Chapter 5- Human Chapter 5- Human ResourcesResources

AST 205AST 205

Demand for People in G.A. is Demand for People in G.A. is Expected to Remain Strong- Expected to Remain Strong- Why?Why?• -Decreased birth rate beginning 18 -Decreased birth rate beginning 18

- 20 years ago- 20 years ago

• -Reduced Military force structure-Reduced Military force structure

• -Increased acceptance of air travel-Increased acceptance of air travel

• -Aging Population-Aging Population

• -Economy-Economy

• -Retirements-Retirements

Human Resources- The Human Resources- The pipeline concept:pipeline concept:

• The process of dealing with your The process of dealing with your employees from hiring to firing. employees from hiring to firing. Each point in the process is a Each point in the process is a control pointcontrol point::

• Recruiting- Hiring- Training- Motivating- Compensating- SeparationRecruiting- Hiring- Training- Motivating- Compensating- Separation

FBO Human Resource FBO Human Resource ChallengesChallenges

• Traditionally seen as a stepping Traditionally seen as a stepping stone to a better career- How do we stone to a better career- How do we fix that?fix that?– More $More $– More ResponsibilityMore Responsibility– More Flexibility with employeesMore Flexibility with employees– Create OpportunitiesCreate Opportunities

Human Resource plan must Human Resource plan must look long term:look long term:

• -I/D Co. Objectives and hire to meet -I/D Co. Objectives and hire to meet themthem

• --Look for people to fit within each Look for people to fit within each profit cntrprofit cntr

• -Personality fit-Personality fit• -Longevity potential-Longevity potential• -History-History• -Experience-Experience

– **Hiring is not just about who will work for Hiring is not just about who will work for the cheapest pricethe cheapest price

Recently there has been a Recently there has been a trend toward contract trend toward contract LaborLabor • Advs.Advs. Disadvans.Disadvans. • Easy come easy goEasy come easy go -No -No

loyaltyloyalty

• No benefitsNo benefits -Poor attitude-Poor attitude

• FlexibilityFlexibility -Retraining -Retraining oftenoften

Federal RegulationsFederal Regulations Regarding HiringRegarding Hiring

• Fair Labor Standards Act- 1938Fair Labor Standards Act- 1938– minimum wageminimum wage– overtime payovertime pay– child laborchild labor– gender based discriminationgender based discrimination

• Civil Rights Act- 1964Civil Rights Act- 1964• Age Discrimination Act- (between 40 & Age Discrimination Act- (between 40 &

70)70)• OSHA- 1970- 8 or more employeesOSHA- 1970- 8 or more employees• Handicapped AccessibilityHandicapped Accessibility Act- 1990Act- 1990

RECRUITINGRECRUITING

• Colleges/UniversitiesColleges/Universities

• Former Students- Good source Former Students- Good source for CFI’sfor CFI’s

• Job Service PublicationsJob Service Publications

• *Personal Contacts*Personal Contacts- Often Best - Often Best for FBO’sfor FBO’s

• Headhunter/Employment AgencyHeadhunter/Employment Agency

THE COMMUNICATION PROCESS- THE COMMUNICATION PROCESS- Good Personnel Management Good Personnel Management involves good communicationinvolves good communication

• -encoding-encoding

• -transmission-transmission

• -reception-reception

• -decoding-decoding

• -understanding-understanding

• All have potential for errorAll have potential for error

Barriers to effective Barriers to effective communicationcommunication

• -our expectations-our expectations

• -judge value of info by source-judge value of info by source

• -Our current state of mind (ie. -Our current state of mind (ie. Depressed)Depressed)

• -Different word meanings-Different word meanings

• -Paradigms- patterns of thinking (or $.20)-Paradigms- patterns of thinking (or $.20)

• -3rd party intervention-3rd party intervention

• -When we Assume- remember what it -When we Assume- remember what it doesdoes

Effective managers learn Effective managers learn non-verbal cues in non-verbal cues in communication:communication:• -tone-tone

• -rate of speech-rate of speech

• -Volume/pitch of voice-Volume/pitch of voice

• -eye contact-eye contact

• -head position-head position

• -position of eyebrows-position of eyebrows

• -body position-body position

Understanding MotivationUnderstanding Motivation

• Theories of Motivation- Theories of Motivation- content content TheoriesTheories (older) (older)– Maslow’s Hierarchy of needsMaslow’s Hierarchy of needs

•1. physiological1. physiological

•2. Safety2. Safety

•3. Social3. Social

•4. Esteem & respect4. Esteem & respect

•5. Self Actualization5. Self Actualization

Motivation- Content Theories Motivation- Content Theories ctn.ctn.

• Herzberg’s 2 factor TheoryHerzberg’s 2 factor Theory– Hygiene Factors- Salary, benefits, Hygiene Factors- Salary, benefits,

job security, supervisor/peer job security, supervisor/peer relationshipsrelationships

– Motivation Factors- Recognition, Motivation Factors- Recognition, Power, Achievement, AdvancementPower, Achievement, Advancement

Motivation- Content Theories Motivation- Content Theories ctn.ctn.

• Clayton Adler’s Clayton Adler’s EGR TheoryEGR Theory- - motivation is based on having motivation is based on having three needs metthree needs met– E- existence needsE- existence needs– G- growth needsG- growth needs– R- relatedness needsR- relatedness needs

Process Theories of Process Theories of MotivationMotivation• Vroom’s Expectancy Theory- Vroom’s Expectancy Theory-

motivation is based on three motivation is based on three things:things:– ValenceValence- Is it possible for me to - Is it possible for me to

achieve the work?achieve the work?– InstrumentalityInstrumentality- Does this work lead - Does this work lead

to a reward?to a reward?– ExpectancyExpectancy- Is the reward something - Is the reward something

I value?I value?

Other Theories of MotivationOther Theories of Motivation

• Equity Theory- I’m happy until I Equity Theory- I’m happy until I detect some inequity- i.e. detect some inequity- i.e. someone earning more $.someone earning more $.

• Goal Setting Theory- People are Goal Setting Theory- People are motivated by setting goals and motivated by setting goals and achieving them- based on the achieving them- based on the intrinsic satisfaction of intrinsic satisfaction of achievement. achievement.

LEADERSHIP-LEADERSHIP-

• Each manager needs to develop Each manager needs to develop their own style of leadership their own style of leadership based on:based on:– PersonalityPersonality– ExperienceExperience– TrainingTraining

Leadership Ctn.Leadership Ctn.

• Theory X:Theory X:• -People inherently dislike work-People inherently dislike work• -Employees must be coerced into working and -Employees must be coerced into working and

achieving desired results achieving desired results• -Managers must be authoritative and autocratic-Managers must be authoritative and autocratic• Theory Y:Theory Y:• -People inherently like work and want to do -People inherently like work and want to do

their besttheir best• -Managers job is to encourage and -Managers job is to encourage and

facilitate employees to perform at the optimum facilitate employees to perform at the optimum levellevel

DisciplineDiscipline

• Discipline- Style needs to be fair Discipline- Style needs to be fair and consistent and is dependant and consistent and is dependant on your management style.on your management style.

The EndThe End

QuestionsQuestions