Human Resource Management and Organizational Behavior
Core Concepts
HRM covers recruitment, selection, training, performance appraisal, compensation, and employee relations. Organizational behavior (OB) examines individual and group dynamics: motivation theories (Maslow, Herzberg, Expectancy), team development (Tuckman), leadership styles, and organizational culture. Key is understanding the difference between intrinsic and extrinsic motivation.
Traps in Questions
- Confusing Herzberg’s hygiene factors (pay, working conditions) with motivators (achievement, recognition). Hygiene factors prevent dissatisfaction but don’t motivate.
- Misapplying Maslow: needs are hierarchical but not strictly sequential; different cultures may prioritize differently.
- Assuming a single leadership style is best: situational leadership suggests adapting style to follower readiness.
- Mixing up formative (during) and summative (end) evaluation.
- Forgetting that performance appraisal should be based on observable behaviors and results, not personality traits.
Worked Example / Rule of Thumb
An employee is demotivated despite a high salary. Rule: Apply Herzberg’s two-factor theory. Salary is a hygiene factor; its presence prevents dissatisfaction but does not motivate. To motivate, enhance motivators such as recognition, responsibility, and advancement. Thus, the solution is job enrichment, not just a raise.
Organizational Behavior
Understand group dynamics: norms, roles, cohesion. A trap is to assume high cohesion always improves performance; it can lead to groupthink if not managed. Also, know the difference between groups (workgroup) and teams (interdependent, shared goals).
HR Metrics
Turnover rate, cost per hire, time to fill, training ROI. A trap is to focus on turnover rate alone without considering whether turnover is functional (poor performers leaving) or dysfunctional (high performers leaving).