CHAPTER 10

MANAGING HUMAN RESOURCES

SUBMETTED BY:
SALUBRE, PRETTY JANE
PRIMA, REANNE JEAN
SUMALINOG, RALPH KENNETH
INTRODUCTION:

Agribusiness needs to be aware of how important it is to manage Human Resources; that is the employees
who work for the business. Human Resource Management includes finding the right people, motivating
them by providing incentives in an ideal environment, and evaluating them.

Considerations as Employees Are Hired for Agribusiness

The owners or managers of agribusinesses should consider several things as they seek people to work for
them.

Determine Job Requirements

Agribusiness managers need to determine what jobs have to be filled in the company so they can choose
and hire the right people.

Job Description - List the duties and responsibilities of each job as well as the educational level, skills,
and special characteristics required for the post.

Determine Cost of Labor

Agribusiness managers need to calculate the labor cost of their employees. Besides the wages that the
employee makes, the manager must consider benefits (Suchas help insurance and life insurance) and the
payroll taxes to be withheld for each employee.

Recruitment

Agribusiness managers can take advantage of several sources of perspective employees. From that pool of
available candidates, the manager must recruit the best person to fill the job.

Considering the following sources:

■Local or drop-in- applicants

■Former employees or part time employees

■Family and friends of existing employees

■Vocational -technical Schools, college, or universities

■Newspaper advertisement

■Private or state employee's agencies

Selection

When selecting employees, the Agribusiness manager must know and follow federal and state
regulations.

Applications

An application helps the agribusiness manager compare job applicants with one another. Applications
also help the manager see the pride and care each candidate takes in preparing the application.
Resume

Provides detailed information about work history, personal traits, and skills. it can tell the agribusiness
manager a great deal about potential employees.

Interview

During an interview, the agribusiness manager can learn about the potential employee's attitude,
experience, interests, and personal motivation.

ORIENTATION AND TRAINING

After new employees are selected, they need to know several things about the agribusiness company for
which they will be working. Especially, what Therwill be doing; how they will be paid and how
deductions will be made; what benefits they are eligible for and what paperwork they must do regarding
benefits; and what their work, meal, and break schedules are.

On-the-job training

The manager will explain and demonstrate the job to each new employee. after, the manager will give
feedback on their performance and make necessary adjustments.

Job Rotation

a system in which new employees move from job-to-job until they learn the various tasks.

WORKING WITHEMPLOYEES

Adaptability

●An agribusiness manager must work with many different employees in a variety of situations. The
manager must adapt his or her approach and actions depending on another situation.

Human Relationships

●Manager should be sensitive to the needs and feelings of their workers and respond to them with
respect.

Emotional and social maturity

●Agribusiness managers must accept their own feelings and control their own emotions. They must work
with many types of people even if they do not like a particular person.

Insight

●Good agribusiness managers must have or learn to develop insight, a sort of sixth sense regarding other
people. They must be able to analyze a complicated situation a see the relationship, causes, and affects so
that they can reach an appropriate solution.

Self – motivation

●" If it's going to be, it's up to me". Good Agribusiness managers motivate themselves. They have a great
determination to reach their goals and objectives.
MOTIVATINGEMPLOYEES

One of the keys to success as an Agribusiness manager is whether you can motivate your employees to do
their best.

The Hawthorne Effect refers to people's tendency to behave differently when they know they are being
studied. This recognition stemmed from research done in the1920s.

Maslow's Hierarchy of Need more than a century ago, Abraham Maslow determined that humans share
physiological and physiological needs. Physiological needs include air, water, food, and shelter. Self-
actualization- which is a person's need to accomplish personal goals and develop to his or her full
potential.

McGregor's Theory X and Theory Y Agribusiness managers try to motivate employees according to
their own attitude. In 1960, the late Douglas Mc Gregor, while a professor at MIT, published a book
called The Human Sid e of Enterp rise.

THEORY X

■The average human being has an inherent dislike of work and avoids it if possible.

■Because of this human characteristic of dislike for work, most people must be coerced, controlled,
directed, or threatened with punishment to get to them to work towards the achievement of organizational
objectives.

■The average human being prefers to bidirected, wishes to avoid responsibility, has relatively little
ambition, and wants security above all.

THEORY Y

■The expenditure of physical and mental effort in work is as natural as in play or rest.

■External control and threat of punishment are not the only means to stimulate efforts towards
organizational goals.

■The average human being learns, under proper condition, not merely to accept button actively seek
responsibility

■Under the conditions of modern industrial life, the intellectual potential of the average human being is
only partially used.

THEORY Z

■Employee involvement is the key to increased productivity.

■Employee control is implied and informal.

■Employees prefer to share responsibility and decision -making.

■Employees perform better in environments that foster trust and cooperation.

■Employees need guaranteed employment and will accept slow evaluations and promotions.
HERZBERG'SMOTIVATINGFACTORS~ Besides the styles of management just discussed,
physiologist Frederick Herzberg studied how the content of a job could increase motivation.

Motivator
Motivators factors - that provide satisfaction and stimulate people to work. Are the last seven items in the
preceding list. These must do mostly with the job environment, and may cause dissatisfaction if they're
missing, but hygiene factors would not necessarily increase motivation if they were improved or
increased.

Money isn’t everything. - it is interesting to find that one of the hygiene factors is pay. Maybe pay is
taken for granted, and it certainly is a factor when selecting a job. Nevertheless, research has shown that
once a person is on the job, pay is not a top motivator.

Job Motivation

job Motivation strategies emphasize making jobs more interesting, challenging, and rewarding.

Skill Variety - the extent to which a job demands that the worker use different skills.

Task identity - the degree to which the job has an identifiable, visible outcome with a beginning and an
end.

Task Significance- the impact the job has on the lives or work of others in the company, and / or its
importance to the company mission, goals, and objectives.

Autonomy - the degree of freedom, independence, and discretion the employee must schedule work and
determine procedures.

Feedback - the amount of direct, specific information received about job performance.

Job enlargement

job enlargement strategy, several tasks are combined into one job to make that job more challenging,
interesting, and motivating.

Goal - setting theory

is based on the fact the setting of specific, attainable goals create high levels of motivation and
performance if the goals are accepted by managers and accompanied by feedback

Listening to employees

Listening to the People who have "boots on the ground" is a simple but too- often - overlooked concept

.EVALUATINGEMPLOYEESE

evaluations, also called performance appraisal, should be done routinely for every job and employee.
Agribusiness managers must be able to determine whether their employees are doing an effective job with
a minimum of errors and disruptions. When appraising or evaluating an employee 's performance,
consider following these six steps:
1. Establish Performance Standard -Standards must be understable ,measurable, and reasonable.

2. Communicate the Standards and Expectation- employees must be told clearly and precisely what
the Standards and Expectation are the how they are to be met . Managers cannot assume that the workers
know.

3. Evaluate Performance and Achievementt- over a specified time period, evaluate the employees's
behavior to see if this or her activities and performance have met the Standards and achieved the
expectations.

4. Discuss the results of the evaluation with employees- Discuss each employee's Success and areas in
which improvement is needed. This meeting is an opportunity to be understanding and helpful and to
guide the employee to better performance conducting a performance appraisal is make suggestions to
increase employee performance even if they employee is already meeting or exceeding the standards.

Use the Evaluation Results to make personnel Decisions - Decisions about motions, salary increases,
additional training, and retention are all based one performance evaluation.

Laws Affecting the Management of Human Resources

Fair labor standards Act

- the (FLSA) addresses minimum wage and overtime. It establishes a standard 40-hour work week. This
means that you must pay time and a half to nonexempt employees who work more than 40 hours per
week. However, the FLSA exempts certain classification of employees from the overtime pay
requirements. This act also sets the minimum wage for employment and the minimum hourly wage rate
and minimum wage for most workers.

Social Security

the social security law established several social programs that meet the material needs of individuals and
families. The programs include retirement insurance, survivors insurance, disability insurance, hospital
and medical insurance for aged, disability income, and supplemental security income, among others.

Federal Insurance Contribution Act

the FICA actually imposes two separate taxes: One is the social security tax and the other is the
medicare tax. These taxe sare paid jointly, by both employer and employee, and are withheld from
wages.

Medicare

is the U.S national health insurance program that was established under the Federal Insurance
Contribution Act. Taxes are paid by both employer and employee; the employee's portionis withheld from
wages.

Equal Pay Act

the equal pay act prohibits discrimination in pay on the basis of sex when jobs are performed under
similar conditions and require equal skill, efforts, and responsibility.
Immigration Reform And Control Act

the Immigration Reform And Control Act (IRCA) requires employers to verify that applicants for
employment are authorized to work in the United States. It also set civil and criminal penalties for those
who knowingly employ unauthorized aliens.

Federal Unemployment Tax Act

under the Federal Unemployment Tax Act ,(FUTA ), workers can receive payments fora given period of
time or until they find new jobs , if they lost their jobs or their jobs were terminated through no fault of
their own.

Unemployment insurance is administered according to federal and state system, with employees receiving
a credit against federal tax for state taxes paid.

Laws That Apply to Agribusiness with more than 10 Employees

Occupational Safety and HealthAdministration Act

The OSHA requires all employers to provide a work place that is free from recognized hazards that cause,
or are likely to cause, death or serious physical harm to employees.

Laws That Apply to Agribusiness with more than 14Employees

Title VII of the Civil Rights Act

one of the most important pieces of legislation ever passed by Congress was the Civil Rights Act of 1964.
With much debate and contention, this actwas amended 97 times before it finally passed.

Americans with Disabilities Act

the Americans with Disabilities Act (ADA) prohibits employment discrimination on the basis of physical
or mental impairments that limit one or more major life activities.

Pregnancy Discrimination Act

the Pregnancy Discrimination Act prohibits employment discrimination based on pregnancy, childbirth,
or related medical conditions. It applies to employers with 15 or more employees, unions with 25 or more
members, employment agencies, and federal state, and local governments.

Laws That apply to Agribusiness with more than 19 employees

Age Discrimination in Employment Act

the (ADEA) prohibits discrimination against individuals over the age of 40 with respect to hiring ,
compensation, and terms, conditions, and privilege of employment, if such discrimination in based solely
or primarily on age.

Older Worker Benefits Protection Act

The ( OWBPA) is an amendment to the age Discrimination in employment Act. It prohibits

the (COBRA) included provisions pertaining to continuation of group health insurance when employment
is terminated. Administered by the U.S. Department of labor's Pension and Welfare Benefits
Administration.

Laws that Apply to Larger Agribusiness

Family and Medical Leave Act the family and medical leave act (FMLA) requires that employers provide
up to 12 weeks of unpaid leave, within any 12 month period, to employees for the care of a newborn or
adopted child for the care of a seriously I'll family members, or for treatment and care of the employees
own serious medical conditions.

Workers Adjustment and Retraining Notification Act

the WARN requires that employers give 60 days advance notice to employees of impending plant closure
or layoffs of 50 or more employees. This act applies to employers with 100 or more employees.

Employees Retirement Income Security Act

the (ERISA) governs the operations of pensions and retirement benefits provided by employers to their
employees. This act is enforced by the pension and Welfare Benefits Administration of the U.S.
Department of labor.