Assignment by: Nurul Afiah Abd Karim (UMS Student)
Importances
of Human Resources Management
The
main part for every company is their employees. Human Resources is very
important things in every stage in the organizations. Even the entry-level play
an important role in Human Resources practices. They are the person who
incharged in the selection process, and then train, coach, and evaluate
employees.
Managers will be supported by The Human
Resources Department in carrying out Human Resources responsibility. They also
may conduct a survey to determine the weges for a given position, let the
managers know about changes in employment law, evaluate employees or determine
if their applicants meet the minimum stage of requirements.
Recruitment
:
Recuirement
is the important things in The Human Resources Management. Because without
recruit a new labor, the company itself will faced the problem for an example
the company cannot produced their product effectively. Requirement is a process
where there is the process of screening, and selecting qualified people for a job
at an organization
or firm, or for a vacancy in a volunteer-based some components of the
recruitment process, mid- and large-size organizations and companies often
retain professional
recruiters or outsource some of the process to recruitment agencies.
External requirement is the process of
attracting and selecting employees from outside the organization. There are
four types of agencies in the requirement industries such as employment
agencies, recruitment websites and job search engines, "headhunters"
for executive and professional recruitment, and in-house recruitment. This
includes sourcing candidates by advertising
or other methods, and screening and selecting potential candidates using tests
or interviews.
Headhunters:
A headhunter is the term used
for the third-party recruiter who finds their candidates. This is used when
normal recruitment efforts have failed. This party is related with Human
Resources Management because they include in finding workforce for an
organizations. They are more aggressive than in-house recruiters or may
have preexisting industry experience and contacts. They may prepare a candidate
for the interview, help negotiate the salary, and conduct closure to the
search. Headhunters
are typically small operations that make high margins on candidate placements
(sometimes more than 30% of the candidate’s annual compensation).
In-House Recruitment:
Larger employers
tend to undertake their own in-house recruitment.They will use their human
resources department, front-line hiring managers and recruitment
personnel who handle targeted functions and populations. They also may advertise
job vacancies on their own websites, coordinate internal employee referrals,
work with external associations, trade groups and/or focus on campus graduate recruitment.
Passive Candidate Research Firms / Sourcing Firms:
These
organizations provide competitive passive candidate
intelligence to support company's recruiting efforts. They usually charge a per hour
fee or by candidate lead. There is a lot of time which this uncovers names that cannot be
found with other methods and will allow internal recruiters the ability to
focus their efforts solely on recruiting.
The Human Resources
Management Process
Job Analysis
The proper start to a
recruitment effort is by doing job analysis, to document the
actual or intended requirement of the job to be performed. This
information is captured in a job
description and provides the recruitment effort with the boundaries
and objectives of the search. These job descriptions need to be reviewed or updated prior
to a recruitment effort to reflect present day requirements. Starting recruitment
with an accurate job analysis and job description insures the recruitment
effort starts off on a proper track for success.
Sourcing
This includes Advertising,
a common part of the recruiting process, often encompassing multiple media,
such as the Internet, general newspapers, job ad newspapers, professional
publications, job
centers, and campus graduate recruitment programs. Recruiting research the proactive
identification of relevant talent who may not respond to job postings and other
recruitment advertising methods done in advertising. This research for so-called
passive prospects, also called name-generation, results in a list of prospects
who can then be contacted to solicit interest, obtain a resume/CV, and be
screened.
Screening and selection
Suitable for a job
that is assessed
by looking for skills, e.g. communication, typing, and
computer skills. Qualifications may be shown through resumes, job applications, after they got accepted, they will be interviewed, also educational
or professional experience is important, the testimony of references, or in-house testing,
such as for software knowledge, typing skills, numeracy,
and literacy,
through psychological tests or employment testing. In some countries,
employers are legally mandated to provide equal
opportunity in hiring. Business management software is used by many
recruitment agencies to automate the testing process. Many recruiters and
agencies are using an Applicant tracking system to perform many
of the filtering tasks, along with software tools for psychometric testing.
Onboarding
It refers to the overall process of acquiring, accommodating,
assimilating and accelerating new team members, whether they come from outside
or inside the organization. Some think of onboarding
as what follows recruitment. Some think of onboarding
as something to include in the recruitment process for retention purposes.
Internet
Recruitment / Websites
Such sites have two main features that are job
boards and a resume/curriculum
vitae (CV) database. The member of the companies allowed by Job board to post job vacancies.
Alternatively, the person who interested to apply the job can upload a
resume to be included in searches by member companies. Fees are charged for job
postings and access to search resumes. Key players in this sector provide
e-recruitment software and services to organizations of all sizes and within
numerous industry sectors, who want to e-enable entirely or partly their
recruitment process in order to improve business performance.
Type of recruitment
Internal
Recruitment Process Weaknesses
The Internal
Recruitment Process does not have just benefits, this process
has some disadvantages as well. The Internal Recruitment Process is a very
powerful tool, but it can be misused in hands of some employees and managers.
The Internal Recruitment Process is not a process to steal
the best employees from their departments. These employees should be treated as
a very scarce resource and the internal recruitment procedures should work differently
for them. The managers use the internal recruitment process as a tool to
transfer their own issues to the other departments. This is very dangerous as
other managers will not trust the internal recruitment process and will block
the ambitions of employees to be transferred. The employees can misuse the
internal recruitment process, when there are no clear rules and procedures
applied. The organization can support internal rotations of employees, but the
rules must be clear about the length of the stay of the employee in one
department. The employee can enjoy the benefit of quick internal job hopping
and the results achieved are very difficult to be recognized by the
organization. No manager is able to make a full performance appraisal as the
whole year in one department is unique then. The employee is just focused on
his or her promotion in the organization and the salary can be increased in
every step.
These include filling up a vacancy using a
person who is already in the company’s payroll. The vacancy is advertised
within the company and on the basis of responses from within the company, a
selection is made. This type of recruitment has many advantages. The company is
able to obtain accurate information about the candidate as he has already been
working with them. It boosts the morale of the workforce who sees that the
company is able to provide them with opportunity for future growth. The cost of
recruitment is relatively less. The employees being acquainted with the company
already do not require job training. However, this method of recruitment has a
few disadvantages as well. The choice of candidates is greatly limited.
Selection of a candidate over others results in ill feeling among those who
were not chosen. The selection of the candidate involves a great deal of
subjectivity amongst the superiors and hence may not always be transparent.
External
Recruitment Process Key Issues
The external
recruitment process is a very complex HR Process, which
involves many parties and the clear follow up of the individual process steps
is essential. The HRM Function is responsible for setting and defining the
external recruitment process and it has to be sure to solve several
success factors in the external recruitment process.
The HRM Function has to push the managers
to deliver clearly defined job profiles of the vacancies and the job
profile cannot be changed during the recruitment process. Or, the change of the
job profile cancels the search and starts a new one again. The hiring manager
has to know the rules. When the job profile changes during the search, it
changes the focus of the recruitment agency and brings a lot of job candidates
unsuitable for the job position.
The hiring manager can be a very
weak point in the recruitment process. The hiring manager has to
agree with the job profile and the hiring manager has to agree to decide
quickly about the final job offer for the winning candidate. The hiring manager
has to be aware of the danger of being late with inviting the job candidates
and the late decision taken.
The good contract with the
recruitment agencies is a basis for the efficient cooperation, The
recruitment agency has to know about the conditions given and the fees given
for not meeting them. The recruitment agency has clearly agree with the KPIs
from the contract about the delivery of candidates, expected quality of
candidates and basic competencies, which has to be met. The recruitment agency
is a tool for the preselection of the job candidates and it has to be able to
meet the basic expectations to reduce the time needed from the HRM employees.
The recruitment agency has to receive very clear brief about
the vacancy in the organization. The HRM Function and the hiring manager have
to define the best job profile and the description of the ideal candidate to
navigate the recruitment agency in the external recruitment process. The HRM
Function has to make a description of the team, the decision process in the
department to allow the recruitment agency to find a candidate with the best
fit. The communication during the selection process is very crucial.
The resumes have to sent to the one single
email address in the HRM Function and the organization has to provide the basic
feedback very quickly. The recruitment agency has to follow all the resumes
sent to the organization as it can provide the candidates with additional
information.
Interviews
An
interview is a conversation
between two or more people (the interviewer and the interviewee) where questions
are asked by the interviewer to obtain information from the interviewee.There
is two types of interviews thet is guided interview and unguided interview.
Guided Interview is when the aim of an
enquiry is to gather information about the opinions of a particular person (an
expert, a representative member of a group) in order to gain qualitative
insights into a problem, guided interviews are used. Guided interviews contain
only open-ended questions, and the questionnaire is only used as a guideline
for the interview, the conversation between interviewer and interviewee does
not have to follow it strictly. Guided interviews generate qualitative data,
which is why the number of interviews usually is limited, and quantitative
conclusions cannot be drawn.
Interviewing key individuals in one of the
main technique used in the development studies. Participatory methods have
contributed to adjusting the interview to make it more conversational while
still controlled and structured, resulting in semi-structured interview. In
this interview, some of the questions are pre-determined, whilst majority of
the questions are formulated in the interview. Questions asked according to the
checklist and not from a formal questionnaire.
The Unguided Interview is not planned or structured. The applicant
determines the process of the interview by controlling the conversation and
doing the most talking. Questions asked by the interviewer will usually follow
on from the applicant's own statements.
The
techniques to motivate employees
Motivation is one of the primary concerns
and challenges facing today's manager. This Business Builder will help the organizations to learn
techniques for creating a proper motivational climate. They will learn how to apply proven
techniques for motivating employees, prepare individual action plans to solve
on-the-job problems, and identify causes of low morale and techniques for
improving overall employee behaviors.
To be a successful motivator the firm must first understand
that they cannot
motivate anyone. They can only create an environment that encourages and
promotes the employee's self motivation. Someone once said that motivation is
getting people to do what you want them to do because they want to do
it. The challenge is to give them a reason to want to do it; doing it will
satisfy a need they have. Secondly, they must also know what kind of behavior they want
the employee to demonstrate. In other words, what do you want the employee to
do differently.
There is a lot of targets/goals for an organizations/firms to archieved
when they do motivation to their employee. Set a major goal,
but follow a path. The path has mini goals that go in many directions. When you
learn to succeed at mini goals, you will be motivated to challenge grand goals.
Finish what you start. A half finished project is of no use to anyone. Quitting
is a habit. Develop the habit of finishing self-motivated projects. Socialize with others of similar interest.
Mutual support is motivating. We will develop the attitudes of our five best
friends. If they are losers, we will be a loser. If they are winners, we will
be a winner. To be a cowboy we must associate with cowboys. Learn how to learn. Dependency on
others for knowledge supports the habit of procrastination. Man has the ability
to learn without instructors. In fact, when we learn the art of self-education
we will find, if not create, opportunity to find success beyond our wildest
dreams. Harmonize natural talent with interest that
motivates. Natural talent creates motivation, motivation creates
persistence and persistence gets the job done. Increase
knowledge of subjects that inspires. The more we know about a subject,
the more we want to learn about it. A self-propelled upward spiral develops. Take risk. Failure and bouncing back are
elements of motivation. Failure is a learning tool. No one has ever succeeded
at anything worthwhile without a string of failures.
Action
Penalties
Many employers might be
surprised to know that, in addition to the right to claim unfair dismissal, the
Employment Act 2000 introduced the right for employees to claim that they have
been unfairly disciplined. This wide protection for employees means that
employers must think carefully and act fairly before taking any disciplinary
action against members of their workforce. Otherwise an employee could make a
complaint to the Labour Relations Officer / Inspector and, if the Inspector is
not able to resolve the situation, take the matter further to the Employment
Tribunal. What general guidelines should an employer follow to avoid this
situation?
First, the disciplinary action taken, whether it be a written warning,
final written warning or suspension, should be able to be justified as
‘reasonable’. Secondly, the procedure involved to arrive at this outcome should
be fair. In theory, these two aspects should go hand-in-hand as the fairer the
disciplinary procedure, the better informed to make a reasonable decision the
employer will be. In practice, daft decisions are not always prevented by a
scrupulously fair procedure.
A Reasonable
Penalty:
Various factors need to
be considered in assessing what is a reasonable penalty. These include the
nature of the employee’s conduct and the damage caused by it, the duties and
terms of the employee’s contract, their length of service, previous conduct,
the employee’s circumstances, and how the employer has disciplined others in
similar situations. How should an employer approach these factors? Obviously,
the more serious the conduct and greater the damage caused by it, the harsher
the penalty imposed can be and still be ‘reasonable’.
Similarly, if an employee contravenes one of their key duties or terms
of their contract, then a harsher penalty may be appropriate. Taking another
example, an employer would be expected to be more lenient to a long service
employee with a good record than someone who has just joined. The factor of an
employee’s circumstances means that an employee’s explanation for their conduct
should be considered e.g. a missed appointment at work explained by a family
emergency or, less justifiable, placing an IOU contrary to company policy due
to temporary financial difficulties. Finally, it is very important that an
employer needs to be consistent. A verbal warning to one employee followed by a
written warning to another employee for practically the same offence months
later, will make it more difficult to justify the reasonableness of the harsher
penalty.
A Fair Procedure:
At its absolute minimum,
a fair procedure means that employees should be given a chance to explain
themselves before any decision to discipline is made. Ideally, this should be
done in the form of a hearing/ meeting between the employer and employee. The
representative of the employer should be (as far as possible) someone not
closely involved in the circumstances leading to the possible disciplinary
action e.g. the manager subjected to the alleged curses of an employee should
not be holding the meeting. At the meeting, the purpose of it should be
explained to the employee and he or she should be informed of the allegations
against them.
The evidence should then be indicated either in writing or by calling
witnesses. The employee should then be allowed to ask questions, call their own
witnesses and put forwardtheir own arguments before any decision is made. As a
matter of good practice, it is usually better to split the above meeting into
two parts to avoid the obvious (and proper) request by an employee that they
would like time to consider their response to the allegations against them
before proceeding with the meeting. Hence it is useful if the allegations and
(if available) written evidence against them can be given to the employee at
this first brief meeting. This will then enable the employee to consider and
prepare their response in time for the second meeting a few days later. After
this second meeting, the employer should then adjourn to consider their
decision properly. (A decision given immediately after hearing the employee’s
response only encourages an employee to believe that their employer was merely
‘going through the motions’).
A right of appeal should then be
provided to the employee. Employers most often ‘trip up’ when the issue seems
very clearcut. If it is, then it does not take long to have this confirmed in a
fair manner by hearing the explanation (if any) of the employee as well as
listening to any mitigating circumstances. With the Employment Act 2000
recognising its importance, procedure is now ignored at every employer’s peril.
For example, should any dispute come before the Employment Tribunal, it is
unlikely that the Tribunal will warm to the employer who argues that even if a
fair procedure had been followed, the resulting disciplinary action would have
been exactly the same. Such a failing of procedure may allow a very undeserving
employee in the employer’s eyes to a ‘technical’ win and some compensation.
Violation of act, disciplinary action, penalties:
The board may after
hearing, by majority vote, take any or all of the following actions, upon proof
satisfactory to the board that any person or organization has violated the
Geologists Regulation Act or any rules or regulations adopted and promulgated
pursuant to the act of Issuance of censure or reprimand, Suspension of
judgment, Placement of the offender on probation with the board, Placement of a
limitation or limitations on the holder of a license and upon the right of the
holder of a license to practice the profession to such extent, scope, or type
of practice for such time and under such conditions as are found necessary and
proper, Imposition of a civil penalty not to exceed ten thousand dollars.
The amount of the penalty shall be based on the severity of the
violation, Entrance of an order of revocation, suspension, or cancellation of
the certificate of licensure, Issuance of a cease and desist order, Imposition
of costs as in an ordinary civil action in the district court, which may
include attorney's fees and hearing officer fees incurred by the board and the
expenses of any investigation undertaken by the board.
The importance of
grievance handling
In their working life,
employees do get dissatisfied with various aspects of working may be with the
attitude of the manager, policy of the company, working conditions, or behavior
of colleagues. Employers try to ignore or suppress grievances. But they cannot
be suppressed for long. Grievance acts as rust which corrodes the very fabric
of organization. An aggrieved employee is a potent source of indiscipline and
bad working. According to Julius, a grievance is “any discontent or
dissatisfaction, whether expressed or not, whether valid or not, arising out of
anything connected with the company which an employee thinks, believes or, even
feels to be unfair, unjust or inequitable.”Maintaining quality of work life for
its employees is an important concern for the any organization. The grievance
handling procedure of the organization can affect the harmonious environment of
the organization.
The grievances of the employees are related to the contract, work rule
or regulation, policy or procedure, health and safety regulation, past
practice, changing the cultural norms unilaterally, individual victimization,
wage, bonus, etc. Here, the attitude on the part of management in their effort
to understand the problems of employees and resolve the issues amicably have
better probability to maintain a culture of high performance. Managers must be
educated about the importance of the grievance process and their role in maintaining
favorable relations with the union. Effective grievance handling is an
essential part of cultivating good employee relations and running a fair,
successful, and productive workplace. Positive labor relations are two-way
street both sides must give a little and try to work together. Relationship
building is key to successful labor relations.
Forms of Grievances
Factual:
A factual grievance arises when legitimate
needs of employees remain unfulfilled, e.g., wage hike has been agreed but not
implemented citing various reasons.
Imaginary:
When an employee’s dissatisfaction is not
because of any valid reason but because of a wrong perception, wrong attitude
or wrong information he has. Such a situation may create an imaginary
grievance. Though management is not at fault in such instances, still it has to
clear the ‘fog’ immediately.
Disguised:
An employee may have dissatisfaction for
reasons that are unknown to him. If he/she is under pressure from family,
friends, relatives, neighbors, he/she may reach the work spot with a heavy
heart. If a new recruit gets a new table and almirah this may become an eyesore
to other employees who have not been treated likewise previously. The
importance of grievance handling in an organization requires am effective
approach and attitude on the part of the grievance handling authority. It
reflects healthy organizational practices and strong organizational culture.
The failure of grievance handling will affect the harmonious environment of the
organization.
Reasons why grievances
may occur
Economic:
Wage fixation, overtime, bonus, wage
revision, etc. Employees may feel that they are paid less when compared to
others.
Work Environment:
Poor physical conditions of workplace,
tight production norms, defective tools and equipment, poor quality of
materials, unfair rules, lack of recognition, etc.
Supervision:
Relates to the attitudes of the supervisor
towards the employee such as perceived notions of bias, favoritism, nepotism,
caste affiliations, regional feelings, etc.
Work group:
Employee is unable to adjust with his
colleagues; suffers from feelings of neglect, victimization and becomes an
object of ridicule and humiliation, etc.
Miscellaneous:
These include issues relating to certain
violations in respect of promotions, safety methods, transfer, disciplinary
rules, fines, granting leave, medical facilities, etc.
GRIEVANCE HANDLING PROCEDURE
As already discussed,
there are valid reasons to have the grievances processed through Machinery or a
procedure.
Objectives of a Grievance Handling Procedure
Jackson (2000) lays down
the objectives of a grievance handling procedure is to enable the employee to
air his/her grievance, to clarify the nature of the grievance, to investigate
the reasons for dissatisfaction, to obtain, where possible, a speedy resolution
to the problem, to take appropriate actions and ensure that promises are kept
and to inform the employee of his or her right to take the grievance to the
next stage of the procedure, in the event of an unsuccessful resolution.
The Benefits of a Grievance Handling Procedure
According to Jackson
(2000), further benefits that will accrue to both the employer and employees
are as follows: It encourages employees to raise concerns without fear of reprisal,
It provides a fair and speedy means of dealing with complaints. It prevents
minor disagreements developing into more serious disputes, It saves employers
time and money as solutions are found for workplace, Problems and It helps to
build an organizational climate based on openness and trust.
The details of a grievance procedure/machinery may vary from
organization to organization. Here, a four phase model is suggested. The first
and the last stages have universal relevance, irrespective of the differences
in the procedures at the intermediate stages. The four stages of the machinery
are briefly discussed.
The level at which grievance occurs:
The best
opportunity to redress a grievance is to resolve it at the level at which it
occurs. A worker’s grievance should be resolved by his immediate boss, the
first line supervisor. The higher the document rises through the hierarchy, the
more difficult it is to resolve. Bypassing the supervisor would erode his
authority. When the process moves to a higher stage, the aggrieved employee and
the supervisor concerned may shift their focus to save face by proving the
other wrong. The substantive aspect of any of the grievances may thus be
relegated and dysfunctional aspects come to the fore thus making it more difficult
to settle the issue. In a unionized concern, the first stage of the procedure
usually involves three people: the aggrieved employee, his immediate boss and
the union representative in the shop/ department. It is possible to involve the
union in laying down the framework of the grievance procedure and thereafter
restrain union involvement in the actual process, at least in the first two
stages.
Intermediate Stage:
If the dispute is
not redressed at the supervisor’s level, it will usually be referred to the
head of the concerned department. It is important that line management assume
prime responsibility for the settlement of a grievance. Any direct involvement
by personnel department may upset balance in line-staff relations. At the
intermediate level, grievance can be settled with or without union involvement.
Excessive reliance on supervisor at this stage can jeopardize the interests of
the employee and affect the credibility of the procedure.
Organization Level:
If a grievance is
not settled at the intermediate level also, it will be referred to the top
management. Usually, a person of a level not less than General Manager
designated for the purpose will directly handle the issue. By now, the
grievance may acquire some political importance and the top leadership of the
union may also step in formally, if the procedure provides for it and
informally, if the procedure prohibits it. At this level it is very difficult
to reconcile the divergent interests.
Precautions and Prescriptions:
Always ensure that the managers
involved in the grievance handling procedures have a quiet place to meet with
the complainant, always ensure that managers have adequate time to be devoted
to the complainant, explain manager's role, the policy and the procedures clearly
in the grievance handling procedure, fully explaining the situation to the
employee to eliminate any misunderstanding and promote better acceptance of the
situation complained of, try to let employee present their issues without
prejudging or commenting, do use a positive, friendly ways to resolve the
crisis than punitive steps, which disturb the system, do remain calm, cool,
collected during the course of the meeting, always focus on the subject of the
grievance than allied issues, don't make threats manage the grievances, never
make use of allegations against personalities, be aware of the staff member's
potential concerns to the possible repercussions of raising a grievance, don't
become angry, belligerent, or hostile during grievance handling procedure.
Do listen for the main point of arguments and any possible avenue to
resolve the grievance. Listen and respond sensitively to any distress exhibited
by the employees. Eliminating the source of the irritation or discomfort being
complained of. Reassure them that the managers will be acting impartially and
that your hope is to resolve the matter if possible. Don't "horse
trade" or swap one grievance for another (where the union wins one,
management wins one). Each case should be decided on its merits. Avoid usage of
verbalisms like”it will be taken care of." Ensure effective, sensitive and
confidential communication between all involved. Take all possible steps to
ensure that no victimization occurs as a result of the grievance being
raised. The investigator or decision maker acts impartially, which means
they must exclude themselves if there is any bias or conflict of interest. All
parties are heard and those who have had complaints made against others are
given an opportunity to respond. Try to look upon the problem on different
angles for appropriate understanding.
Ensuring that there is proper investigation of the facts and figures related the
problem under concern. Consider all relevant information in the investigation
process. Ask the staff member their preferred resolution option, although
it is important to make it clear that this may not be a possible outcome. Be
aware of the limits of authority of the person who involved in the grievance
handling procedures. If the manager feels that he/she is not the appropriate
person (senior manager) to deal
with the issue refer the complainant to the appropriate person as soon as
possible. Try to get a better idea of whether the alleged discrimination or
harassment happened or didn't happen. Tell them exactly what they are supposed
to have done, to whom and explain why this may be seen as
discrimination/harassment or as inappropriate. Grievances are preferably to be
settled informally at the level of the employee's immediate supervisor. Try the
level best to involve team members to resolve the crisis at unit level itself.
Avoid as far as possible the union involvement in conflict resolution situation
process. Follow documentation the procedures, of all necessary steps taken to
resolve the problem/complaint.
To a great extend the aggravation of industrial problems depends on
manager's approaches and attitude in effective handling of employees
grievances. Care should be taken in the way managers approaches the problem and
perceiving the pros and cons of the situation. The conflict management
approaches include the win-win strategy that help in the healthy organizational
practices and which reflects the strong organizational culture.
Managerial
grid
The managerial grid model (1964) is a behavioral
leadership
model developed by Robert Blake and Jane Mouton.
This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal
leadership style in this model is based on Theory Y.
The grid theory has continued to evolve and develop. Robert Blake updated in (Daft,
2008). The theory was updated with two additional leadership styles and with a
new element, resilience. In 1999, the grid managerial seminar began using a new
text, The Power to Change.
The model is represented as a grid with concern for production as the X-axis and concern for people as the Y-axis; each
axis ranges from 1 (Low) to 9 (High). The resulting leadership styles are as The
indifferent (previously called impoverished) style (1,1): evade and elude. In
this style, managers have low concern for both people and production. Managers
use this style to preserve job and job seniority, protecting themselves by
avoiding getting into trouble. The main concern for the manager is not to be
held responsible for any mistakes, which results in less innovative
decisions.
The accommodating (previously, country
club) style (1,9): yield and comply. This style has a high concern for people
and a low concern for production. Managers using this style pay much attention
to the security and comfort of the employees, in hopes that this will increase
-performance.
The resulting atmosphere is usually friendly, but not necessarily very
productive. The
dictatorial (previously, produce or perish) style (9,1): control and dominate.
With a high concern for production, and a low concern for people, managers
using this style find employee needs unimportant; they provide their employees
with money and expect performance in return. Managers using this style also
pressure their employees through rules and punishments to achieve the company
goals. This dictatorial style is based on Theory X
of Douglas McGregor, and is commonly applied by companies on the edge of real
or perceived failure. This style is often used in case of crisis management.
The status quo (previously,
middle-of-the-road) style (5,5): balance and compromise. Managers using this
style try to balance between company goals and workers' needs. By giving some
concern to both people and production, managers who use this style hope to
achieve suitable performance but doing so gives away a bit of each concern so
that neither production nor people needs are met. The sound (previously, team) style (9,9): contribute and commit. In this
style, high concern is paid both to people and production. As suggested by the
propositions of Theory Y, managers choosing to use this style encourage
teamwork and commitment among employees. This method relies heavily on making
employees feel themselves to be constructive parts of the company. The
opportunistic style: exploit and manipulate. Individuals using this style,
which was added to the grid theory before 1999, do not have a fixed location on
the grid. They adopt whichever behaviour offers the greatest personal benefit. The
paternalistic style: prescribe and guide. This style was added to the grid
theory before 1999. In The Power to
Change, it was redefined to alternate between the (1,9) and (9,1)
locations on the grid. Managers using this style praise and support, but
discourage challenges to their thinking.
Description:
Leaders may be concerned for their people
and they also must also have some concern for the work to be done. The question
is, how much attention to they pay to one or the other? This is a model defined
by Blake and Mouton in the early 1960s.
|
Concern for People
|
High
|
Country Club management
|
|
Team management
|
|
Medium
|
|
Middle of the road management
|
|
|
Low
|
Impoverished management
|
|
Authority-compliance
|
|
|
Low
|
Medium
|
High
|
|
Concern for
Production (Task)
|
Impoverished management
is where minimum effort
to get the work done. A basically lazy approach that avoids as much work as
possible. Authority-compliance
is where they only strong
focus on task, but with little concern for people. Focus on efficiency,
including the elimination of people wherever possible. Country Club management is where care and concern for the people, with a comfortable and friendly
environment and collegial style. But a low focus on task may give questionable
results. Middle of the road management is a weak balance of focus on both people and the work. Doing enough to get
things done, but not pushing the boundaries of what may be possible. And lastly, team management
where firing on all
cylinders: people are committed to task and leader is committed to people (as
well as task).
This is a well-known grid that uses the Task vs.
Person preference that appears in many other studies, such as the Michigan
Leadership Studies and the Ohio State
Leadership Studies. Many other task-people models and variants have
appeared since then. They are both clearly important dimensions, but as other
models point out, they are not all there is to leadership and management. The
Managerial Grid was the original name. It later changed to the Leadership Grid. Developed
by the founders of our company, Drs. Robert R. Blake and Jane S. Mouton, The
Managerial Grid graphic below is a very simple framework that
elegantly defines seven basic styles that characterize workplace behavior and
the resulting relationships. The seven managerial Grid styles are based on how
two fundamental concerns (concern for people and concern for results) are
manifested at varying levels whenever people interact.
The Seven Managerial Grid Styles:
There are seven managerial
grid styles in an organization. First, 9,1
Controlling (Direct and Dominate) where they expect results and
take control by clearly stating a course of action. I enforce rules that
sustain high results and do not permit deviation.
Second, 1,9 Accommodating (Yield and Comply) where they support
results that establish and reinforce harmony. They generate enthusiasm by focusing on
positive and pleasing aspects of work.
Third, 5,5 Status Quo (Balance and Compromise) where they endorse
results that are popular but caution against taking unnecessary risk. They test their
opinions with others involved to assure ongoing acceptability.
Fourth, 1,1 Indifferent (Evade and Elude) where they distance
themselfs from
taking active responsibility for results to avoid getting entangled in
problems. If forced, they take a passive or supportive position.
Fifth, PAT Peternalistic (Prescribe and Guide) where they provide
leadership by defining initiatives for myself and others. They offer
praise and appreciation for support, and discourage challenges to their
thinking.
Sixth, OPP Opportunistic (Exploit and Manipulate) where they persuade
others to support results that offer them private benefit. If others also
benefit, that’s even better in gaining support. They rely on whatever approach is
needed to secure an advantage.
Finally, 9,9 Sound (Contribute and Commit) where they
initiate team action in a way that invites involvement and commitment. They explore
all facts and alternative views to reach a shared understanding of the best
solution.
Grid Relationship
Skills:
The Grid theory
translates into practical use through Grid style relationship skills that
people experience day in and day out when they work together. These
relationship skills depict the typical and vital behaviors for each style that
make relationships effective or ineffective. Some behaviors strengthen and
motivate teams while others obstruct progress.
Critique is where Learning from experience by anticipating and examining
how behavior and actions affect results. Initiative, is taking action to exercise shared effort,
drive, and support for specific activities. Inquiry, questioning, seeking information,
and testing for understanding. Advocacy, expressing
attitudes, opinions, ideas, and convictions. Decision-Making, evaluating resources, criteria, and
consequences to reach a decision. Conflict Resolution, confronting
and working through disagreements with others toward resolution. Resilience, reacting
to problems, setbacks, and failure, and understanding how these factors
influence the ability to move forward.
Grid theory makes behaviors as tangible
and objective as any other corporate commodity. By studying each of the seven
Leadership Grid styles and the resulting relationship skill behaviors, teams
can examine, in objective terms, how behaviors help or hurt them. They can
explore types of critique that work best for them and why. They can openly
discuss how to improve decision-making and conflict resolution skills. These
and other subjects usually considered "off limits" in terms of
productivity are the very subjects that usually impede productivity. The Grid
approach makes these subjects not only "discussable" but measurable
in objective terms that generate empathy, motivation to improve, and
creativity.
REFERENCE(S) :
1. Management Meeting ew
Challengers
Author(s): J. Steward Black,
Lyman W. Porter.
Publisher: Practice Hall,
2000
2. Human Resources
Management ( Sixth Edition)
Author(s): John M.
Ivancevich.
Publisher: Richard D. Irwin,
Inc. 1995
3. Human Resources
Management ( Seventh Edition)
Author(s): John M.
Ivancevich.
Publisher: Irwin/
McGraw-Hill. 1998
4. Management Concept,
Practices and Skills (Seventh Edition).
Author(s): R.Wayne Mondy,
Shane R. Premeaux.
Publisher: Prentice Hall,
1995
5. Principle of Management
(International Edition)
Author(s): Charles W. L.
Hill, Steven L. McShane
Publisher: McGraw-Hill, 2008
6. Principles and
Practices of Management
Compiled by: Julian Paul
Sidin
Publisher: Pearson Malaysia Sdn.
Bhd.
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