CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This section provides a brief introduction on the underlying concepts of this
project; sufficient background knowledge based on relevant literature reviews of
related works and thoughts with respect to the advancement of this project. At this
stage, critical examination is done with respect to other related works vis-à-vis the
current project under development and current trends of the project under
development. Evaluation is also done on previous systems or existing systems of
similar nature enumerating possible features which the current project had
identified.
2.2 Review of literature on employee management
Management is not only about managing resources and controlling expenses.
Although these are basic functions of management, there's more to management
than just managing resources and controlling expenses. Another extremely
important function of management is the ability to manage employees - especially
since they are the lifeline of any business. Given the downturn in the economy,
many businesses have not only been forced to lay off employees, but they've also
been forced to close their doors due to a lack in demand. However, there are also
businesses that have capitalized on the downturn of the economy to reduce
overhead and increase employee productivity even if the need does not exist. This
can certainly be a temporary fix, but squeezing everything out of employees does
not appear to be the solution for long term business success. With that in mind, this
project will dive into some of the common management issues that businesses and
leaders face today such as; the effects of poor leadership, not motivating
employees effectively, and not being able to manage conflict appropriately. Based
on the study of these management issues, the study concludes that poor leadership
can result in not providing proper direction and/or guidance to your employees to
meet company goals, not motivating employees can result in a decrease in
employee productivity, and not managing conflict can lead to low morale and even
a belief of inequality among the workgroup if issues are not handled properly.
Further research would be appropriate to explore solutions to these issues.
2.2.1 Employee Management Issues
Given the fact that every person and employee is different, managing employees
effectively continues to be one of the most common management issues that
businesses face in this demanding world of business. Businesses can certainly hire
employees that have great credentials and impressive resumes. However, managing
employees and addressing management issues effectively is just as important as
hiring employees with the proper experience and education in order to establish a
good employee base that will be instrumental for future success.
With the above in mind, this study will focus on several employee management
issues such as the effects of:
a) poor leadership,
b) not motivating employees effectively, and
c) not being able to manage conflict appropriately.
2.2.2 Review of related literature
1. Poor leadership
Employees not only need guidance from their managers or leaders, but they also
need to know that they will be there to help them when they need them or to help
put things back on the right track. Leadership need not imply that a leader is, by
nature, wise, and inspirational. Darker forces sometimes drive leaders as well as
their followers. Bad leadership is as ubiquitous as it is insidious (Kellerman, 2007,
Pg. 17). Kellerman (2007) further points out that, "Like good leaders, bad leaders
are characterized by traits such as intelligence, high energy, strong drive for power
and achievement, decisiveness, and determination. Bad leaders have a skill set that
ranges from being good at communicating to being good decision making.
Kellerman (2007) also describes bad leaders as, "incompetent, rigid, intemperate,
callous, corrupt, insular, and evil" (Kellerman, 2007, Pg. 17). McGowan (2010)
also notes, "Leadership can't lead if it can't see" (McGowan, 2010, Pg. 3).
Many leaders/managers are not successful due to their authoritative leadership
styles, resulting in increased communication gap with their employees. Such
leaders are unable to earn the respect and loyalty of their employees, who simply
follow their orders because of their authority. Accordingly, there is a greater
possibility of turnover and absenteeism by the valuable workforce (Ahmed,
Shields, White, Â &Â Wilbert, 2010, Pg. 108). Fowlie & Wood (2009) further
illustrate from one of their studies that, "bad leadership equates to a lack of self-
management and relationship management competencies" (Fowlie & Wood, 2009,
Pg. 568). Lack of communication and guidance from management simply
exacerbates existing or potential problems. As a result, this could then leave the
employees feeling like no one is listening and the relationship between employees
and management starts deteriorating.
2. Poor motivation
Once the relationship between employees and management starts to deteriorate,
this can then lead to motivational issues. Managers need to realize that every
employee is different. Some employees prefer to work independently while others
like the continued feedback and support from their leaders. As Lazenby (2008)
notes, "a one-size-fits-all approach to employee motivation doesn't work.
Challenges that motivate one person might actually discourage another. Some
individuals seem to have a high need for praise and recognition, even when their
work is mediocre; others don't seem to care about those things" (Lazenby, 2008,
Pg. 22). As Lazenby (2008) further points out, "People are different, and we need
to master the skills needed to motivate different people" (Lazenby, 2008, Pg. 23).
While some employees might be motivated by monetary rewards, managers also
need to be aware that motivation could also depend on the age of the employee.
Although one might not think that age is a factor when it comes to motivating
workers - it actually is. Younger employees tend to be more motivated by
monetary rewards and older employees are generally motivated by other factors.
As Kauffman (1987) points out, "aging, in itself, does not lead to mental
impairment, such as memory loss or a breakdown in intellect.
They [older workers] may no longer be striving for top pay; they may see the need
for better balance between work life and home life; their children may be self-
supporting and their monetary needs are no longer a driving force" (Kauffman,
1987, Pg. 43). Not motivating employees can then lead to inter-departmental or
departmental conflict - especially if employees believe inequality exists.
Not managing conflict appropriately
Conflict in the workplace is not always a bad thing. However, conflict that's not
managed properly can certainly lead to bigger problems. Occasional conflict, if
managed appropriately, can lead to creativity, better decision-making, and
improved results.
However, too much conflict can lead to a decrease in performance and group
cohesion (Sikes, Gulbro, & Shonesy, 2010, Pg. 48). Assael (1969) further notes
that, "constructive conflict results in improved communications between
organizations, allowing for legitimate differences of interests and beliefs to
emerge" (Assael, 1969, Pg. 578). Culture wars can occur when the beliefs and
habits of one cultural group come to dominate the norms of the workplace, making
it difficult for members of other groups to be included, understood, and to attain
success (Turner, 2007, Pg. 244).
If conflict is not managed properly the results can ultimately affect the company's
bottom line. They "can substantially impact the vital organizational objective of
serving customers (Tjosvold, Dann, & Wong, 1992, Pg. 1). It is generally agreed
by the organization theorists that organizational conflict should be managed rather
than resolved to enhance individual, group, and system wide effectiveness. The
management of organizational conflict involves the diagnosis of and intervention
in conflict at intrapersonal, interpersonal, intragroup, and intergroup levels (Rahim,
Afzalur, Garrett, & Buntzman, 1992, Pg. 423-424). Rahim, Afzalur, Garrett, &
Buntzman further point out that, "the difference between resolution and
management of conflict is more than semantic. Conflict resolution implies
reduction or elimination of conflict, whereas the management of conflict does not
necessarily imply reduction or elimination of conflict (Rahim, Afzalur, Garrett, &
Buntzman, 1992, Pgs. 423-424).
Conflict is almost certain to occur in work teams due to the fact that they are
comprised of different people possessing different perceptions, personalities, and
behaviors. Although incredibly effective, work teams may stumble upon barriers
which must be overcome to allow for growth and continuation towards the
common goals of the group.
Unfortunately conflict can't be managed by walking away. You have to tackle the
issue and, "the important takeaway is not necessarily knowing how to eliminate
conflict all together, but to eliminate the problems before they begin or be prepared
to deal with the conflict as it is presented" (Sikes, Gulbro, & Shonesy, 2010, Pg.
48).
2.2.3 Conclusion
Employee management issues can have adverse effects to any business and
ultimately to their bottom line. Furthermore, unaddressed issues and/or poor
leadership tend to have a rippling effect that can start with one employee and work
its way through departments or even entire company's if not addressed accordingly.
Not managing employees appropriately can also lead to reduced opportunities not
only for the employee, but for the company. In summary, poor leadership can
result in not providing proper direction and/or guidance to your employees to meet
company goals, not motivating employees can result in a decrease in employee
productivity, and not managing conflict can lead to low morale or even a belief of
inequality among the workgroup if issues are not handled properly.
As Ahmed, Shields, White, & Wilbert (2010) point out, "Managers must have a
mind-set to think beyond their job titles and focus more on developing and
inspiring employees to accomplish organizational goals." After all, "The ultimate
goal of an organization is to maximize shareholders' value and profitability, which
is accomplished by integrating strong leadership with formal and informal
communication networks" (Ahmed, Shields, White, & Wilbert, 2010, Pg. 119).
2.3 Review of Related Applications
We analyzed the biggest, most popular websites that let users review service-based
businesses. Read on for a sense of the size and relative reach of each of these sites,
as well as a look at the costs and benefits of becoming a member, and the policies
that protect the site from spam and shield the business owner from abuse.
2.3.1 OrangeHRM
This is a powerhouse human resources tool that any small or midsize business can
benefit from using. With Orange HRM, you have options: You can download and
install the system on your own hardware, or you can purchase a hosted solution. To
get prices for the hosted solution, you have to contact them from their “Request a
Quote page”. OrangeHRM's features include: fully modular, add-ons (e.g.,
benefits, employee self -service, training, budget, job and salary history, etc.) For
purchase, all standard HR functions (employees, leave, benefits, performance,
etc.), and more.
The installation is fairly straight-forward. With a self-extracting Windows installer
or full-source installations for Windows, Mac, and Linux, you can get Orange
HRM up and running on nearly every platform. If you don't have the hardware or
the skills to set up Orange onsite, you can request a quote for a hosted instance of
Orange HRM. You can also purchase support plans and customizations.
2.3.2 Simple HRM
Simple HRM, offers an open source version of its professional platform. This
version offers time management, and it can be installed on either a WAMP
(Windows Apache MySQL PHP) or LAMP (Linux Apache MySQL PHP) server.
Once installed, Simple HRM offers every feature you need to solidify your HRM
department: employee information, leave management, travel management,
expense management, benefit management, and task reporting. Simple HRM
allows you to assign a CV to an employee and define eligibility for rehire. Each
major module offers plenty of granular control, and the user interface is well laid
out.
2.3.3 Waypoint HR
Waypoint NHR is the HR software for any small or midsize company looking for a
platform that nearly any user, of any experience level, can use. Waypoint HR can
manage employee data, which include:
Personal details
Holiday/sickness/absence history
Employment/contract/job/salary details
Discipline and grievance records
Performance appraisals
Exit interviews and termination A five-step add employee wizard
Export reports to PDF
Multi-site facility layering Waypoint HR also offers an active online support
forum, a dedicated support website (which includes developer support), as well as
an on-demand solution (for those that do not want to bother with the installation of
Waypoint HR on a local machine). To get a quote for the on-demand solution, visit
this page, fill out the questionnaire, and wait to hear from Waypoint HR
Waypoint HR also offers an active online support forum, dedicated support
website (which includes developer support), as well as an on-demand solution (for
those that do not want to bother with the installation of Waypoint HR on a local
machine). To get a quote for the on-demand solution, visit this page, fill out the
questionnaire, and wait to hear from Waypoint HR.
2.3.4 Sage HR Africa
Sage HR Africa offers world-class HR and payroll software and services to the
African Continent. We have an African footprint of 35 countries that includes an
extensive network of Strategic and Business Partners that can assist you with
installation, training and anyone-site support that your business requires. We are
committed to providing robust, innovative and easy-to-use Human resource and
software applications that will make your business life so much easier. We ensure
statutory compliance with local authorities and with our software your business is
always in line with country-specific payroll and HR rules and regulations. Our HR
and Payroll software is ideal for any size and type of business. Whether you are
just starting out, or if you have an existing business that is growing, Sage HR
Africa’s software solutions aim to support the growth of your business and to
develop an ongoing partnership with you, our potential customer, for the long-
term.
2.4 SUMMARY
The literature review in this chapter has looked at a brief overview of existing HR
and employee management systems and what procedures have to be followed
when executing these HR tasks. Various front and back end technologies were also
reviewed highlighting the advantages and disadvantages of their use, lastly the
chapter looked at the importance of security over the Internet and suggested ways
in which a web application can be made secure. The next chapter will take a look
at the system analysis of the developed system.
References
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2. Nevogt, D. (2016) Employee management system: Why and how to start using
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(Accessed: 5 October 2016).
3. Review of literature on employee management : (10/18/2016 ,10 :34am )
[Link]
employeemanagement- [Link]