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Unit 7: Approaches of HRA

7.3.1 Managerial and Peer Leadership Notes

Support-friendly—pays attention to what you are saying; Team-building—listens to subordinates’
problems; encourages subordinates to work as a team, encourages exchange of opinions and
ideas; Goal Emphasis—encourages best efforts; maintains high standards; Help with work—
shows ways to do a better job; helps subordinates plan, organize and schedule; offers new ideas,
and solutions.

7.3.2 Organisational Climate

Communication flow: Communication flow is amicable.

Decision-making: Subordinates know what is going on; superiors are practices receptive.
Concern for persons: Subordinates are involved in setting goals; decisions are made at
levels of accurate information; persons affected by decisions are asked for their ideas;
know-how of people of all levels is used.

Influence on department: The organization is interested in individual’s welfare; tries to
improve working conditions; organizes work activities sensibly.

Technological adequacy: From lower level supervisors to employees who have no
subordinates.
Motivation: Improved methods are quickly adopted; equipment and resources are well
managed. Differences and disagreements are accepted and worked through; people in
organization work hard for money, promotions, job satisfaction and to meet high money,
promotion, job satisfaction and to meet high expectations from others and are encouraged
to do so by policies, working conditions, and people.

7.3.3 Group Process

(i) Planning together, coordinating efforts.
(ii) Making good decision’s solving problems.
(iii) Knowing jobs and how to do them well.
(iv) Sharing information.
(v) Wanting to meet objectives.
(vi) Having confidence and trust in other members.
(vii) Ability to meet unusual work demands.

7.3.4 Satisfaction

With fellow workers; superiors; jobs; this organization compared with others; pay; progress in
the organization up to now; opportunities for getting ahead in the future.

1. Brummet, Flamholtz, and Pyle’s Economic Value Model: The Brummet, Flamholtz, and
Pyle model follows the principle that a resource’s value is equal to the present worth of
the future services it can be expected to provide, and therefore, it can provide a basis of
measuring the value of a group of people. According to this method, groups of human
resources should be valued by estimating their contribution to the total economic value of
the firm. Thus a firm’s forecasted future earnings are discounted to determine the firm’s
present value, and a portion of these earnings is allocated to human resources according to
their contribution.

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