams.

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 Increased employee motivation.
Higher levels of productivity.
Increased employee satisfaction.
Common commitment to goals.
Improved communication.
Expanded job skills.
Organizational flexibility.

Counterpoint: Teams are not so great

A critical look at four assumptions which seem to underlay this team ideology.

Mature teams are task oriented and have successfully minimized the negative
influences of other group force

Individual, group, and organizational goals can all be integrated into common team
goals.

Participative or shared leadership is always effective.

The team environment drives out the subversive forces of politics, power, and
conflict that divert groups from efficiently doing their work.

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 Conclusion
Group and the teamwork do not guarantee higher performance levels many
company structural and interactional factor influence the effectiveness of groups
The factor should be identified and manager continuously and high performance
teams are teams that continuously strive to improve what they do and how they do it.

Question 2

Introduction

Response of the two factor motivation theory in generally consistent and based on the
Herzberg developed the two factor theory of motivation and job satisfaction and he
called the one set of the factors hygiene factor and the other motivators hygiene factor
are close related to the working environment

Two Factor motivation theory

Hygiene factors- Hygiene factors are those job factors which are essential for existence
of motivation at workplace. These do not lead to positive satisfaction for long-term. But if

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these factors are absent / if these factors are non-existent at workplace, then they lead
to dissatisfaction. In other words, hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do not make them dissatisfied.
These factors are extrinsic to work. Hygiene factors are also called as dissatisfies or
maintenance factors as they are required to avoid dissatisfaction. These factors
describe the job environment/scenario. The hygiene factors symbolized the
physiological needs which the individuals wanted and expected to be fulfilled. Hygiene
factors include:

Pay - The pay or salary structure should be

appropriate and reasonable. It must be equal and
competitive to those in the same industry in the
same domain. Company Policies and administrative
policies - The company policies should not be too
rigid. They should be fair and clear. It should include
flexible working hours, dress code, breaks, vacation,
etc. Fringe benefits - The employees should be
offered health care plans benefits for the family
members, employee help programmers. Physical
Working conditions - The working conditions should
be safe, clean and hygienic. The work equipments
should be updated and well-maintained. Status - The
employees status within the organization should be
familiar and retained. Interpersonal relations - The
relationship of the employees with his peers,
superiors and subordinates should be appropriate
and acceptable. There should be no conflict or
humiliation element present. Job Security - The
organization must provide job security to the
employees.

Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as

motivators. The motivational factors yield positive satisfaction. These factors are
inherent to work. These factors motivate the employees for a superior performance.
These factors are called satisfiers. These are factors involved in performing the job.
Employees find these factors intrinsically rewarding. The motivators symbolized the
psychological needs that were perceived as an additional benefit. Motivational factors
include:

Recognition - The employees should be praised and recognized for their

accomplishments by the managers. Sense of achievement - The employees must have
a sense of achievement. This depends on the job. There must be a fruit of some sort in
the job. Growth and promotional opportunities - There must be growth and

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advancement opportunities in an organization to motivate the employees to perform
well.

Responsibility - The employees must hold themselves responsible for the work.
The managers should give them ownership of the work. They should minimize
control but retain accountability.

Meaningfulness of the work - The work itself should be meaningful, interesting

and challenging for the employee to perform and to get motivated.

An average employee intrinsically does not like work and tries to escape it whenever
possible.

Since the employee does not want to work, he must be persuaded, compelled, or
warned with punishment so as to achieve organizational goals. A close supervision
is required on part of managers. The managers adopt a more dictatorial style.

Many employees rank job security on top, and they have little or no aspiration/
ambition.

Employees generally dislike responsibilities.

Employees resist change.

An average employee needs formal direction.

Employees can perceive their job as relaxing and normal. They exercise their
physical and mental efforts in an inherent manner in their jobs.

Employees may not require only threat, external control and coercion to work, but
they can use self-direction and self-control if they are dedicated and sincere to
achieve the organizational objectives.

If the job is rewarding and satisfying, then it will result in employees loyalty and
commitment to organization.

An average employee can learn to admit and recognize the responsibility. In fact, he
can even learn to obtain responsibility.

The employees have skills and capabilities. Their logical capabilities should be fully
utilized. In other words, the creativity, resourcefulness and innovative potentiality of
the employees can be utilized to solve organizational problems.

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 Motivated people exert a bigger effort than what is expected of them in achieving
goals. Motivators also called growth factor are closely related to the nature and
content of the work done. It includes the following

Achievement

Recognition

Progress or Growth

Responsibility

Feedback

According to Herzberg the answer to the motivation problem lies in the design of the
work itself. Job enrichment is based on the application of the Herzbergs ideas.

The critical incident technique to identify factor that made employee feel
exceptionally good or exceptionally bad about the jobs. Herzberg developed the two
factor theory of motivation and two sets of factor that influenced motivation and job
satisfaction

Hygiene factor are closely related to the working environment

Organisational Policy and Administration

Equipment
Supervision
Interpersonal relationship with colleagues and subordinates
Salary
Status
Working conduction

Question 3

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1. Keep their ego in check
It is easy to let ego take over when you are in a position of power. However, in
transformational leadership, it is important for the leader to keep their ego under
control and not let it interfere with the best interest of their team or the
organization. By keeping their ego in check, the transformational leader is able to
put the organization before their own personal gain and also elicit the best
performance from others.

2. Self-management
Transformational leaders typically dont need much direction from others, and are
able to manage themselves well. They are also highly internally motivated, and
they use this motivation to direct the organization to the right path. These leaders
do what they love, and the values are aligned with those of the organization that
they lead.

Individualized consideration ranks among the major characteristics of transformational

leadership. The transformational leader treats each follower as a whole" individual
rather than as an employee, and considers the individuals talents and levels of
knowledge to decide what suits him or her to reach higher levels of attainment.
A transformational leader applies such individual considerations by:
listening to each followers needs and concerns
expressing words of thanks or praise as a means of motivation
making public recognition of achievements and initiatives
making private notes of congratulations to boost self confidence
ensuring fair workload distribution
undertaking individualized career counseling and mentoring

3. Ability to take the right risks

The ability to take calculated risks is a key characteristic of a transformational
leader. They trust their instinct, and use the intelligence gathered by team
members to make informed decisions. A transformational leaders team is right
behind them and is ever willing to do the research that is necessary to evaluate
the situation appropriately. The leader seeks inputs from the team to make risky
decisions that facilitate growth.

Transformational leaders raise their followers awareness regarding problems and

develop their capability to solve such problems in many ways. Some of these ways
are:

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 fostering a climate that favors critical examination of commonly held notions, beliefs,
and the status quo
creating an environment conducive to the creation and sharing of knowledge
encouraging innovation and creativity
heightening sensitivity to environmental changes
encouraging the suggestion of radical and controversial ideas without fear of
punishment or ridicule
empowerment and imposition of the leader's idea only in the absence of viable ideas
from the followers

4. Make difficult decisions

Being a leader is not always smooth sailing, you often have to make tough
decisions. Transformational leaders do not shy away from difficult decisions. They
make their decisions with a clear focus on the values, vision, objectives, and
goals of the organization.

5. Share collective organizational consciousness

A transformational leader shares and understands the collective consciousness of
the entire organization. This makes them particularly attuned to the feelings of
their team members, and gives them a clear idea of what actions to take to elicit
desired actions from the employees. Since theyre tapped into the organizational
consciousness, they are able to make decisions that spur growth, and also create
a shared vision for the organization that all employees feel a part of.

6. Inspirational
People seek to be inspired and transformational leaders are perhaps the most
inspiring of all. They have the ability to motivate others to rise to the occasion.
Their style of inspiration is not just limited to formal acknowledgement of a job
well done, rather they treat each employee as a valued individual and take the
time to understand what motivates them. The transformational leader inspires
followers toward the new ideas or goals through inspirational motivation.

The major characteristics of inspirational motivation leadership include

articulation of a clear and appealing view of the future

development of a shared vision in both economic and ideological terms so that the
followers see meaning in their work
making sure of each followers role in the fulfillment of the shared vision, and setting
high standards for the followers to attain objectives
encouraging followers to integrate and become part of the overall organizational
culture and environment

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7. Entertain new ideas
Transformation can rarely be achieved if the leader is not open or receptive to
new ideas. Transformational leaders understand the truth that success is
dependent on the effort of the entire team, and growth happens only in an
organization with a culture of openness to new ideas from all levels. A
transformational leader makes deliberate efforts to solicit new ideas from team
members, and also use their insights in making decisions.

8. Adaptability
The leader knows that it is important to constantly adapt to changing market
conditions to keep moving forward. They are ever willing to adapt to new
situations, and seek creative ways to respond to the dynamic business
environment.

9. Proactive
These leaders are proactive in their approach. These leaders take risks, and take
an active role in growing the organization.

10. Lead with vision

Transformational leaders set a realistic and achievable vision for the organization.
They then communicate the vision effectively to their followers, and also inspire a
sense of commitment and purpose. By getting every person to buy into the
common vision, transformational leaders are able to strongly guide the
organization in the direction that they want.

Question 4

Introduction

Role conflict can happen in different ways. When the roles have two different statuses,
the result is called status strain. When the conflicting roles both have the same status,
role strain results. Role conflict can also ensue when people disagree about the

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expectations are for a particular role or when someone has trouble fulfilling the
expectations of a role because their duties are difficult, unclear or unpleasant.

Team member roles

Task roles Maintenance roles

Initiator Coordinator

Information seeker Evaluator

Information provider Recorder

Procedural overseer Follower

Coordinator Peacemaker

Evaluator Gatekeeper

Recorder Reflector of feeling

Role Conflict

Role conflict happens when there are contradictions between separate roles that a
person takes on and one role becomes incompatible with the another. This can result in
opposing obligations, such that it becomes difficult to satisfy either responsibility in an
effective way.

A role conflict can occur, for example, when a parent coaches a baseball team that
includes that parent's son. The role of the parent can conflict with the role of the coach
who needs to be objective when determining the positions and batting lineup, for
example, along with the need to interact with all the children equally. Another role
conflict can arise if the parent's career impacts the time he can commit to coaching as
well as parenting.

Conclusion

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As business owners we cannot control the external factors facing the economy and our
employees. The economy is a national conflict out of our control. What we can do is
minimize the gossip and rumors within our companies therefore reducing some fear
among our employees. Communication is the key factor, and top down communication
is the best method. Never promise things that are speculative or unknown and base
your communication on facts. In almost all instances it is better to know the truth even if
it means "bad news". Employees can process that information and join together in one
thought to solve problems or help one another overcome the fear. When you are
managing a diverse group of people you will always have conflicting opinions, but when
you communicate one truthful message it is much more difficult for everyone to twist the
truth.

Bibliography

Human Resource Management 9th EDITION of Nel& Werner

Botha/ Du Plessis/ Mey/ Ngalo/ Poisat and Van Hoek

Goggle intenet of Business Dictionary/ Management Study Guide/ Bringht Hub of

Flilip Van Gert and Social psychology of organization 2 nd OF John Wiley and New
York Time

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