Human Resource Management

Human Resource Management

Task 3: Abraham Maslow Theory of Motivation3

The Process of Job Evaluation4

Determining Factors of Pay5

Reward System5

Performance Management5

Task 4: Cassation of Employment6

References9

Human Resource Management

Task 3: Abraham Maslow Theory of Motivation

Early motivational theory was proposed by Abraham Maslow. The theory is named as Maslow's theory of Hierarchy. Furthermore, he extended his theory to emphasize more on human needs. In 1954, his theory was published in his book 'Motivation and personality'. The theory of Maslow encompasses the work of other psychological theorists, such as defining the phenomena of human growth. The theory demonstrates the needs hierarchy of an individual. In the model, the bottom portion in the primed represents lower level of needs whereas, the upper level represents higher level of needs. An individual seeds to fulfil first the lower level of needs and when the lower level needs are achieved the individual move to higher level gradually. According to Maslow, the highest need of self-actualization is accomplished rarely and people send more time in achieving lower level of needs (Maslow, 1943, p, 370).

The Process of Job Evaluation

In ASDA and TESCO for evaluating job at least three authorized member by their respective departments participate. Committee members know the work and assess the department in which the work is performed. To the extent possible, classification committees include every employee. The process of evaluating is based on standard classification   and for determining the relative value of work, depends on the requirements thereof. Digital indicator of a relevant position within the professional group rank, whichever level it was assigned in its assessment using the appropriate classification standard. The evaluation process respects the principles of coherence and non-sexism.

Only persons trained in job evaluation are known as evaluators. Evaluators study the facts and ensure that they have all the information they need. They are capable of saying with confidence that on the facts considered, the decision is justifiable. Level and occupational group and the current rates of pay does not influence evaluators or influence the assessment. Compensation earned by a person usually affects the perception that he has of the importance of the position of this person. 

Studies have shown that the fact that the evaluator when knowing the pay rate has a statistically significant effect on the ratings, the lower wages getting worse ratings. Evaluators must be careful not to succumb to such preconceptions. Evaluators should not make assumptions about work or current reporting relationships. The making assumptions about work bring an element of subjectivity about its value in the evaluation process.

Determining Factors of Pay

The studies have revealed that following factors may determine pay of a work or job. These factors include work organization, workload, quantity, standards, quality, distribution functions, status, training, integration, career paths, management, workspaces, working time, means communication tools, meaning of work, autonomy, recognition, quality of work, leeway, corporate strategy, governance, number and frequency of changes, modes of association changes, the meaning given to change.

Reward System

As part of ASDA and TESCO's efforts to modernize, many public service organizations are looking for a model of effective ...