Human resource management and motivation
What the exam tests
You must describe the HR cycle from workforce planning to recruitment, selection, induction, training, appraisal and reward, then apply motivation theory to a workplace problem.
Core rules
- HR planning forecasts the number and skills of staff needed. Job analysis produces a job description (tasks) and person specification (qualities).
- Recruitment attracts candidates; internal recruitment is cheaper and motivating but limits fresh ideas. External recruitment widens the pool but costs more.
- Selection uses interviews, tests, references and assessment centres to predict performance.
- Induction helps newcomers settle; training develops skills; appraisal reviews performance and development needs.
- Motivation theories: Maslow’s hierarchy (physiological, safety, social, esteem, self-actualisation); Herzberg’s two factors - hygiene factors (pay, conditions, policy) prevent dissatisfaction, motivators (achievement, recognition, responsibility, advancement) create satisfaction; McGregor’s Theory X and Y assumptions; Vroom’s expectancy theory (effort leads to performance, performance leads to valued reward); Adams’ equity theory (fair comparison with others).
Worked example
A call centre has high turnover. Exit interviews show pay is acceptable but staff complain about monitoring, lack of praise and no career path. Diagnose and recommend. Reasoning: pay is a Herzberg hygiene factor; improving it alone may not motivate. Monitoring and poor conditions create dissatisfaction, so fix hygiene first: fair targets, breaks, clear policies. Then add motivators: recognition for quality calls, training, a team-leader progression route and involvement in scheduling. Use expectancy theory: staff must see that better service leads to a valued reward. Appraisal should be developmental, not merely disciplinary. Recommend a package, not one lever.
Traps that cost marks
- Calling pay a motivator in Herzberg’s model; it is a hygiene factor.
- Treating Maslow as a rigid ladder that everyone follows in the same order.
- Confusing recruitment (attracting applicants) with selection (choosing among them).
- Describing appraisal as punishment rather than performance review.
- Ignoring non-financial motivation such as recognition and autonomy.