A considerate of contemporary management function Essay

A considerate of contemporary management function of the employer-employee relationship The six journal articles that have been looked at stem from the original Locke, (1982) article. Frederick W. Taylor popularised of scientific management. The essay will discuss 5 aspects of Taylor’s ideas about scientific management and show how understandings of contemporary management functions and the employer-employee relationship have been developed from Taylor’s ideas. What was Taylor’s idea about the management? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. The ideas about the relationship between employer and employee have been developed from a nother. Retain critical employees is important and necessary. According to the Fitz-enz(1997), the company average losses 1 million with every 10 people who is the managerial and professional employees. In addition, the total cost of least a former employee at least a year of wages and benefits, up to two years of unpaid salary and benefits. This is a huge economic loss with a company loses a number of critical employees. As a manager, we must give employees adequate physiological, safety, love, esteem. One of the advice is managers should look into a way to motivate employees to achieve a satisfactory and unmet needs through activities and exercises. Managers have a responsibility to create a suitable environment to inspire employees to their fullest potential. If no such right environment, will lead to a big difference such as lower job satisfaction, lower productivity, lower profit with a company. How to effectively improve the relationship between managers and employees? Taylor given 4 methods. (a) Scientific management: In Principles of Scientific Management (1911)Fredrick Winslow Taylor, the â€Å"Father† of scientific management utilises scientific methods to define th e â€Å"one best way† for a job to be done (b) Scientific selections. Taylor advocated selecting only â€Å"first class†(i.e., high aptitude) men for a given job because their productivity would be several times greater than that of the average man. (c) Money bonus. Taylor claimed that the money is what employees want most, he thinks employees should be paid from 30% to 100% higher wages for to do his job. (d) Management responsibility for training. Taylor thought that most contemporary managers should fully accept the notion that training new employees is their responsibility. My understanding about the  employer-employee relationship has also been shaped by these articles. I have learnt that (1) Scientific management can focus speed of production, low cost production and availability of an unskilled workforce. In addition, today’s use of scientific management can use time and motion studies to increase productivity, hire the best qualified employees and design incentive systems based on output. Equity theory is a theory of social comp arison effect on employees. This theory appears to be very common, but it is very important. Equity theory refers to the rate of employees with their work output and input compared with others. Time input includes the time of the work, work habits, work experience, work attitude, and so on. When they found unfair, they usually can’t change the rate of others, can’t change their input, so employees will find ways to change their output. This may mean that they will reduce their work time or effort to work. Then, the manager can use the equity theory to motivate employees. Managers can use a more open system of remuneration paid for employees to understand each position and every effort should position relative to how much salary can be get. (2) Scientific selections: Everybody have their own good aspects, based on each person strengths and rational allocation of work. As a result, not only can bring effectively produce but also can make person enjoy their work. According to the Wren (1979) notes that Taylor focuses on scientific selection can promote the develop ment of industrial psychology and personnel management and other areas. (3) Money bonus: How to influence people? The most common method is money bonus. Such as up wages, bonuses, benefits. These things are the most effective way to influence the work of passion and power of a work. Through the Vroom’s (1946) expectancy theory, we can find that an employee will play his better efforts when he is convinced that his efforts would be better evaluated. And these evaluations will bring him more rewards such as bonuses, salary increases. These rewards will meet staff personal goals. Individual employee attitudes and enthusiasm in their work will determine to a large extent a company’s performance. According to the Porter (1968) and Lawler’s expectancy model of motivation, this model proposes two factors that determine spending on a number of tasks energy. The first is the personal rewards from work to get. These returns will be the psychological perception of employees is their own work to be sure. The second is that these returns will be formed job satisfaction. (4) Management  responsibility for training: The staff training is an essential element of human resource management. Managers can’t ignore their training responsibilities. Understanding management system in staff training in this area can help you build an effective training system to help you prepare new employees for their work To sum up, from the six articles considered, scientific management can not only getting the most output from the least amount of inputs but also focus on those work activities that will help the company reach its goals. Taylor’s idea has shaped modern employer-employee relationships. Work is still specialised, personal are still trained. The quality of work is still rewarded in bonuses, as well as other. Reference: 1.Three chapters in The Ideas of Frederick W Taylor: An Evaluation’. 2.Wren, D. A. The evolution of management thought (2nd ed.). New York: Wiley, 1979. 3.Towards a unified model of employee motivation / Darren J. Elding, Andrew M. Tobias and David S. Walk [Chichester, West Sussex, England] : John Wiley & Sons, Ltd., 2006 4.Kotter, John P. What effective general managers really do / John P. Kotter Boston [etc.] : Graduate School of Business Administration, Harvard University, 1982 5.Managing in the new millennium : understanding the manager’s motivational tool bag / Patricia M. Buhl Burlington, Iowa, etc., National Research Bureau, etc.], 2003 6.A review of employee motivation theories and their implications for employee retention within organiz Hollywood, FL : Journal of American Academy of Business, 2004