Hrm

Lai Pik Kwan , Ruby (52222571)Li Yuen Man , Shurun (52168003)Tse Shu Mei , Tramy (52248119)Lung Yan Tung (52224459)

Shafritz, Jay M., Albert C. Hyde (ed.) (1992)

Classics of Public Administration,3rd ed

Maslow : A Theory of Human Motivation (CH.14)

McGregor : Human Side of Enterprise (CH.20)

1.What is Human Resource Management?

2.Personnel Management vs Human Resource Management

3.Relationship between Basic Needs & HRM

4.Perfect Human Resource Management

5.Discussion

Personnel Management Human Resource ManagementAdministrative Focus Human Relation Management Focus

Administering personnel policies Helping to achieve strategic goals through people

Stand alone programmes in management of people

HRM programmes integrated with business plans

Priorities in managing people often linked to the latest management concepts and ideas

HRM priorities linked to business priorities

Personnel units responsible for management of people

Line managers and personnel units share joint responsibility for HRM

Human Resource :

-“...the organizational function that deals

with issues related to people...” -Such as:

- Compensation- Hiring- Performance management- Organization development- Safety- Wellness- Benefits- Employee motivation- Communication- Administration- Training http://humanresources.about.com/od/glossaryh/f/hr_m

anagement.htm

People are......

- Nature indolent – work as little as possible

- Lacks ambition, dislike responsibility → prefers to be led

- Inherently self-centered, indifferent to organizational needs

- Nature resistant to change

- Gullible, not very bright

→ The ready dupe of the charlatan and the demagogue

* * Necessary to have management to manage human

These 5 needs are the derivation( 衍生 ) of “Motivation of Management” .

- Starting point of motivation theory in Management

e.g Hunger

- The most proponent in all of the needs

- *** Public organization and commercial organization are same

A. H. Maslow: “Homeostasis”

Basic meaning:

- (term in Biology) Normal & balanced status of body

e.g Water, Sugar, Mineral

Reflection:

- (Apply daily life) Should be satisfied and get good balance on daily life e.g Food, Money, Cloth housing

→ Based on these, Physiological needs is fundamental

Offer of salary, housing, food ...

Special department in recruitment

Employee

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Recruitment advertising

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- The next higher level begin to protect human safety

- Needs for protection against danger, threat, deprivation, no crime

Basic Notion

- Security and stabilization

→ Peaceful, Smooth environment, Harmony, Being protected

Reflection

- (Apply public organization and commercial organization) └ Good working condition

- Job stability(工作穩定性 )

Human Resource Management

External

- Clear Working Instruction / guideline └ including: Working condition, Procedure, Safety Protection → understand their self’s duty → follow the guidline- Basic training - Good Working environment e.g hygiene, medical treatment, equipment - Insurance e.g Accidental Death & Disablement Benefit → Protection employee safety

拜祭殉職英雄 家屬難掩悲痛

【本報訊】壯烈殉職的消防隊目楊俊傑，不足兩周前才一家十八口三代同堂總動員參加本地一日遊，一幕幕幸福畫面，羨煞不少同行團友，如今雙親慘承白頭人送黑頭人傷痛，更要為最錫的孻仔籌辦喪禮，父母至今無法接受事實，向相識多年的前區議員泣訴：「佢（死者）原本今日（昨日）帶我哋去飲茶㗎，點解會變成咁？」

據熟悉楊俊傑父母的油尖旺區前區議員吳寶珊透露，楊的雙親曾多次在她面前盛讚孻仔孝順又顧家，常致電噓寒問暖，又會帶父母外出遊玩。上月廿七日，楊便約同雙親及兄長家人共十八人，參加社區舉辦的本地一日遊活動，吳更替家人拍下全家福照片，如今變成十八缺一，令人唏噓。

昨晨九時，死者的妻女偕親友乘坐消防處的七人車，到葵涌殮房辦理認領遺體手續，其中死者妻女一度泣不成聲，要親友攙扶安慰。至下午四時，一行人攜同香燭返現場拜祭，並由肇事單位樓上的道堂義務為死者招魂，家人則呼喊「傑佬，返嚟呀！」哭泣聲響徹災場。據知，家人將於本月廿二日在紅磡世界殯儀館為死者設靈。

市民同袍獻花致敬另有大批消防處同袍和熱心市民，昨日分別到荔枝角消防局和火警現場地下，向死者獻花致祭，據悉亦有澳門消防員專程來港鞠躬。消防處發言人稱，港府將按《僱員補償條例》向殉職消防隊目楊俊傑的家人，發放逾一百二十萬元賠償金，還有約九十萬元撫恤金及五萬五千元殮葬輔助金及假期補償，合共二百多萬元。據悉，港府正替楊的家人辦理為楊安葬浩園事宜，消防處及保安局亦會替他爭取追封英勇勳章。

Source:http://orientaldaily.on.cc/cnt/news/20100310/00176_012.html

Iron bowl(鐵飯碗 )

Human Resource Management

Internal

- The psychology of employee └ i. Have a stable job ii. Regular Salary- Support

- If both the physiological and the safety needs are fairly well gratified, the love, affection and belongingness needs will be emerged

- Needs for belonging, for association, for acceptance by human fellows, for giving and receiving friendship and love.

- Extra-contribution to staff among organization (different from safety needs)

- Enough contentment given by organization to staff

Centripetal force (向心力 )

Basic notion

- Giving and Receiving two way- Contribution - Sex- Consideration

Type for satisfy love needs-Entertaining-Welfare-Same accessory

- Entertaining: └ Tea-gathering, annual dinner, party, boat trip, slogan, internal activity

Example: - Police Sports Recreation Club (警察體育遊樂會 )- Royal Hong Kong Yacht Club (香港遊艇會 )

- Welfare: Subsidy, Allowance, Emergency money

Example: - Civil Servants’ fringe benefit ‧Medical and dental benefits ‧Education allowances ‧Housing benefits ‧Leave ‧Passages (旅費 ) ‧Retirement benefits ‧Death benefits

- Same accessory └ Uniform, team T-shirt, Cup, Memo pade.g Police, Fireman, Doctor, Nurse’s

- an essential element for a excellent performance in a company └ divided in to two types: i. personal esteem internal ii. Reputation external

Personal esteem- those needs that relate to one’s self esteem **needs for self-confidence for independence for competence for knowledge

Reputation - those needs that relate to one’s reputation **needs for status for recognition for appreciation for the deserved respect of ones fellows

Physiological

Love Safety

Provided by company

Obtained the ability to complete their task & duty

(willing to contribute)

Satisfied ?

Need achievement

realization of up-graded quality among staff

Actionseg. intensive training

** Actions specialized department for performance & reward management

Internal- Personal esteem from the heart of a person Example: On The Job Training Programme ( 在職培訓 )

upgraded quality & ability among staff

↓increased self-esteem

↓Achieve the goal of both the

company & staff↓

Increased efficiency

- Regular test Aim: maintenance of staff’s quality

-Promotability of jobaim: motivation of employee

Other actions that company usually do to increase staff’s self -esteem

External Reputation from the company

*outstanding staff award ( 傑出員工獎 )

Other actions:

$$:-bonus, increase of salary, -on-target commission,

- premium staff scheme *prize, money , *annual travelling

- Needs for realizing one’s own potential, for continued self-development, for being creative in the broadest sense of that term * * Human have boundless & infinite ambition They would like to have ultimate exploration of their own ability They desire an upper status when all the lower needs are fulfilled

Common understanding of daily life - moral standing- affective action e.g charity, voluntary work-creativity e.g invention, exploration of new ideas

Self esteem vs self actualization

(4th level to 5th level)

Self esteem Self actualization

Reputation come from achievement of their original duties

Reputation upon their own job

Bonus of extra target meet in a sales team

Obtain superior authority in an organization

Reflect on authority:

- control of company’s operation Eg. Transfer of workplace

- control of organizational level of a company Eg. formation or deletion of a department(部門的縮編 )

- significant influence among profession(同行 ) Eg. qualification of attending some general or international – conference to make important decision in the market

Eg. Able to make adjustment in view of social change

* * this department is the most important part in a company since it is responsible for the management of the whole company Any wrong decision from this department would influence the lower department. Staff’s welfare, belongings, or even working quality would be negatively affected

former Postmaster General Chiang Yam-wang( 蔣任宏) was appointed as new Privacy Commissioner for Personal Data, Chiang Yam-wang said the investigation by police for being installing pinhole cameras in the post office in 2005 led to his personal privacy concerns. Chiang Yam-wang was referred as having extensive experience in public administration, also has excellent leadership skills.

前郵政署長蔣任宏獲委任為新的私隱專員，他說當年郵局裝針孔攝錄機遭查，引發他對個人私隱的關注。 他形容，事件令他「經一事、長一智」。蔣任宏又表示，正是當年這件事，引發他對保障個人私隱的興趣，成為現在申請當私隱專員的遠因。

Bear social responsibility 社會責任fulfill his personal vision 個人抱負

self -actualization

For your reference:新私隱專員認曾涉私隱風波 (12:30)

前郵政署長蔣任宏獲委任為新的私隱專員，他說當年郵局裝針孔攝錄機遭查，引發他對個人私隱的關注。

蔣任宏現年 59 歲，曾於 2007 年至 2009 年擔任香港設計中心行政總裁。在此之前，他曾經在政府工作 33 年，並在 2003 年至 2006 年期間擔任郵政署長。現任私隱專員吳斌的任期，將於 7 月 31 日屆滿。而蔣任宏因私人事務，會在 8 月 4 日到任，任期 5 年。 8 月 1 至 3 日會由副私隱專員暫時署任。政府透過人事顧問服務公司協助，招聘新任私隱專員，並成立了遴選委員會建議人選。

遴選委員會主席史美倫指，共收到 121 份申請，經過 2 輪面試，最終認為蔣任宏最適合。她指蔣任宏有豐富的公共行政經驗，也具有優秀的領導才能。蔣任宏與記者會面時，坦言他在擔任郵政署長時，曾於 2005 年，因為長沙灣郵局裝針孔攝錄機一事，遭當地的私隱專員調查。蔣任宏當年解釋，是因為郵局內有多宗懷疑失竊事件，所以配合警方、安裝了針孔鏡頭。他今日表示，事件反映署方職員對私隱權的意識不足，但他自己作為署長也責無旁貸。

他形容，事件令他「經一事、長一智」。蔣任宏又表示，正是當年這件事，引發他對保障個人私隱的興趣，成為現在申請當私隱專員的遠因。

政制及內地事務局長林瑞麟稱，他們在面試時，也有問及蔣任宏此事，對於他的解釋感到滿意，認為蔣任宏在當年被私隱專員批評後，非常積極處理事件，在依法辦事的同時，也尊重了個人私隱。

Hard approach- Management can be hard or strong

(sometimes coercion and threat)

e.g Close supervision, tight control things should be reported to senior

Benefits- control the operation of organization- ensure the effective of operation

Disadvantage

- Restriction of staff behavior

- Antagonism

- Militant unionism

→ Protest behavior ( 反抗行為 )

港報 : 富士康跳樓是企業社會問題 2010-5-22

【大公網訊】中國大陸台資企業富士康集團至今有 10 名員工跳樓自殺，事件同時受到大陸及香港媒體高度關注，今天紛紛報導了相關消息。 香港多份報章包括英文南華早報甚至在頭版報導了上述消息，其中文匯報對此發表社論，指出這既是富士康的問題，也是社會的問題。

在富士康方面，社論說：「富士康的管理模式常為人詬病為非人性化，將員工視作機器，缺乏私人生活，員工心力交瘁。」 此外，富士康內部等級森嚴，上級對勞工缺乏尊重，就算員工之間的關係也非常冷漠。

文章表示，隨著 80 後（ 1980 年以後出生）、 90 後逐步進入勞工市場，這些青年勞工雖然一般學歷較高，但刻苦耐勞卻難與上一代人相比，面對各種心理困擾更缺乏抗逆力，導致自殺案件不斷增加。 因此，社論表示，富士康接連發生員工自殺事件，當然與管理模式有一定關係；富士康應汲取教訓，切實檢討企業管理，防止慘劇繼續發生。 但社論同時指出，如果把連串自殺的原因全部歸咎於富士康，也未免將問題簡單化；忽略自殺的社會原因，並不利於問題的真正解決。 實際上，員工自殺不單是企業內部事情，也是社會性問題。 社論認為，隨著大陸經濟的高速發展和社會結構的快速演變，壓力過大而產生精神困擾和疾病的個案明顯增多，但心理治療及社會協助方面卻遠遠跟不上這種社會需求。 所以，如何參考發達國家地區的經驗，構建完善的心理醫療輔助及社會支援體系，值得大陸當局高度重視。

Source: http://www.takungpao.com.hk/news/10/05/22/EP -1261651.htm

Soft approach

Management can be soft or weak ( being permissive, satisfying people demands, achieving harmony) └ e.g Insurance, Allowance- Sympathy

- Have a good relationship with employee

└ e.g Entertainment

Benefit- Contest with their organization → centripetal force(向心力 )↑- More freedom

Disadvantage- Give less but expect more- not easy to understand the real work condition

Source:http://politics.people.com.cn/GB/1027/9821159.htmlhttp://www.flickr.com/photos/eledge/2617129097/

Popular theme: “Firm but fair”

Teddy Roosevelt: “Speck softly and carry a big stick”

→ Make a balance between Hard and Soft

Human Motivation- Agree with motivation theory (5 needs) From

A.H. Maslow- Needs cannot be turn into a mere figurehead

(架空 ), but have to promote step by step

HK Government’s Defect in HRM- Soft approach > Hard approache.g Disciplinary action interiorly (內部處分 )Not responsible for job

HK Government’s Defect in HRM

- Some policies cannot fulfill the 5 needs

e.g Political appointment System (政治委任 )

a scheme introduced in 2008 by the Government of the Hong Kong SAR

inserting two layers (Undersecretary, Political assistant)

Hierarchy have been cut off

Exploit civil servants the opportunity of promotion, morale (士氣 ) have been struck

1. What is the difference between China and Hong Kong Government in “Human Resource Management”?

2. Any harmful side effect will come out if we follow the mainland human resource management Policy?

Hard Approach Soft Approach

Definition - hard or strong- things should be reported to senior

- Soft or weak- Sympathy- Have a good relationship employee

Benefit - control the operation of organization- ensure the effective of operation

- Contest with their organization

- Centripetal force(向心力 )↑- More freedom

Disadvantage - Restriction of staff behavior - Antagonism - Militant unionism

- Give less but expect more- Not easy to understand the real work condition