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Recruitment & Selection Process

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Human Resource Management

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HUMAN RESOURCE MANAGEMENT

ANSWERS TO UNIVERSITY QUESTION PAPERS (1998, 1999, 2000, 2001, 2002) Master your semester with Scribd & The New York Times Special offer for students: Only $4.99/month.

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INDEX

HUMAN RESOURCE MANAGEMENT ( H R M ) STRATEGIC HUMAN RESOURCE MANAGEMENT: HUMAN RESOURCE DEVELOPMENT TEAM EFFECTIVENESS HUMAN RESOURCE PLANNING ( H R P ) JOB ANALYSIS JOB DESCRIPTION JOB SPECIFICATIONS JOB EVALUATION JOB DESIGN DESIGNING JOBS – MOTIVATING JOBS JOB SATISFACTION WORK SAMPLING RECRUITMENT & SELECTION TRAINING & DEVELOPMENT INDUCTION & ORIENATION PERFORMANCE APPRAISALS INCENTIVES BASED COMPENSATION HUMAN RESOURCE AUDIT MOTIVATION THEORIES MORALE PERSONNEL POLICIES WORKERS’ PARTICIPATION IN MANAGEMENT UNIONS ORGANIZATIONAL DOWNSIZING MEANING OF ORGANIZATION STRUCTURE

Master your semester with Scribd Read Free Foron 30this Days Sign up to vote title HUMAN RESOURCE MANAGEMENT ( H R M ) & The New York Times  Useful  Not useful Special offer forDefinition students: Only $4.99/month. 1 – Integration

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“HRM is a series of integrated decisions decisions that form the employment employment relationship relationship

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Definition 3 – Applicability “HRM planning, planning, organizing, organizing, directing directing and controlli controlling ng of the procurement, procurement, develo compensation, integration, maintenance and separation of human resources to the e individual, organizational and social objectives are accomplished.” MEANING OF HRM: -

HRM is management function that helps managers to recruit, select, train and d members for an organization. Obviously HRM is concerned with the people’s dimens organizations. HRM refers to set of programs, functions, and activities designed and out

Core elements of HRM P e o p l e : Orga Organi niza zati tion ons s me mean an peop people le.. It is the the peop people le who who staf stafff and and • organizations. M a n a g e m e n t : HRM involves application of management functions and princip • acquisitioning, developing, maintaining and remunerating employees in organizat I n t e g r a t i o n & C o n s i s t e n c y : Decisions Decisions regarding regarding people must be integ • consistent. I n f l u e n c e : Decisions must influence the effectiveness of organization resulti • betterment of services to customers in the form of high quality products supp reasonable cost. A p p l i c a b i l i t y : HRM principles are applicable to business as well as non-bu • organizations too, such as education, health, recreation and the like. OBJECTIVES OF HRM: -

1. S o c i e t a l O b j e c t i v e s : To be ethically and socially responsible to the nee

challenges of the society while minimizing the negative impact of such demand the organization. io n a l O b j e c t i v e s: s : To recogn recogniz ize e the the role role of HRM HRM in bring bringin in 2. O r g a n i z a t io organizational effectiveness. HRM is only means to achieve to assist the organ with its primary objectives. s : To main mainta tain in depar departm tmen ent’ t’s s cont contri ribu buti tion on and and 3. F u n c t i o n a l O b j e c t i v e s: services at a level appropriate to the organization’s needs. 4. P e r s o n a l O b j e c t i v e s : To assist employees in achieving their personal go least in so far as these goals enhance the individual’s contribution to the organi This is necessary to maintain employee performance and satisfaction for  the purp Read Free For 30 Days Sign up to vote on this title maintaining, retaining and motivating the employees in the organization. 


SCOPE OF HRM: -

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6. Train Trainin ing g & Deve Develo lopm pment ent 7. Perfo Perform rman ance ce Appra Apprais isal als s 8. Job Job Eval Evalua uati tion on 9. Employ Employee ee and Execu Executiv tive e Remuner Remunerati ation on 10. Motivation Motivation 11. Communicati Communication on 12. Welfare Welfare 13. Safety Safety & Health 14. Industrial Relations 7 Categories of Scope of HRM 1. Intr Introd oduc ucti tion on to HRM HRM 2. Em Empl ploy oyee ee Hiri Hiring ng 3. Employ Employee ee and Execu Executiv tive e Remuner Remunerati ation on 4. Em Empl ploy oyee ee Moti Motiva vati tion on 5. Em Empl ploy oyee ee Main Mainte tena nanc nce e 6. Indu Indust stri rial al Rel Relat atio ions ns 7. Pros Prospe pect cts s of of HRM HRM ROLE OF HRM Advisory Role: HRM HRM advi advise ses s mana manage geme ment nt on the the solu soluti tion ons s to any any 1. Advisory

affecting people, personnel policies and procedures. Personnel nel Polici Policies: es: Organ Organiz izat atio ion n Struc Structu ture, re, Soci Social al Resp Resp a. Person Empl Em ploy oyme ment nt Terms Terms & Cond Condit itio ions ns,, Comp Compen ensa sati tion on,, Care Career er & Pr Training & Development and Industrial Relations. b. Personnel Personnel Procedures Procedures:: Rela Relati ting ng to manp manpow ower er plan planni ning ng pro recruitment and selection procedures, and employment procedures, t procedures, procedures, management management development development procedures, procedures, performance performance procedures, procedures, compensat compensation ion procedures, procedures, industrial industrial relations relations proced health and safety procedures. Functional Role: The person personnel nel functi function on interpr interprets ets and helps helps to com 2. Functional personnel policies. It provides guidance to managers, which will ensure that policies are implemented.

3. Service Role: Personnel function provides services that need to be carried full time specialis specialists. ts. These services services constitute constitute the main activities activities carried pers person onnel nel depa depart rtme ment nts s and and invo involv lve e the the impl implem emen enta tati tion on of the the poli poli Read Free For 30 Days Sign up to vote on this title procedures described above. 


Role of HR Managers (Today)

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7. Management of Manpower Resources: Broadly concerned with leadership the group and individual relationships and labor-management relations. Role of HR Managers (Future) 1. 2. 3. 4. 5. 6. 7.

Protection Protection and and enhancemen enhancementt of human human and and non-huma non-human n resources resources Finding Finding the best way of of using people people to accompli accomplish sh organizatio organizational nal goals goals Improv Improve e organiza organizatio tional nal perfor performan mance ce Integration Integration of techniqu techniques es of informati information on technology technology with with the human resources resources Utilizing Utilizing behaviora behaviorall scientist scientists s in the best best way for for his people people Meeting Meeting challenges challenges of of increasing increasing organiz organization ational al effectiven effectiveness ess Managi Managing ng diverse diverse workfor workforce ce

FUNCTIONS OF HRM ALONG WITH OBJECTIVES HRM Objectives Social Objectives (3)

Organizational Objectives (7)

Functional Objectives (3)

Personal Objectives (5)

Supporting HRM Functions Legal Compliance Benefits Union Management Relations Human Resource Planning Employee Relations Recruitment & Selection Training & Development Performance Appraisals Placement & Orientation Employee Assessment Performance Appraisals Placement & Orientation Employee Assessment Training & Development Performance Appraisals Placement & Orientation Compensation Employee Assessment

Managerial Functions of HRM

1. Planning: Plan and research about wage trends, labor market conditions, union

demands and other with personnel benefits. Forecasting manpower needs etc. Master your semester Scribd Free For 30 Days Sign up to vote this title authoritie resources byon creating 2. Organizing: Organizing manpower and material Read  for the achievement of organizational goals and objectives. & The Newresponsibilities York Times Useful Not useful   Staffing: Recruitment & Selection Special offer for3. students: Only $4.99/month.

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4. Directing: Issuance of orders and instructions, providing guidance and motivatio

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Separations: Managing separations caused by resignations, terminations, lay off death, medical sickness etc.

C H A LL L L EN EN GE GE S O F H R M I N I ND N D I AN AN MODERN MANAGEMENT

E C ON ON OM OM Y

or

C H A LL L L EN EN G

ti o n : - Growing Growing internation internationaliza alization tion of business business has its impact on 1. G l o b a l i z a ti

terms of problems problems of unfamiliar unfamiliar laws, languages languages,, practices, practices, competitions, competitions, att management styles, work ethics and more. HR managers have a challenge to de more functions, more heterogeneous functions and more involvement in emp personal life.

C o r p o r a t e R e - o r g a n i z a t i o n s : - Reorganization relates to mergers and acqui joi joint nt vent venture ures, s, take take over, over, inte intern rnal al rest restruc ructu turin ring g of orga organi niza zati tion ons. s. situations, it is difficult to imagine circumstances that pose a greater challen HRM than reorganizations itself. It is a challenge to manage employees’ a uncertainties, insecurities and fears during these dynamic trends.

N e w O r g a n i z a t i o n a l f o r m s : - The basic challenge to HRM comes from the ch charac character ter of compet competiti itions ons.. The compet competiti ition on is not between between indivi individua duall between constellations of firm. Major companies are operating through a c web of strategic alliances, forgings with local suppliers, etc. These relatio give birth to completely new forms of organizational structure, which highly upon a regular exchange of people and information. The challenge for HR cope with the implications of these newly networked relations more and m plac place e of more more comf comfort ortab able le hiera hierarc rchi hica call relat relatio ions nshi hips ps that that exis existe ted d wi organizations for ages in the past.

2. C h a n g i n g D e m o g r a p h i c s o f W o r k f o r c e : - Changes in workforce are

refle reflect cted ed by dual dual care career er coup couple les, s, larg large e chun chunk k of youn young g blood blood betwe between en superannuating employees, working mothers, more educated and aware worke These dynamic workforces have their own implications for HR managers and from point of view is a true challenge to handle. h a ng n g ed ed 3. C ha

e mp m p lo l o ye y e e e xp x p ec e c ta t a ti t i on o n s: s : - Wit With the cha changes nges in demographics, employee expectations and attitudes have also transformed. Tra allurements like job security, house, and remunerations are not much attractive rather employees are demanding empowerment and equality with management. it is a challenge challenge for HRM to redesign redesign the profile profile of workers, and discover new m Read Free For 30 Days Sign up to vote on this title of hiring, training, remunerating and motivating employees. 

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ew In d u$4.99/month. s t r i a l R e l a t i o n s A p p r o a c h : - In today’s dynamic world, even Special offer forN students: Only

have understood that strikes and militancy have lost their relevance and unio

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a g i n g t h e M a n ag ag e r s: s : - Manage Managers rs are unique unique tribe tribe in any socie 4. M a n ag

believe they are class apart. They demand decision-making, bossism, and oper freedom. freedom. However in the post liberalizati liberalization on era, freedom given to managers managers is misused to get rid of talented and hard working juniors. The challenge of HRM is manage this tribe? How to make them realize that the freedom given to them enable them make quick decisions in the interest of the organization and not to to witch-hunting.

5. W e a k e r S o c i e t y i n t e r e s t s : - Another challenge for HRM is to protect the in

of weaker sections of society. The dramatic increase of women workers, minoritie other backward communities in the workforce has resulted in the need for organiz to reexamine their policies, po licies, practices and values. In the name of global competitio productivity and quality the interests of the society around should not be sacrifice a challenge of today’s HR managers to see that these weaker sections are neither denied their rightful jobs nor are discriminated against while in service.

6. C o n t r i b u t i o n t o t h e s u c c e s s o f o r g a n i z a t i o n s : - The biggest challe

an HR manager is to make all employees contribute to the success of the organiza an ethical and socially responsible way. Because society’s well being to a large depends on its organizations.



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“Strategic Management is that set of managerial decisions and actions that determ long-t long-term erm perform performanc ance e of a corpor corporati ation. on. It includ includes es env enviro ironme nmenta ntall scanni scanning, ng, formulation, strategy implementation and evaluation and control.”

The study study of strate strategic gic manage managemen mentt theref therefore ore emphas emphasize izes s monito monitorin ring g and eva enviro env ironme nmenta ntall opport opportuni unitie ties s and threat threats s in the light light of a corpor corporati ation’s on’s strengt strengt weaknesses. Steps in Strategic Management: Analyze e the Opportu Opportunit nities ies and Threat Threats s in 1. E n v i r o n m e n t a l S c a n n i n g : Analyz

Environment n : Formulate Strategies to match Strengths and Weakn 2. S t r a t e g y F o r m u l a t i o n: It can be done at Corporate level, Business Unit Level and Functional Level. o n : Implement the Strategies 3. S t r a t e g y I m p l e m e n t a t i on 4. Evaluation & Control: Ensure the organizational objectives are met. IMPORTANCE & BENEFITS OF STRATEGIC MANAGEMENT • • • • • • • • • • • •

Allows identification, prioritization and exploration of opportunities. Provides an objective view of management problems. Represents framework for improved co-ordination and control Minimizes the effects of adverse conditions and changes Allows major decisions to better support established objectives Allows more effective allocation of time and resources Allows fewer resources and lesser time devoted to correcting ad hoc decisions Creates framework for internal communication Helps to integrate the individual behaviors Provides basis for the clarification of responsibilities Encourages forward thinking Encourages favorable attitude towards change.

ROLE OF HRM IN STRATEGIC MANAGEMENT

Role Role in Strat Strategy egy Formul Formulati ation: on: HRM HRM is in a un uniq ique ue posit positio ion n to supp supply ly co intell intellige igence nce that that may be useful useful in strate strategy gy formul formulati ation. on. Detail Details s regardi regarding ng incentive plans used by competitors, opinion survey data from employees, elicit infor about customer customer complaints complaints,, information information about pending legislati legislation on etc. can be prov HRM. Unique HR capabilities serve as a driving force in strategy formulation.  Read Free Foron 30this Days Sign up to vote title

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and HRM effectively requires more than selection from a series of practice choice

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Human resource development is a process to help people to acquire competencies incr increa ease se thei theirr know knowle ledg dge, e, skil skills ls and and capa capabi bili liti ties es for for bett better er perf perform orman ance ce an productivity. Proactive HRD Strategies for long term planning and growth

In today’ today’s s fast fast changi changing, ng, challe challengi nging ng and compet competiti itive ve env enviro ironme nment nt HRD has to proactive approach that is to seek preventive care in human relations. Using HRD str maximizations of efficiency and productivity could be achieved through qualitative gr people with capabilities and potentialities to grow and develop. HRD is always a func proper utilization of creative opportunities and available environment through acquis knowledge, skills and attitudes necessary for pr oductive efforts.

Long-term growth can also be planned by creating highly inspired groups of employe high aspirations aspirations to diversify diversify around core competencies competencies and to build new organ responses for coping with change. A proact proactive ive HRD strat strategy egy can implemen implementt activi activitie ties s that that are geared geared up and dir improving personal competence and productive potentialities of human resources.

Following strategic choices can be considered which would help today’s organizat survive and grow.

Change Management: Manage change properly and become an effective change rather than being a victim of change itself. Values: Adopt Adopt proact proactive ive HRD measur measures, es, which which encoura encourage ge values values of opennes opennes autonomy, proactivity and experimentation. Maximi Maximize ze produc productiv tivity ity and effici efficiency ency:: Throug Through h qualit qualitati ative ve growth growth of peo capabiliti capabilities es and potentialitie potentialities s to grow and develop develop thrive thrive to maximize maximize producti efficiency of the organization. Activities Activities directed to competence competence building: building: HRD activities need to be geared direct directed ed at improv improving ing persona personall compet competenc ence e and product productive ive potent potential ialiti ities es of ma resources.



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What do we mean by team effectiveness? A team can be considered to be effective if their output is judged to meet or exc expectations of the people who receive the output. Producing a quality output enough to judge the effectiveness of the team. The second criteria, is that the team should still be able function effectively aft have completed their task. It should not be torn apart by dissension. Finally, effectiveness is judged by whether the team feels satisfied with its eff the team members are pleased with their efforts, if the experience has been one, if time spent away from their normal work has been worth the effort, th has likely been effective. •

•

•

What then are the factors that contribute towards an effective team?

There are three areas of group behavior that must be addressed for teams to be ef The The team team must must work work hard. hard. The effo effort rt that that the the team team puts in to get the the job job dependent on whether the nature of the task motivates the members of the tea whether the goals are challenging. The team must have the right mix of skills to b the table. These skills include technical, problem solving and interpersonal skills. Th must must be able able to develo develop p appropr appropria iate te approac approaches hes to problem problem solvin solving. g. This This dep developing a plan of attack and using appropriate techniques for analysis. The follow following ing factors factors contr contribu ibute te to hard hard work, work, skill skill develo developme pment nt and effect effective ive solving strategies: The task itself should be motivating. •

•

•

The task itself should be seen as being worthwhile. It needs to be a whole p work with a clear and visible outcome so that people can feel a sense of ownersh The outcome of the task should be perceived as being important to other people It should affect others in the organization or impact on the external customer. The job should provide the team with an opportunity for self-regulation. They decide how the work is to be done. Meaningful feedback should be provided on t well the team is performing.

The team needs challenging goals, which are clearly defined.

When challenging goals are set the team will mobilize its efforts to find innovativ to achieve feats that may have been considered impossible. Providing a challeng is the most important motivator to sustain group effort.  it is p Goals provide a sense of direction to the team soRead thatFree when occurs Forconflict 30this Days Sign up to vote on title  to channel the conflict more constructively by returning to the goals for direction Useful Not useful  have  opportunity The team needs to buy in to the goals. They must opportunity to buy Cancelthe anytime. Special offer for students: Only $4.99/month. commit to achieving the goals. Goals need to be challenging, but not imposs achieve. They also need to be measurable so that progress towards achieving th •

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staff so that the team has the right balance. Providing relevant training then ma any shortfall in skills. Technical Technical skills skills are required. For teams who are trying to improve improve a process th across across depart departmen mentt bounda boundaries ries,, each each funct function ion should should be repres represent ented. ed. One achieve a balance of skills. This means avoiding having a preponderance of ski experience in one specialized area. Sheer numbers may weigh the solution towa dominant group. In the case of permanent work teams it is likely that team members will not h the task relevant skills at the onset. When the group is new, it is likely that me will bring narrow skills learned in their old roles. They will need to develop b skills for the new job. To ensure that this is done, training and coaching sho provided. The members of the team need to have problem solving and decision-making s well as technical skills. When a business is making its first venture into team work, it is likely that people will not have a good grasp of the techniques rela problem analysis and solution. These relevant skills must be acquired, so it will be necessary to provide training a period of time staff will become experienced in problem solving techniques a organizatio organization n will develop a repertoire repertoire of skills skills among the staff so this training training w always be necessary. Interpersonal skills are also important. This is not as obvious as it may sound people do not listen well. Listening is much more than being quiet when some talking. Active listening is required. Many people do not speak to the point but on or go off at a tangent. Most people do not take criticism well and tend defensive about their own opinions.

Agree on a code of conduct. conduct . •

•

At the beginning of the team project it is important to develop a code of cond meetings. The team needs to agree on a set of rules to ensure that their effo purposeful and that all members contribute to the work. The most most critic critical al rules rules pertain pertain to attend attendanc ance, e, open discus discussio sion, n, using using an approach, not pulling rank over other members, planning the work and sharin assignments. This will ensure that the work is done well and done on time.

The team must develop effective problem solving strategies.

For the team to be able to develop an appropriate strategy, it must have definition of the problem, know what resources it has available and the limit  understand the expectations. It must then develop aFree problem-solving plan, ba Read Foron 30this Days Sign up to vote title  the approach suggested in the section on continuous improvement. Useful Not useful  Their  When this does not happen, people are passive. Cancel skills anytime. and knowledge a Special offer for students: Only and $4.99/month. utilized they waste their time. •


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There are two important issues facing these teams. One is getting started a other is handing over the recommendations for implementation. The key to started is to ensure that the team is committed to achieving an agreed set of Goals serve to focus the team's te am's effort. Impl Im plem emen enta tati tion on is impo import rtan ant. t. It will will not not just just happ happen en;; it mu must st be plan plan implementers must be brought into the solution stage so that they develop a se ownership ownership towards the solution solution and buy into it. The best way to do this is to problem solving team do the implementation. Another approach is to phase the implementers into the team so that the mem changes prior to the implementation. Whatever approach is used one should rem that the idea is to implement a solution and not to produce a report. Work teams are different in that they are a fixed part of the organization. They h ongo ongoin ing g func functi tion on,, whic which h is to cont control rol a set set of acti activi viti ties es that that make make up a operation operation in the overall business process. process. They need to focus on the critical critical fac their process and to control these factors to ensure a quality product.



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“HRP is a Process, by which an organization ensures that it has the right number an of peopl people e at the the righ rightt plac place, e, at the the righ rightt time time,, capa capabl ble e of effe effect ctiv ivel ely y and and completing those tasks that will help the organization achieve its overall objectives.”

Definition 3: - Translation of objectives into HR numbers “HRP is a process of translating organizational objectives and plans into the num workers needed to meet those objectives.” MEANING / PURPOSE OF HRP •

•

• •

•

In simple words HRP is understood as the process of forecasting an organization’s demand for and supply of the right type of people in the right numbers. It is only after HRP is done, that the company can initiate and plan the recruitme selection process. HRP is a sub-system in the total organizational planning. HRP facilitates the realization of the company’s objectives by providing right ty right number of personnel. HRP is importa important nt becaus because e withou withoutt a clearclear-cut cut manpow manpower er planni planning, ng, estima estima organization’s human resource need is reduced to mere guesswork.

NEED & IMPORTANCE OF HRP

F o r e c a s t f u t u r e p e r s o n n e l n e e d s : To avoid the situations of surplus or def of manpower in future, it is important to plan your manpower in advance. For this p a proper forecasting of futures business needs helps you to ascertain our future ma needs. From this angle, HRP plays an important role to predict the right size of man in the organization. C o p e w i t h c h a n g e : HRP enables an enterprise to cope with changes in comp forces, markets, technology, products and government regulations. Such changes ge changes in job content, skills demands and number of human resources required. C r e a t i n g h i g h l y t a l e n t e d p e r s o n n e l : Since jobs are becoming highly inte and incumbents getting vastly professionalized, HRP helps prevent shorta labor caused by attritions. Further technology changes would further upgr degrade jobs and create manpower shortages. In these situations only ac human resource planning can help to meet the resource requirements. Furth is also an answer to the problems of succession planning. P r o t e c t i o n o f w e a k e r s e c t i o n s : A well-conceived personnel planning wou help help to protect protect the interes interests ts of the SC/ST, SC/ST, physic physicall ally y handic handicapp apped, ed, childr children en of oppre oppress ssed ed and and back backwa ward rd clas classe ses s who who enjo enjoy y a cert certai ain n perce percent ntag age e of em empl pl  notwithstanding the constitutional provisions of equalRead opportunity forDays all. Free Foron 30 Sign up to vote this title  I n t e r n a t i o na n a l s t r a t e g i e s: s : Internation International al expansion expansion strategies strategies largely largely depen Useful Not useful  the need for HRP effective HRP. With growing trends towards globaloperations, Cancel anytime. Special offer forbecomes students: Only $4.99/month. more important as the need to integrate HRP more closely into the organ keeps growing. This is also because the process of meeting staffing needs from


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1. Upper managem management ent has a better view view of HR dimensions dimensions of of business business 2. Manage Managemen mentt can anticip anticipate ate imbalanc imbalances es before before they become become unmanage unmanage expensive. 3. More More time time is provi provided ded to to locate locate tale talent nt 4. Better opportun opportunities ities exists exists to includ include e women and minoriti minorities es in future future growth p 5. Better planning planning of assignment assignments s to develop develop managers managers 6. Major and and successf successful ul demands demands on local local labor labor markets markets can can be made. HRP SYSTEM HRP System as such includes following elements or sets for planning. Overall Organization Objectives Business Environment Forecasting Manpower Needs Assessing Manpower Supply Matching Manpower Demand-Supply factors Based on these elements we can draw “HRP System Architecture” as under.

Business Environment

Organization Objectives & Goals

Manpower Forecast

Manpower Supply Assessment

Manpower Programming Manpower Implementation Control & Manpower Evaluation



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HRP PROCESS

Organizational Objectives & Policies: The object objective ives s of HR plan plan must must be derived derived from from organiz organizati ationa onall object objective ives s lik requirements of numbers and characteristics of employees etc. HRP needs to sub-se overal overalll object objective ives s by ensuri ensuring ng availa availabil bility ity and utiliz utilizati ation on of human human resour resources ces policies need to be formulated to address the following decisions. Internal Hiring or External Hiring? Training & Development plans Union Constraints Job enrichment issues Rightsizing organization Automation needs Continuous availability of adaptive and flexible workforce • • • • • • •

Manpower Demand Forecasting: It is the process of estimating the future quantity and quality of people required. The basis should be annual budget and long term corporate plans Demand forecasting should be based on following factors. Internal Factors: • • • • •

Budget constraints Production levels New products and services Organizational structure Employee separation

External Factors: • • • • •

Competition environment Economic climate Laws and regulatory bodies Technology changes Social Factors

Reasons for Manpower Demand Forecasting: -

To quantify jobs To determine the Staff-mix To assess staffing levels and avoid unnecessary costs Prevent shortages of people Monitor compliances of legal requirements with regards to reservations  Read Free Foron 30this Days Sign up to vote title  Manpower Forecasting Techniques: Useful Not useful • • • •


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Management Judgment: In this techniques managers across all the levels deci fore foreca cast st on thei theirr own own judg judgme ment nt This This can can be botto bottomm-up up or toptop-do down wn appr appr

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Flow Models: This technique involves the flow of following components. Determ time time requi required red,, Esta Establ blis ish h cate catego gori ries es,, Coun Countt annu annual al move moveme ment nts, s, Esti Estima mate te transitions. Here demand is a function of replacing those who make a transition. Manpower Supply Forecasting: This process measures the number of people likely to be available from within and the the orga organi niza zati tion on afte afterr maki making ng allo allowa wanc nce e for for abse absent nteei eeism sm,, inte intern rnal al move moveme me promotions, wastages, changes in hours and other conditions of work. Reasons for Manpower Supply Forecasting: • • • •

Clarify Staff-mixes exist in the future Assess existing staff levels Prevent shortages Monitor expected future compliance of legal requirements of job reservations

Supply Analysis covers:

Existing Human Resources: HR Audits facilitate analysis of existing employees wit and abilit abilities ies.. The existi existing ng employ employees ees can be categor categorize ized d as skills skills invent inventori ori managers) and managerial inventories (managers) Skill inventory would include the following; • • • • • • • •

Personal data Skills Special Qualifications Salary Job History Company data Capabilities Special preferences

Management inventories would include the following • • • • • •

Work History Strengths Weaknesses Promotion Potential Career Goals Personal Data Number and Types of Subordinates Total Budget Managed Previous Management Duties

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New experiences Replenish lost personnel Organizational growth Diversification External sources can be colleges and universities, consultants, competitors and uns applications. • • • •

HR Plan Implementation: -

A series of action programs are initiated as a part of HR plan implementation as unde

R e c r u i t m e n t & S e l e c t i o n : Employees are hired against the job vacancies. Ba the manpower demand and supply forecasts made, hiring of employees is initiated on supply forecasts. For this internal and external sources of manpower are utili formal formal selection board is establish established ed to interview and select the best of the candi the required vacancies. Finally the selected employees also need to be placed on jobs. Here some companies recruit employees for specific jobs while others recru trainees in large number and train them for future manpower needs. T r a i n i n g a n d D e v e l o p m e n t : The training and development program is charted cover the number of trainees, existing staff etc. The programs also cover the identi of resourc resource e personn personnel el for conduc conductin ting g develop developmen mentt progra program, m, frequen frequency cy of tra development programs and budget allocation. R e t r a i n i n g a n d R e d e p l o y m e n t ; New skills are to be imparted to existing sta technology changes or product line discontinued. Employees need to be redeployed t departments where they could be gainfully employed. R e t en e n t i on o n P l an a n : Rete Retent ntio ion n plan plans s cove coverr acti action ons, s, whic which h woul would d reduc reduce e separations separations of employees. employees. Using Using compensat compensation ion plans, plans, performance performance appraisals appraisals,, conflicts, providing green pastures etc, can do this. D o w n s i z i n g p l a n s : Where there is surplus workforce trimming of labor force necessary. For these identifying and managing r edundancies is very essential. M a n a g e r i a l S u c c e s s i o n P l a n n i n g ; Methods of managerial succession plan vary. vary. Most Most succes successfu sfull progra programs ms seem seem to includ include e top manage managemen ments ts involv involveme eme commitment, high-level review of succession plans, formal performance assessme potential assessment and written development plans for individuals. A typical succ planning involves following activities. Analysis of demand for managers and professionals Audit of existing executives Projection of future likely supply from internal and external sources Individual career path planning  Career counseling Read Free Foron 30this Days Sign up to vote title  Accelerated promotions Useful Not useful   Performance related training and development Cancel anytime. Special offer for students:Strategic Only $4.99/month. recruitment • • •

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towards ‘which’ person the succession planning is needed. The focus is not more on development but it is more towards what kind of person is required to fill the vacanc vacancy. y. Succes Successio sion n planni planning ng focuse focuses s on identi identific ficati ation on of vacanc vacancies ies and locati locati probable successor. For example in succession planning the key concern can be who next CEO or what will happen if the Marketing Manager retires in coming March. Importance of Succession Planning •

•

•

•

• •

Succes Succ essi sion on plan planni ning ng help helps s when when there there is a sudd sudden en need need aris arises es due due to re retirement of a key employee. Individual employee comes to know in advance the level to which he can rise if the ability and aptitude for it. Individual employee or successor feels happy when he feels that organization is care of his talents and aspirations. Succes Successio sion n planni planning ng helps helps create create loyalt loyalty y toward towards s the organi organizat zation ion and motivation and morale of individual employees. Organization gains stable workforce and low employee turnover. Ultimately organization becomes successful in accomplishing its goals effectively.

CAREER PLANNING

Career planning is the process or activities offered by the organization to individ identify strengths, weaknesses, specific goals and jobs they would like to occupy.

Care Career er as a conc concep eptt me mean ans s a lifel lifelon ong g sequ sequen ence ces s of profe profess ssio iona nal, l, educ educat atio io developmental experiences that projects an individual through the world of work. sequence of positions occupied by a person during his life. Career may also be defi amalgamation of changes in values, attitudes and motivation that occurs as a person older.

In care career er plan planni ning ng,, orga organi niza zati tion on is conc concer erne ned d with with stra strate tegi gic c ques questi tion ons s of develo developme pment. nt. Furthe Furtherr the organiz organizati ation on is concer concerned ned about about if it should should emp gradua graduates tes,, more more engineer engineers, s, more more scient scientist ists s or more more accoun accountan tants ts etc. etc. Career Career provides picture of succession plan for employees as per organizational needs. It focu the basis of performance, experience, could be placed where, when and how. Career Career planni planning ng is a process process of integra integratin ting g the employ employees ees’’ needs needs and aspira aspiratio tio organizational requirements.

Master your semester with Scribd Objectives of Career Planning & The New York Times 1. Build Bui ld commi commitme tment nt in the the indiv individu idual al Special offer for2. students: Only Develo Develop p $4.99/month. longlong-ran range ge pers perspec pectiv tive e

3. Reduce Reduce pers persona onall turnov turnover er expen expenses ses


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JOB ANALYSIS JOB: “Job is a ‘group of tasks to be performed everyday.” JOB ANALYSIS

Definition 1: (Process of Collecting Information) “Job Analysis is a process of studying and collecting information relating to operatio respon responsi sibi bili liti ties es of a spec specif ific ic job. job. The The imme immedi diat ate e produ product cts s of this this anal analys ysis is Description’ and ‘Job Specifications’.”

Definition 2: (Systematic Exploration of Activities) “Job Analysis is a systematic exploration of activities within a job. It is a basic tec procedure that is used to define duties and responsibilities and accountabilities of the

Definition 3: (Identifying Job Requirements) “Job is a collection of tasks that can be performed by a single employee to contribute production production of some product or service, provided by the organizati organization. on. Each job has abilit ability y requirem requirement ents s (as well as certai certain n reward rewards) s) assoc associat iated ed with with it. Job Ana process used to identify these requirements.” MEANING OF JOB ANALYSIS

Job Analysis is a process of collecting information about a job. The process of job a results into two sets of data. Job Description Job Specification As a result Job analysis involves the following steps in a logical order.

• •

Steps of Job Analysis

1. Collec Collectin ting g and recordi recording ng job informa informatio tion n 2. Checkin Checking g the job inform informati ation on for accur accuracy acy 3. Writ Writin ing g job job desc descri ript ptio ion n base based d on info inform rmat atio ion n coll collec ecte ted d to dete determ rmin ine e th knowledge, abilities and activities required 4. Updati Updating ng and upgra upgradin ding g this infor informat mation ion

PURPOSE OF JOB ANALYSIS: Master your semester with Scribd  Read Free Foron 30this Days Sign up to vote title  H u m a n R e s o u r c e P l a n n i n g ( H R P ) : - The numbers and types of person & The Newdetermined York Times Useful Not useful  Job related  information determined by the jobs, which need to be staffed. staffed. information in •

Special offer for students: Only $4.99/month. of Job Analysis serves this purpose or use. •

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R e c r u i t m e n t & S e l e c t i o n : - Recruitment precedes job analysis. It helps

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P e r s o n n e l I n f o r m a t i o n : Job analysis is vital for building personnel infor systems and processes for improving administrative efficiency and providing d support. S af a f e tty y & H e al al t h h:: Job Job An Anal alys ysis is help helps s to un unco cove verr haza hazardo rdous us cond condit it unhealthy environmental factors so that corrective measures can be taken to m and avoid possibility of human injury.

PROCESS OF JOB ANALYSIS Process Process Process Process Process

1: 2: 3: 4: 5:

Strategic Choices Collecting Information Processing Information Job Description Job Specification

Strategic Choices: -

E x t en en t o f i n v ol o l v e me me n t o f e m pl p l o y ee ee s : Extent Extent of employ employee ee involv involveme eme

debatable point. Too much involvement may result in bias in favor of a job in te inflat inflating ing duties duties and respon responsib sibili ilitie ties. s. Too less less involv involveme ement nt leads leads to suspic suspicion ion abo motives behind the job. Besides it may also lead to inaccurate information. Hence ex involvement depends on the needs of the organization and employee. L e v e l o f d e t a i l s o f j o b a n a l y s i s : The nature of jobs being analyzed determi level of details in job analysis. If the purpose were for training programs or assess worth of job, levels of details required would be great. If the purpose is just clarificat details required would be less. Timing and frequency of Job Analysis: When do you do Job Analysis? Initial stage, for new organization New Job is created Changes in Job, Technology and Processes Deficiencies and Disparities in Job New compensation plan is introduced Updating and upgrading is required. P as a s t -o -o r ie i e nt n t ed e d a nd n d f u tu tu r ee- o ri ri en e n t ed ed J o b A n al a l ys y s i s: s: For For rapi rapidl dly y organization more future oriented approach would be desired. For traditional organi past oriented analysis would be required. However more future oriented analysis m derived based on past data. S o u r c e s o f J o b D a t a : For job analysis number of human and non-human sou availa available ble beside besides s jobhol jobholder der himsel himself. f. Follow Following ing can be source sources s of data data availa available ble  analysis. Read Free Foron 30this Days Sign up to vote title  Non-Human Sources Human Sources Useful Not useful   Existing job descriptions and Job Analysis Cancel anytime. Special offer forspecifications students: Only $4.99/month. Job Incumbents Equipment maintenance records Supervisors • • • • • •


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Machines, Tools, Equipments and Work Aids Aids (List, Materials, Products, Servic Job Context (Physical, Social, Organizational, Work schedule) Personal Requirement (Skills, Education, Training, Experience)

Methods of Data Collection: • • • • • •

Observation Interview Questionnaires Checklists Technical Conference Diary Methods

Who to Collect Data? • • •

Trained Job Analysts Supervisors Job Incumbents

Processing Information: Once the job information is collected it needs to be processed, so that it would be u various personnel functions. Specifically job related data would be useful to prep description and specifications, which form the next two processes of job analysis. METHODS OF DATA COLLECTION: Observation: Job Analyst carefully carefully observes observes the jobholder and records the info

in terms of what, how the job is done and how much time is taken. It is a simp accurate method, but is also time consuming and inapplicable to jobs involving activities and unobservable job cycles. The analysts must be fully trained observers. Interview: In this analyst interviews the jobholders, his supervisors to elicit inform It can be Structured or Unstructured Interview. Again this is also a time consuming m in case of large organizations. Plus there is also a problem of bias. Questionnaires: A standard questionnaire is given to jobholder about his job, can be filled and given back to supervisors or job analysts. The questionnaire may c job title, jobholder’s name, managers name, reporting staff, description of job, list o duti duties es and and respo respons nsib ibil ilit itie ies s etc. etc. It is usef useful ul in large large nu numb mber er of staf staffs fs and and consuming. However the accuracy of information leaves much to be desired. Checklists: It is more similar to questionnaire but the response sheet contains subjective judgments and tends to be either yes or no variety. Preparation of check challenging job itself.  Technical Conference: Here a conference of supervisors is on used. The analysts Read Free For 30this Days Sign up to vote title  the discussions providing job details. However this method lacks accuracy. Useful Not useful   down their activit D i a r y M e t h o d s : In this method jobholder is required to note Cancel anytime. Special offer forby students: Only $4.99/month. day in their diary. If done faithfully this technique is accurate and eliminates caused by memory lapses etc.


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The primary advantage of PAQ is that it can be used to analyze almost every jo analysis provides a comparison of a specific job with other job classifications, parti for selection and remuneration remuneration purposes. purposes. However PAQ needs to be completed completed by job analysts only rather than incumbents.

Management Position Description Questionnaire (MPDQ): High Highly ly stru struct ctur ured ed ques questi tion onna nair ire, e, cont contai aini ning ng 20 208 8 elem elemen ents ts relat relatin ing g to ma responsibilities, demand, restrictions and other position characteristics These 208 ele are grouped under 13 categories.

P A Q a n d M P D Q y i e l d s t a n d a r d i z e d i n f o r m a t i o n a b o u t th e w o r k e r a n d t h e

Functional Job Analysis: It is a worker oriented job analytical approach, which attempts to de the whole person on the job. BARRIERS OF JOB ANALYSIS • • • •

Support from Top Management Single means and source, reliance on single method rather than combination No Training or Motivation to Jobholders Activities and Data may be Distorted



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JOB DESCRIPTION

“Job Description implies objective listing of the job title, tasks, and responsibilities in in a job.”

Job description is a word picture in writing of the duties, responsibilities and organiz relationships that constitutes a given job or position. It defines continuing work assig and a scope of responsibil responsibility ity that are sufficiently sufficiently different from those of the other warrant a specific title. Job description is a broad statement of purpose, scope, dut responsibilities of a particular job. Contents of Job Description 1. Job Job Iden Identi tifi fica cati tion on 2. Job Job Su Summ mmar ary y 3. Job Duti Duties es and and Respon Responsib sibili ilitie ties s 4. Supervi Supervisio sion n specif specifica icatio tion n 5. Machin Machines, es, tools tools and and mate materia rials ls 6. Work Work cond condit itio ions ns 7. Work Work haza azards rds 8. Defini Definition tion of unusua unusuall term terms s Format of Job Description Job Title Region/Location Department Reporting to (Operational and Managerial) Objective Principal duties and responsibilities

• • • • • •

Features of Good Job Description 1. Up to to da date 2. Prop Proper er Job Job Tit Title le 3. Compreh Comprehens ensive ive Job Sum Summar mary y 4. Clear Clear dutie duties s and resp respons onsibi ibilit lities ies 5. Easi Easily ly under underst stan anda dabl ble e 6. Stat State e job job requ requir irem emen ents ts 7. Specif Specify y reporti reporting ng relati relations onship hips s 8. Showca Showcase se degre degrees es of diff difficu iculti lties es 9. Indicates Indicates opportuniti opportunities es for for career career development development Read Free Foron 30this Days Sign up to vote title 10. Offer bird’s-eye-view of primary responsibilities


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JOB SPECIFICATIONS

“Job Specification involves listing of employee qualifications, skills and abilities requ meet the job description. de scription. These specifications are needed to do job satisfactorily.”

In other words it is a statement of minimum and acceptable human qualities neces perform job properly. Job specifications seeks to indicate what kind of persons m expect expected ed to most most closel closely y approx approxima imate te the role role requir requireme ements nts and thus thus it is concerned with matters of selection, screening and placement and is intended to ser guide in hiring. Contents of Job Specifications 1. Physic Physical al Charac Characteri teristi stics cs 2. Psycho Psycholog logica icall charact characteri eristi stics cs 3. Persona Personall charac character terist istics ics 4. Resp Respon onsi sibi bili liti ties es 5. Demo Demogra graph phic ic feat featur ures es Further the job specifications can be divided into three broad categories Essential Attributes Desirable Attributes Contra-Indicators – indicators hampering the success of job



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JOB EVALUATION

Job Evaluation involves determination of relative worth of each job for the purp establishing wage and salary differentials. Relative worth is determined mainly on th of job description and job specification only. Job Evaluation helps to determine wag salary grades for all jobs. Employees need to be compensated depending on the gra jobs jobs which which they they occupy occupy.. Remune Remunerat ration ion also also involv involves es fringe fringe benefi benefits, ts, bonus bonus an benefits. Clearly remuneration must be based on the relative worth of each job. Ig this basic principle results in inequitable compensation. A perception of inequity is way of de-motivating an employee.

Job evaluation is a process of analyzing and assessing the various jobs systematic ascertain their relative worth in an organization.

Jobs are evaluated on the basis of content, placed in order of importance. This esta Job Hierarchies, which is a purpose of fixation of satisfactory wage differentials various jobs. Jobs are ranked (not jobholders) Scope of Job Evaluation The job evaluation is done for the purpose of wage and salary differentials, demand supply of labor, ability to pay, industrial parity, collective bargaining and the like. Process of Job Evaluation: 1. Defini Defining ng objecti objectives ves of job job evaluat evaluation ion a. Identify Identify jobs to be evalua evaluated ted (Benchma (Benchmark rk jobs or all jobs) b. Who Who shou should ld eva evalu luat ate e job? job? c. What What traini training ng do the eval evaluat uators ors need? need? d. How How much much tim time e invo involv lved ed? ? e. What What are the the crite criteria ria for for evalua evaluatio tion? n? f. Me Meth thod ods s of eval evalua uati tion on to to be use used d 2. Wage Wage Su Surv rvey ey 3. Employ Employee ee Classi Classific ficati ation on 4. Establishi Establishing ng wage wage and and salary salary differentia differentials. ls. Methods of Job Evaluation Analytical Methods Master your semester with Scribd  Read Free Foron 30this Days Sign up to vote title  Point Rankin Ranking g Method Methods s: Diff Differe erent nt fact factor ors s are are sele select cted ed for for diff differe erent nt & The NewPoint York Times Useful Not useful   accompanying differences in degrees and points. •

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Special offer for students: Only Factor Facto r $4.99/month. Comparison Comparison Method: Method: The The impo import rtan antt fact factors ors are are sele select cted ed whic which h •

assumed to be common to all jobs. Each of these factors are then ranked with

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Pitfalls of Job Evaluation: •

• •

Encour Encourage ages s employ employees ees on how to advanc advance e in positi position on when when there there may be opportunities for enhancement as a result of downsizing. It promotes internal focus instead of customer orientation Not suitable for forward looking organizations, which has trimmed multiple jo into two or three broad jobs.



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JOB DESIGN The Logical Sequence to Job Analysis is Job Design.

Definition 1: Integration of work, rewards and qualification “Job Design integrates integrates work content content (tasks, (tasks, functions, functions, relationships), relationships), the rewar qualifications required including skills, knowledge and abilities for each job in a wa meets the needs of employees and the organization.” Steps in Job Design: 1. Specif Specifica icatio tion n of Indivi Individua duall Tasks Tasks 2. Specificat Specification ion of of Methods Methods of Tasks Tasks Performanc Performance e 3. Combination Combination of Tasks Tasks into into Specific Specific Jobs to to be assigned assigned to individuals individuals Factors affecting Job Design: Organizational factors: Characteristics of Tasks (Planning, Execution and Controlling of Task) Work Flow (Process Sequences) Ergonomics (Time & Motion Study) Work Practices (Set of ways of performing pe rforming tasks) • • • •

Environmental Factors: Employee Abilities and Availability Social and Cultural Expectations • •

Behavioral Elements: Feedback Autonomy Use of Abilities Variety • • • •

TECHNIQUES OF JOB DESIGN: -

W o r k S i m p l i f i c a t i o n : Job is simplified or specialized. The job is broken dow smal smalll parts parts and and each each part part is assi assign gned ed to an indi indivi vidu dual al.. To be more more spec specif if simplification is mechanical pacing of work, repetitive work processes, working only part of a product, product, predetermini predetermining ng tools and techniques techniques,, restricti restricting ng interaction interaction a empl em ploy oyees ees,, few few skil skills ls requ requir irem emen ent. t. Work Work simp simpli lifi fica cati tion on is used used when when jobs jobs  specialized. Read Free Foron 30this Days Sign up to vote title

Master your semester with Scribd  & The New York Times Useful Not useful   J o b R o t a t i o n : When incumbents become bore of routine jobs, job rotation is an Cancel anytime.

Special offer forto students: Onlyjobs $4.99/month. it. Here remain unchanged, but the incumbents shift from one job to anoth

the positive side, it increases the intrinsic reward potential of a job because of d

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working hours etc. Job enlargement may involve breaking up of the existing work s and redesigning a new work system. For this employees also need to be trained to ad the new system. Job enlargement is said to contribute to employee motivation b claim is not validated in practice. Benefits of Job Enlargement:

1. 2. 3. 4. 5.

Tas Task Var Varie iety ty Meani Meaning ngfu full Work Work Modu Module les s Full Full Abilit Ability y Utiliz Utilizati ation on Worke Workerr Pac Paced ed Cont Control rol Meanin Meaningfu gfull Perform Performanc ance e Feedba Feedback ck

Disadvantages of Job Enlargement

1. 2. 3. 4. 5. 6.

High High Trai Traini ning ng Cost Costs s Redesi Redesigni gning ng existi existing ng work syste system m required required Productivit Productivity y may may not not increa increase se necess necessarily arily Workl Workloa oad d incr increa ease ses s Unio Unions ns dem deman and d pay– pay–hi hike ke Jobs Jobs may stil stilll remain remain boring boring and and routin routine e

J o b E n r i c h m e n t : Job enrichment is improvisation of both tasks efficiency and satisfaction by building into people’s jobs, quite specifically, greater scope for pe achievement and recognition, more challenging and responsible work and more oppo for individual advancement and growth. An enriched job will have more responsibility autonomy (vertical enrichment), more variety of tasks (horizontal enrichment) an growt growth h oppo opport rtun unit itie ies. s. The The em empl ploy oyee ee does does more more plan planni ning ng and and cont control rolli ling ng supervision but more self-evaluation. In other words, transferring some of the supe tasks to the employee and making his job enriched. Benefits of Job enrichment

1. It bene benefi fits ts em empl ploy oyee ee and and orga organi niza zati tion on in term terms s of incr increa ease sed d mo performance, satisfaction, job involvement and reduced absenteeism. 2. Additional Additional features features in job job meet certain certain psychol psychological ogical needs needs of jobholders jobholders skill variety, identity, significance of job etc. 3. It also also adds to employee employee self-es self-esteem teem and and self-con self-control. trol. 4. Job enrichm enrichment ent gives gives status status to jobholde jobholderr and acts acts as a strong satisf satisfier ier i life. 5. Job enrichmen enrichmentt stimulates stimulates improvemen improvements ts in other other areas of organiza organization. tion. 6. Em Empo powe werme rment nt is a by-p by-pro rodu duct ct of job job enri enrich chme ment. nt. It me mean ans s pass pa ssin ing g Read Free Foron 30this Days Sign up to vote title authority and responsibility. 

Master your semester with Scribd & The New York Times e m e rOnly i t s $4.99/month. of Job Enrichment Special offer forD students:

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6. Change Change is difficult difficult to implement implement and is always always resisted resisted as job job enrichment enrichment in a changes the responsibility. re sponsibility.

A u t o n o m o u s o f S e l f - D i r e c t e d T e a m s : Empowerment results in self-directe teams. A self –directed team is an intact group of employees responsible for whol segment, they work together, handle day-to-day problems, plan and control, and are effective teams.

H i g h P e r f o r m a n c e W o r k D e s i g n : Improving performance in an environment positive and demanding goals are set leads to high performance work design. It start the principle of autonomous groups working and developing an approach, which e group to work effectively together in situations where the rate of innovation is ver Operational flexibility is important and there is the need for employees to gain and new new skil skills ls quic quickl kly y with with mini minimu mum m supe superv rvis isio ion. n. Howe Howeve verr due due to bure bureau aucr cr performance work design does not work.



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DESIGNING JOBS – MOTIVATING JOBS

The The conc concep eptt of moti motiva vati ting ng jobs jobs relat relates es to Job Job desig design. n. Job Job desig design n affe affect cts s productivity, motivation and satisfaction. Job design is a conscious effort to organize duties and responsibilities into a unit of work to achieve certain objectives.

How a job design creates a motivating job can be seen with the help of certain comp of job design, namely, job rotation, job enlargement, job enrichment, work simplif etc.

Work simplification simplifies the job by breaking down the job into small parts. Sim jobs are easy to perform hence employees find it easy to do. Training requireme reduced and it benefits the organizations in terms of cost.

Job rotation rotation means means moveme movement nt of employ employees ees of job to job acros across s the organiza organiza improves improves the intrinsic intrinsic reward potential of a job because because of different different skills and abil needed to perform a job. Workers become more competent in several jobs rather th one. It also improves workers self image, provides personal growth and makes w more valuable to the organizati organization. on. Periodic Periodic job change change can improve inter-depar inter-depar coop cooper erat atio ion. n. Em Empl ploy oyee ees s beco become me more more un unde ders rsta tand ndin ing g to each each othe other’ r’s s Conseq Consequen uently tly it provide provides s a high high level level of motiva motivatio tion n to employ employees ees becaus because e job become motivators. Hence job rotation helps the job become more motivating.

Job enlargement involves expanding number of tasks or duties assigned to a given jo

Job enrichment involves improving task efficiency and human satisfaction. Job enric provides greater scope for personal achievement and recognition, more challengi responsible work and more opportunity for individual advancement and growth. An e job job gives gives ver vertic tical al enr enrich ichmen mentt in the form form of more more respon responsi sibil bility ity and autono autonomy my horizontal enrichment in the form of variety of tasks and more growth opportunitie empl em ploy oyee ee does does more more plan planni ning ng and and cont control rolli ling ng with with less less supe supervi rvisi sion on but but mo evaluation. All these factors lead to increased level of motivation and hence make th more motivated.

Considering above examples, we can say that designing jobs is actually using the re and right techniques of job design, like rotation, enrichment, simplifications and ma jobs more motivating to perform.  Read Free Foron 30this Days Sign up to vote title  So we can say that Designing Jobs is actually creating Motivated Jobs. Useful Not useful


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JOB SATISFACTION

Job satisfaction is the result of various attitudes possessed by an employee towards related factors and life in general. The attitudes related to job may be wages, super steadiness, working conditions, advancement opportunities, recognitions, fair evalua work, social relations on job, prompt settlement of grievances etc.

In short job satisfaction is a general attitude, which is the result of many specific at in three areas namely, job factors, individual characteristics and group relationships the job. Components of Job Satisfaction

Personal factors: Sex, Dependents, Age, Timings, Intelligence, Education and Perso Job inherent factors: Type of work, Skills, Occupational status, Geography, Size of Management Management controlled controlled factors: factors: Securi Security, ty, Paymen Payment, t, Fringe Fringe benefi benefits, ts, Adv opportunities and Working conditions, Co-workers, Responsibilities, Supervision

Job Satisfaction & Behavior relationship is described through following exam Satisfaction Satisfaction Satisfaction Satisfaction

& Turnover & Absenteeism & Accidents & Job Performance



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WORK SAMPLING Definition 1: Measuring and quantifying activities

"A measurement measurement technique technique for the quantitati quantitative ve analysis analysis of non-repetit non-repetitive ive or irre occurring activity." Meaning of Work Sampling

Work sampling is based on the theory that the percentage of the number of observ on a particular activity is a reliable measure of the percentage of the total actual tim on that activity.

Work samplin sampling g operat operates es by an observ observer er taking taking a series series of random random observ observati ati particular "thing" of interest (machine, operating room, dock, etc.) to observe its (working, idle, sleeping, empty, etc.). When enough samples are taken, an analysis observations yields a statistically valid indication of the states for each thing analyzed

Assume, for example, that you wish to determine the proportion of time a factory o is working or idle. Also assume that 200 random observations were made of the op and during 24 of these he or she was observed to be idle. Therefore, you find th individual is working 176/200 = 88% of the time. Advantages of Work Sampling It is rela relati tive vely ly inex inexpe pens nsiv ive e to use use and and extr extrem emel ely y help helpfu full in prov provid idin ing g a understanding of all types of operations.

When properly used, it can help pinpoint those areas, which should be analyzed in, detail and can serve as a measure of the progress being made in improving operation Questions of work sampling study What is our equipment/asset utilization? Master your semester with Scribdpro duct, how  When we are not adding value to the product, are we spending our time? Read Free For 30this Days Sign up to vote on title  How are our inter-dependent systems performing? & The NewWhere York Times Useful Not useful   should we focus our continuous improvement activities? • • • •

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Distinction between Work sampling and "Time Studies"

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An analyst RANDOMLY observes an activity (equipment, operating room, productio and notes the particular states of the activity at each observation.

The ratio of the number of observations of a given state of the activity to the total n of observations observations taken will approximat approximate e the percentage percentage of time that the activity activity is given state.

Note that random observations are very critical for a work sampling study. A brief e might be that 77 of 100 observations showed a machine to be running. We migh conclude, conclude, within certain certain statistic statistical al limits, limits, that the equipment is operational operational 77% time.



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RECRUITMENT & SELECTION RECRUITMENT

D e f i n i t i o n O f R e c r u i t m e n t : Finding and Attracting Applications “Recruitment is the Process of finding and attracting capable applicants for emplo The Process begins when new recruits are sought and ends when their applicatio submitted. The result is a pool of application from which new employees are selected M E A N I N G O F R E C R U I T M E N T: T:

Recruitment is understood as the process of searching for and obtaining applicants fo from from among among them the right people people can be select selected. ed. Though Though theoreti theoretical cally ly rec process is said to end with the receipt of applications, in practice the activity extends screening of applications so as to eliminate those who are not qualified for the job. PURPOSE AND IMPORTANCE OF RECRUITMENT: 1. Dete Determ rmin ine e the the pres presen entt and and futu future re requi requirem remen ents ts in conj conjun unct ctio ion n with with planning and job analysis activities 2. Increase Increase the the pool of job candidates candidates at minimu minimum m cost 3. Help Help incr increa ease se succ succes ess s rate rate of sele select ctio ion n proce process ss by reduc reducin ing g nu numb mber er of qualified or over-qualified applications. 4. Reduce the the probability probability that that job applican applicants ts once selected selected would would leave shortly shortly 5. Meet legal legal and and socia sociall obliga obligatio tions ns 6. Identify Identify and and prepare prepare potential potential job applicant applicants s 7. Eval Evalua uate te effe effect ctiv iven enes ess s of vari variou ous s recr recrui uitm tmen entt tech techni niqu ques es and and sour source ces s applicants. FACTORS GOVERNING RECRUITMENT External Factors: Demand and Supply (Specific Skills) Unemployment Rate (Area-wise) Labor Market Conditions Political and Legal Environment (Reservations, Labor laws) Image  Read Free Foron 30this Days Internal Factors Sign up to vote title  Recruitment Policy (Internal Hiring or External Hiring?) Useful Not useful   Cancel anytime. Human Resource Planning (Planning of resources required) Special offer for students: Only $4.99/month. Size of the Organization (Bigger the size lesser the recruitment problems) • • • •


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Internal Recruitment (Source 1) Present employees Employee referrals Transfers & Promotions Former Employees Previous Applicants Evaluation of Internal Recruitment External Recruitment (Source 2) Professionals or Trade Associations Advertisements Employment Exchanges Campus Recruitment Walk-ins Interviews Consultants Contractors Displaced Persons Radio & Television Acquisitions & Mergers Competitors Evaluation of External Recruitment Searching Source activation Selling Screening of Applications Evaluation and Cost Control Salary Cost Management & Professional Time spent Advertisement Cost Producing Supporting literature Recruitment Overheads and Expenses Cost of Overtime and Outsourcing Consultant’s fees Evaluation of Recruitment Process Return rate of applications sent out Suitable Candidates for selection Retention and Performance of selected candidates Recruitment Cost Time lapsed data Image projection  Read Free Foron 30this Days Sign up to vote title  I N T E R N A L R E C R U I T M EUseful NT Not useful  Cancel anytime. A d v a n t a g e s D i s a d vantages Special offer for students: Only $4.99/month. 1. Less Less Cos Costly tly 1. Old concep conceptt of of doin doing g thin things gs • • • • • •

• • • • • • • • • • • •

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becomes easy 4. Scope Scope for for resentme resentment, nt, jeal jealous ousies ies,, and heartburn are avoided.



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2. It is cost costly ly me meth thod od 3. Chan Chance ces s of creep creepin ing g in false false posit posit and false negative errors 4. Ad Adju just stme ment nt of new emplo employe yees es tak longer time.

SELECTION: MEANING OF SELECTION:

Selection is the process of picking up individuals (out of the pool of job applicant requisite qualifications and competence to fill jobs in the organization. A formal defin Selection is as under D e f i n i t i o n o f S e l e c t i o n : Process of differentiating

“Selection is the process of differentiating between applicants in order to identify a those with a greater likelihood of success in a job.” DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:

Recruitment Selection 1. Recr Recrui uitm tmen entt refers refers to the proce process ss of 1. Select Selection ion is conc concerne erned d with pick picking ing up identifying and encouraging the right candidates from a pool o prospe prospecti ctive ve employ employees ees to apply apply for applicants. jobs. 2. Selection on the other hand 2. Recr Recrui uitm tmen entt is said said to be posi positi tive ve in negative in its application in as much its approach as it seeks to attract as as it seek seeks s to elim elimin inat ate e as ma many candidates as possible. unqualifie unqualified d applicant applicants s as possible possible order to identify the right candidates.

PROCESS / STEPS IN SELECTION

P r e l i m i n a r y I n t e r v i e w : The purpos purpose e of prelimi preliminar nary y intervi interviews ews is bas eliminate unqualified applications based on information supplied in application The basic objective is to reject misfits. On the other hands preliminary interv often called a courtesy interview and is a good public relations exercise. Jobseekers kers who past past the prelimi preliminar nary y interv interview iews s are 2. S e l e c t i o n T e s t s : Jobsee tests. There are various types of tests conducted depending upon the jobs a company. These tests can be Aptitude Tests, Personality AbilityTests a Read Free Foron 30and Days Sign up toTests, vote this title conducted to judge how well an individual can perform tasks related to thejob. B Useful  Not useful this this ther there e are are some some othe otherr test tests s also also like like  Inte Interes rest t Test Te sts s (act (activ ivit ity y prefe prefe Cancel anytime. Special offer for students: Only $4.99/month. Graphology Test (Handwriting), Medical Tests, Psychometric Tests etc. 3. E m p l o y m e n t I n t e r v i e w : The next step in selection is employment interview 1.


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P h y s i c a l E x a m i n a t i o n: n : After After the select selection ion decisi decision on is made, made, the can required to undergo a physical fitness test. A job offer is often contingent up candidate passing the physical examination. J o b O f f er er : The next step in selection process is job offer to those applican have crossed all the previous hurdles. It is made by way of letter of appointment. C o n t r a c t o f E m p l o y m e n t : After the job offer is made and candidates acc offer, certain documents need to be executed by the employer and the candidate is a need to prepare a formal contract of employment, containing written cont terms of employment etc.

ESSENTIALS OF A GOOD SELECTION PRACTICE 1. Detail Detailed ed job descript description ions s and job specif specifica icatio tions ns prepared prepared in advance advance and end personnel and line management 2. Train Trained ed the the sel selec ecto tors rs 3. Determine Determine aids aids to be used for selection selection process process 4. Check compete competence nce of recruitm recruitment ent consulta consultants nts before before retention retention 5. Involv Involve e line line manage managers rs at all all stage stages s 6. Attempt Attempt to vali validat date e the proc procedur edure e 7. Help the appoint appointed ed candidate candidate to succeed succeed by training training and managem management ent developme developme

BARRIERS TO EFFECTIVE SELECTION: 1. P e r c e p t i o n : We all perceive the world differently. Our limited perceptual ab obviously a stumbling block to the objective and rational selection of people. 2. F a i r n e s s : Barriers of fairness includes discrimination against religion, region, gender etc. 3. V a l i d i t y : A test that has been validated can differentiate between the employe can perform well and those who will not. However it does not predict the job s accurately. 4. R e l i a b i l i t y : A reliable test may fail to predict job performance with precision. 5. P r e s s u r e : Pressure brought on selectors by politicians, bureaucrats, relatives, and peers to select particular candidate are also barriers to selection.



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TRAINING & DEVELOPMENT DEVELOPMENT

Definition of Training & Development: Improve performance “Train “Training ing & Develo Developme pment nt is any any atte attemp mptt to impr improv ove e curr curren entt or futu future re performance by increasing an employee’s ability to perform through learning, usu changing the employee’s attitude or increasing his or her skills and knowledge.”

M E A N I N G O F T R A I N I N G & D E V E L O P M EN EN T : -

The need for Training and Development is determined by the employee’s perfor deficiency, computed as follows. Training & Development Need = Standard Performance – Actual Performance We can make a distinction among Training, Development and Education. Distinction between Training and Education Training Application oriented Job experience Specific Task in mind Narrow Perspective Training is Job Specific

Education Theoretical Orientation Classroom learning Covers general concepts Has Broad Perspective Education is no bar

Training: Trai Traini ning ng refers refers to the the proc proces ess s of impa impart rtin ing g spec specif ific ic skil skills ls.. An undergoing training is presumed to have had some formal education. No training p is complete without without an element of education. education. Hence we can say that Training is off operatives.

Education: It is a theoretical learning in classrooms. The purpose of education is to theoretical concepts and develop a sense of reasoning and judgment. That any traini development program must contain an element of education is well understood Specialists. Any such program has university professors as resource persons  to en Read Free Foron 30this Days Sign up to vote title parti partici cipa pant nts s abou aboutt theo theoret retic ical al knowl knowledg edge e of the the topi topics cs propo propose sed d to disc discus uss. s.  Useful Not useful courses  part time basis. CE organizati organizations ons depute or encourage encourage employees to do cours es anytime. on Cancel attend refresher courses conducted by business schools. The education i Special offer forknown students:to Only $4.99/month. important for managers and executives rather than low cadre workers. Anyways ed


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Objectives of (MDP) Management Development Programs OR Advantages of Development 1. Mak Making ing the hem m Self-starters Committed Motivated Result oriented Sensitive to environment Understand use of power 2. Crea Creati ting ng self self awa awaren renes ess s 3. Develo Develop p inspir inspiring ing leade leadersh rship ip styles styles 4. Instil Instilll zest zest for excell excellenc ence e 5. Teach them about effective effective communica communication tion 6. To subordinat subordinate e their functiona functionall loyalties loyalties to the interest interests s of the organizat organization ion • • • • • •

Difference between Training and Development Training Training is skills focused Traini Training ng is presum presumed ed to have have a formal formal education Trai Traini ning ng need needs s depe depend nd upon upon lack lack or deficiency in skills Trainings ar are ge generally ne need ba based Traini Training ng is a narrow narrower er concep conceptt focuse focused d on job related skills Trai Traini ning ng may may not not incl includ ude e dev devel elop opme ment nt Trai Traini ning ng is aime aimed d at impro mprovi vin ng related efficiency and performance

job job

Master your semester with Scribd What are the Training Inputs? Skills & The NewEducation York Times • •

Special offer for students: Only $4.99/month. •

Development Ethics

Development Development is creating learning abiliti Development is not education dependent

Development depends on personal drive and ambition Development is is vo voluntary Devel evelop opm men entt is a broa broade derr conc onc focused on personality development Devel evelop opme ment nt incl includ udes es trai traini ning ng wher wherev ev necessary Develop Developmen mentt aims aims at overal overalll persona persona effectiveness including job efficiencies


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Need of Training Individual level Diagnosis of present problems and future challenges Improve individual performance or fix up performance deficiency Improve skills or knowledge or any other problem To anticipate future skill-needs and prepare employee to handle more challengin To prepare for possible job transfers Group level To face any change in organization strategy at group levels When new products and services are launched To avoid scraps and accident rates • • • • •

• • •

Identification of Training Needs (Methods) Individual Training Needs Identification 1. 2. 3. 4. 5. 6. 7.

Perfo Perform rman ance ce Appra Apprais isal als s Inte Interv rvie iews ws Ques Questi tion onna nair ires es Atti Attitu tude de Sur Surve veys ys Trainin Training g Progres Progress s Feedba Feedback ck Work Work Sam Sampl pliing Rati Rating ng Scal Scales es

Group Level Training Needs Identification 1. 2. 3. 4. 5. 6. 7. 8. 9.

Organiz Organizati ationa onall Goals Goals and Object Objective ives s Personn Personnel el / Skills Skills Invent Inventorie ories s Organiz Organizati ationa onall Climat Climate e Indice Indices s Effi Effici cien ency cy Indi Indice ces s Exit Exit Inte Interv rvie iews ws MBO / Work Work Planni Planning ng Syst Systems ems Qual Qualit ity y Circ Circle les s Custom Customer er Sati Satisfa sfacti ction on Surv Survey ey Analysis Analysis of Current and Anticipat Anticipated ed Changes Changes

Benefits of Training Needs Identification 1. Trainers Trainers can be informed informed about about the the broader broader needs in advance advance Master your semester with Scribd  2. Trainers Trainers Perception Perception Gaps Gaps can be reduced reduced between between employees employ ees and their thei r supervi Read Free Foron 30this Days Sign up to vote title  ts 3. Trainers Trainers can design design course course inputs inputs closer to the the specific specific needs of the the participan participants & The New York Times Useful Not useful  be done 4. Diagnosis Diagnosis of causes causes of performanc performance e deficiencies deficiencies can don e Special offer for students: Only $4.99/month.

Methods of Training

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Trainer may not be experienced enough to train It is not systematically organized Poorly conducted programs may create safety hazards

On the Job Training Methods 1.

2. 3. 4. 5.

Job Rotation: In this method, usually employees are put on different jobs t turn where they learn all sorts of jobs of various departments. The objectiv give give a comp compreh rehens ensiv ive e awar awaren enes ess s abou aboutt the the jobs jobs of diff differe erent nt depa depa Advant Advantage age – employ employee ee gets gets to know know how his own and other other departm departm functi function. on. Interde Interdepar partme tmenta ntall coordi coordinat nation ion can be improve improved, d, instil instills ls tea Disadvantage – It may become too much for an employee to learn. It is not f on employees own job responsibilities. Employees basic talents may remain utilized. Job Coaching: An experienced employee can give a verbal presentation to the nitty-gritty’s of the job. Job Instruction: It may consist an instruction or directions to perform a pa task or a function. It may be in the form of orders or steps to per form a task. Apprenticeships: Gene Genera rall lly y fres fresh h gradu graduat ates es are are put put un unde derr the the ex employee to learn the functions of job. Internships Internships and Assistants Assistantships: hips: An inte intern rn or an assi assist stan ants ts are are rec perform a specific time-bound jobs or projects during their education. It may a part of their educational courses.

Off the Job Trainings: These are used away from work places while employees working like classroom trainings, seminars etc. Following are the off-the-job methods Advantages of Off-the-Job Training: Trainers are usually experienced enough to train It is systematically organized Efficiently created programs may add lot of value Disadvantages of Off-the-Job Training: It is not directly in the context of job It is often formal It is not based on experience It is least expensive Trainees may not be highly motivated  It is more artificial in nature Read Free For 30 Days

Master your semester with Scribd & The New York TimesMethods Off the Job Training

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Special offer for students: Only $4.99/month. 1. Classroom Lectures: It is a verbal lecture presentation by an instructor to

audience. Advantage – It can be used for large groups. Cost per trainee

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Role Plays: Here trainees assume the part of the specific personaliti case case stud study y and and enact enact it in fron frontt of the the audi audien ence ce.. It is more more orientation orientation and improves improves interpersona interpersonall relationshi relationships. ps. Attitudina Attitudinall cha another result. These are generally used in MDP. c. Sensitivity Trainings: Trainings : This is more from the point of view of beh assess assessmen ment, t, under under differe different nt circum circumsta stance nces s how an indivi individua duall wil himself and towards others. There is no preplanned agenda and it is i Advant Advantages ages – increa increased sed abilit ability y to empath empathize, ize, listen listening ing skills skills,, ope tolerance, tolerance, and conflict conflict resolution resolution skills. skills. Disadvant Disadvantage age – Participa Participa resort to their old habits after the training. 4. Programmed Instructions: Provided in the form of blocks either in boo teaching machine using questions and Feedbacks without the intervention of t Adva Ad vant ntag ages es – Se Self lf pace paced, d, trai traine nees es can can progr progres ess s at thei theirr own own speed speed moti motiva vati tion on for for repe repeat at lear learni ning ng,, mate materi rial al is stru struct ctur ured ed and and self self-c -c Disadvantages – Scope for learning is less; cost of books, manuals or machi expensive. 5. Computer Aided Instructions: It is extension extension of PI method, by using using com Advantages Advantages – Provides Provides accountabi accountabilities lities,, modifiabl modifiable e to technologic technological al innov flexible to time. Disadvantages – High cost. 6. La Labo bora rato tory ry Tra Train inin ing g b.

Barriers to Effective Training: 1. Lack Lack of Manage Managemen mentt commi commitme tment nt 2. Inadeq Inadequat uate e Trai Trainin ning g budg budget et 3. Educat Education ion degrees degrees lack lack skill skills s 4. Large Large scale scale poachi poaching ng of train trained ed staff staff 5. Non-coordin Non-coordination ation from workers due to downsizing downsizing trends trends 6. Employers Employers and B School Schools s operati operating ng distant distantly ly 7. Unio Unions ns infl influe uenc nce e How To Make Training Effective? 1. Mana Manage geme ment nt Comm Commit itme ment nt 2. Trainin Training g & Busine Business ss Strateg Strategies ies Integra Integratio tion n 3. Compreh Comprehens ensive ive and and Systema Systematic tic Approa Approach ch 4. Contin Continuou uous s and and Ongoi Ongoing ng appr approac oach h 5. Promoti Promoting ng Learni Learning ng as Fundam Fundamenta entall Value Value 6. Creations Creations of effective effective trainin training g evaluation evaluation system system



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INDUCTION & ORIENATION Definition 1: Planned Introduction “It is a Planned Introduction of employees to their jobs, their co-workers and the organization per se.” Orientation conveys 4 types of information: 1. Dail Daily y Work Work Routi Routine ne 2. Organ Organiz izat atio ion n Prof Profil ile e 3. Import Importanc ance e of Jobs Jobs to the orga organiz nizati ation on 4. Detail Detailed ed Orienta Orientatio tion n Presenta Presentatio tions ns Purpose of Orientation 1. To make make new employees employees feel feel at home in in new environment environment 2. To remove remove their their anxie anxiety ty about about new workp workplac lace e 3. To remove remove their their inade inadequa quacie cies s about about new peers peers 4. To remove remove worri worries es about about their their job perfor performan mance ce 5. To provide provide them them job inform informati ation, on, environ environmen mentt Types of Orientation Programs 1. Form Formal al or Info Inform rmal al 2. Indi Indivi vidu dual al or Grou Group p 3. Se Seria riall or Disj Disjunc uncti tive ve Prerequisites of Effective Orientation Program 1. Prepare Prepare for for recei receivin ving g new empl employe oyee e 2. Determine Determine informa information tion new employ employee ee wants wants to know know 3. Determ Determine ine how how to presen presentt inform informati ation on 4. Compl Complet etio ion n of Pape Paperwo rwork rk

Master your semester with Scribd Problems of Orientations & The New York Times 1. Busy Bus y or or Untra Un traine ined d superv superviso isorr Special offer for2. students: Only $4.99/month. Too Too muc m uch h info informa rmati tion on

3. Over Overlo load aded ed with with pape paperwo rwork rk


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How long should the induction process take? It starts when the job ad is written, continues through the selection process and comp comple lete te un unti till the the new new team team me memb mber er is comf comfor orta tabl ble e as a full full cont contri ribu buto to organization's goals.

The first hour on day one is a critical component - signing on, issuing keys and pass explaining no go zones, emergency procedures, meeting the people that you will i with all have to to be done immediately. Until they are done the newcomer is on the but is not employed.

After that it is a matter of just in time training - expanding the content as new dut undertaken. We only employ new people one at a time - how can we induct them?

There are some issues, which cannot wait - they vary according to your situation. Per buddy system system on the job may be the best way to deal with these. Other subjects subjects incorporated with refresher training for current staff, or handled as participant in an program. Perhaps some can wait until there are groups of people who have started last few months.

This may take some creative thinking, but the answer is quite simple - until the new are integrated then they are less useful. useful. The math is often amazingly amazingly simple - not the time to train consumes more time than the training would. What levels of staff need induction? Everybody Everyb ody.. The CEO nee needs ds to know know differ different ent things things to the temporary temporary concier concier everyone needs a planned program of induction and orientation. PLACEMENT

Placement is allocation of people to jobs. It is assignment or reassignment of an emp to a new or different job. MULTI SKILLING

Multi Skilling is The Integrated Skills Program that has been developed to build Master your with Scribd existi existing ngsemester skills skills of the current cur rent work force force to reduce reduce redunda redundanci ncies es and avoid avo id dow Read Free Foron 30this Days Sign up to vote title situations. The objective of this program is to gain total integration of skills.  & The New York Times  Useful  Not useful Cancel anytime.

program is based around ‘on-the-job’ & ‘off-the-job’ competence. That is the ab Special offer forThe students: Only $4.99/month.

do the job on the shop floor (training to gain work experience) and ‘off-the-job’ (tra

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impro improve veme ment nt from from two two skil skills ls,, whic which h don' don't, t, on the the surf surfac ace, e, appea appearr to have have relationship.

The disadvantages of multi-skilling include the obvious danger of moving on to toward advanced advanced skills and combinatio combinations ns without sufficiently sufficiently drilling drilling basic basic skills. there is a great desire to learn quickly I think this is one of the reason we are seeing skille skilled d from from some some of the best best workers workers.. The conseque consequence nce is that that we become become "p skilled". The greater the number of partial skills skills we develop, the less chance chance we eve of reaching our full potential.

CHANGE MANAGEMENT Change vis-à-vis Recruitment Performance Appraisals Meaning of Change: Alterations in –People, Structure and Technology External Forces of Change: Marketplace Labor markets Economic Changes Technology Laws and Regulations Internal Forces of Change Corporate Strategies Workplace Technology and Equipments Employee Attitudes Change Agents: (Who can bring about change?) Managers External Consultants Staff Specialists

Master your semester with Scribd Process of Change (Lewins steps) Unfreezing & The New York Times Changing Special offer for students: Only $4.99/month.

Refreezing


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Education and Communication Negotiation Manipulation and Co-optation Participation Facilitation Coercion Change Management Structural Changes Technological Changes Authority Processes Coordination Methods Centralization Equipments Organizational Development Techniques Survey Feedback Sensitivity Training Process Consultation Team Building Inter-group Development

People Changes Attitudes Expectations Behaviors

Conditions Facilitating Change Dramatic Crisis Leadership Change Weak Culture Young and Small Organization (ageing) The Road to Change in Culture Analyze the culture Need for change New leadership Reorganize Restructure New stories and rituals Change the job systems TQM V/s. Reengineering TQM (Total Quality Management) Continuous Change Fixing and Improving Mostly focused on ‘As-Is’ Systems indispensable Bottom to Top


Managing Downsized Workforce

Re engineering Radical and One time Change Redesigning Mostly focused onvote ‘what can be?’  Read Free For 30this Days Sign up to on title  Top to Bottom

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Job redesign especially when processes change, jobs merged, and relocation happens Employee counseling Time management programs What is creativity? Combining new ideas in unique ways or associating ideas in unusual ways What is innovation? Turning creative ideas into useful products, services or methods of operations

3 Sets of variable simulate innovation Structural Changes Cultural Changes Human Resources Changes Change Defined "Change is the window through which the future enters your life." It's all around many types and shapes. You can bring it about yourself or it can come in ways Why Change Management?

You can bring the change about yourself yourself or it can come in ways that give you little about its what, when, and how. Fighting against change can slow it down or divert it won't stop it however. If you wish to succeed in this rapidly changing new world "yo learn to look on change as a friend - one who presents you with an opportunity for and improvement."9

The rate rate of change change in today' today's s world world is consta constantl ntly y increa increasin sing. g. Eve Everyt rythin hing g that that getting old, wearing out and should be replaced. "Revolutionary technologies, consol well-funded new competition, unpredictable customers, and a quickening in the p change hurled unfamiliar conditions at management." 7

True success and long-term prosperity in the new world depends on your ability to a different and constantly changing conditions. The strategic selection of the best st positionin positioning g in the playing playing field, field, or the Business Space, Space , your firm must take is comp by the fact that the characteristics of the Business Space change over time. Toda world is a different place than it was yesterday. "At certain points, the difference be material. Successful firms recognize change. Very successful ones anticipate it." 8

Master your semester with Scribd  Read Free Foron 30this Days Sign up to vote title Evolutionary (Planned) Change versus Revolutionary Action  & The New York Times Useful Not useful economyand markets is a ma How you change a business unit to adapt to shifting Special offer formanage students: Only $4.99/month. man agemen ment t style. style. Evolut Evolution ionary ary change change,,

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that that involv involves es settin setting g direct direction ion,, responsibilities, and establishing reasonable timelines for achieving objectives, is re

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Resistance to Change

Most people don't like change because they don't like being changed. "If you want to enemies, try to change something", advised Woodrow Wilson. When seeking to cha organization, it's strategy or processes, leaders run into Newton's law that a body tends to stay at rest. Advocates for change are greeted with suspicion, anger, resis and even sabotage. 4 "Not invented here" syndrome also keeps many sound idea gaining the objective assessment they deserve...More deserve... More Today's World Realities

The magnit magnitude ude of today' today's s env enviro ironme nmenta ntal, l, compet competiti itive, ve, and global global market market cha unprecedented. It's a very interesting and exciting world, but it's also volatile and ch •

•

Volatility describes the economy's rate of change: extremely fast, with ex upsurges and sudden downturns.

Chaos describes the direction of the economy's changes: we're not sure where we're headed, but we are swinging between the various alternatives at high speed.6

To cope with an unpredictable world you must build an enormous amount of flexibil your organization. While you cannot predict the future, you can get a handle on which is a way to take advantage of change and convert risks into opportunities. Creating Change for Improvement and Competitive Advantage

Change creates opportunities opportunities,, but only for those who recognize and seize it. "Seeing first first step, step, seizin seizing g the second second,, and contin continuou uously sly innova innovatin ting g is the third. third."" 5 Inn redefines growth opportunities. As current products are becoming obsolete faster tha in order to survive and prosper, organizations continually need to improve, innova modify their products and services. The Silicon Valley slogan "Eat lunch and you are is more than a reflection of increasingly intense work ethic. Riding the wave of cha becoming the most important part of the business. While the economy is shiftin innovation is rampant, "doing it the same way" is a recipe for corporate extinction.

Successful change efforts are those where the choices both are internally consistent key external and situational variables. "You have to find subtle ways to introduce c new concepts, and give feedback to people so that they can accept and grow with it." Anticipating Change

There is big difference between anticipating and guessing. Anticipation means exp being aware of something in advance, to regard it as possible. The ability to antici one of the key ingredients of efficient speed and change management. "Being a anticipate that which is likely to occur in the next few months and the next  few y Read Free For 30 Days Sign up to vote on this title enough to give you an edge over 99% of the population who w ho simply go along with  wh 7 happens."  Useful  Not useful


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Special offer forHow students: canOnly you$4.99/month. see the future? Actually, anticipation is natural - everyone does it eve

Unfortunately, most people limit exercising their anticipatory skills to daily routine m

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Leading Change

The old ways of management no longer work and will never work again. Successful requires leadership. When change fails to occur as planned, the cause if often to be at a deeper level, rooted in the inappropriate behavior, beliefs, attitudes, and assum of would-be leaders.6 Leadership is all about the process of change: how to stay ahea master it, benefit from the opportunities it brings. The best leaders strike first by tak offensive against economic cycles, market trends, and competitors. They discover th effective ways for achieving significant change - "a change that identifies the realities business environment and reorders them so that a new force is able to leverage, than resist, those realities in order to achieve a competitive advantage." 4

The following system will help you to unleash the power of your organization and res into a more competitive enterprise: Develop a vision. To create a seamless bridge from the vision to action, sta your top management team - they should understand and embrace your visio •

•

•

•

•

Align all your people against the endgame. Invite their opinion regarding issues such as the direction you should be headed, the changes you have to and the resources you have to acquire. Using the employee feedback, develop a strategic plan. Stay laser-focused methods that will drive your business unit towards its stated objectives. Build Build a divers diverse e leader leadershi ship p group group represe representi nting ng all all the key consti constitue tuenci ncies es organization. They will share responsibility for plan management.

Share detail information about the company and the change progress - peop to un under derst stan and d wher where e you you are are and and where where you you are are goin going g in orde orderr to co effectively to your mission.

Managing Organizational Change

Success in business doesn't come from feeling comfortable. In today's technology world, business life cycles have accelerated exponentially. The challenge is to keep ahead of changing market conditions, new technologies and human resources issues.

The wheel of business evolution is a framework and set of tools, which enables manage the complex process of organizational change and transformation more effe The sequence of the eight segments - business environment, business ecosystem, b desi design gn,, lead leaders ershi hip p styl style, e, orga organi niza zati tion onal al valu values es,, mana managem gemen entt proce process ss,, kn management systems, and performance measures - reflects the learning cycle that when outside-in or bottom-up learning takes place.

Behavioral Change Master your semester with Scribd  The challenge and the shape of an organization's behavioral progr Read Free Foron 30this Days Sign up tochange vote title am depend corpor corporate ate cultur culTimes ture e and the target targeted ed behavi behaviors ors that that Useful need nee d to be changed cha nged..  You & The New York Not useful   program needs to be explicitly built around these challenges. "Very often, these pr Cancel anytime.

Special offer forinvolv students: inv olve e Only the $4.99/month. creati creation on of incent incentive ives s which which elegan elegantly tly reinfo reinforce rce the desire desired d behavi behavi

therein reinforce the change loop in the learning dynamic)." 8

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performers is missing an important point. "It's not a few people who are at stake, corporate culture", says Miles Greer, of Savannah Electric. "By permitting those who or retali retaliate ate agains againstt change change to remain remain in the company, company, you broadcast broadcast a messag messag suggests supporting the company's mission statement is optional. Even worse, you the least-committed employees to taint and influence the attitude and performance o peers." Moving with Speed

In the new economy where everything is moving faster and it's only going to get fast new mantra is, "Do it more with less and do it faster." 1 To be able to move with compan companies ies nee need d to establ establish ish a changechange-fri friend endly ly env environ ironmen mentt and develo develop p fou competencies: fast thinking, fast decision making, fast acting, and sustaining speed. Making Quick Decisions through Establishing Guiding Principles

Fast companies that have demonstrated the ability to sustain surge and velocity a establ establish ished ed sets sets of guidin guiding g princi principle ples s to help help them them make make quick quick decisi decisions ons.. Aba theore theoretic tical al and politi political cally ly correct correct 'value 'values' s' and bureauc bureaucrat ratic ic proced procedure ures s in fav practical, down-to-earth list of guiding principles will help your company make the de making process much faster. Only one question will need to be asked of any pro course of action: Does it fit our guiding principles?



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PERFORMANCE APPRAISALS

Definition 1: Systematic Evaluation “It is a systematic evaluation of an individual with respect to performance on the j individual’s potential for development.”

Definition 2: Formal System, Reasons and Measures of future performance “It “It is formal formal,, struct structured ured system system of measur measuring ing,, evalua evaluatin ting g job relate related d behavi behavi outcomes to discover reasons of performance and how to perform effectively in fu that employee, organization and society all benefits.” be nefits.” Meaning of Performance Appraisals

Performance Appraisals is the assessment of individual’s performance in a systemat It is a devel develop opme ment ntal al tool tool used used for for all all roun round d devel develop opme ment nt of the the em empl ploy oyee ee organization. The performance is measured against such factors as job knowledge, and quanti quantity ty of output output,, initia initiativ tive, e, leaders leadership hip abilit abilities ies,, supervi supervisio sion, n, depend dependabi abi operation, judgment, versatility and health. Assessment should be confined to past as potential performance also. The second definition is more focused on behaviors as of assessment because behaviors do affect job results. Performance Appraisals and Job Analysis Relationship Job Analysis  Performance Standards  Desc escribe ribe the the work work and and Translate job requirements personn personnel el requir requireme ement nt of into levels of acceptable or a particular job. unacceptable performance Objectives of Performance Appraisals Use of Performance Appraisals 1. Promo romoti tion ons s 2. Conf Confir irma mati tion ons s 3. Trai Traini ning ng and and Devel Develop opme ment nt Special offer for students: Only $4.99/month. 4. Comp Compen ensa sati tion on rev revie iews ws 5. Comp Compet eten ency cy buil buildi ding ng


Performance Appraisals Descri Describe be the job relevan relevan strengths and weaknesses of each individual.


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Promotion Retention / Termination Recognition Lay offs Poor Performers identification HR Planning Training Needs Organizational Goal achievements Goal Identification HR Systems Evaluation Reinforcement of organizational needs Validation Research For HR Decisions Legal Requirements

Organizational Maintenance

Documentation

Performance Appraisal Process 1. Object Objective ives s definit definition ion of appra appraisa isall 2. Job expec expectat tation ions s establ establish ishmen mentt 3. Design Design an apprai appraisal sal program program 4. Ap Appra prais ise e the perfo perform rman ance ce 5. Perfo Perform rman ance ce Inte Interv rvie iews ws 6. Use data data for appropr appropriat iate e purpos purposes es 7. Identif Identify y opportu opportunit nities ies varia variable bles s 8. Using Using social processes processes,, physical physical processes, processes, human human and computer computer assistanc assistance e

Difference between Traditional and Modern (Systems) approach to Appraisa Categories

Traditional Appraisals

Guiding Values

Individualistic, Control oriented, Documentary

Leadership Styles Frequency Formalities Rewards

Directional, Evaluative Occasional High Individualistic

Modern, Appraisals

Syste

Systematic, Deve Develo lopm pmen enta tal, l, Prob Proble le solving Facilitative, Coaching Frequent Low Grouped, Organizational

TECHNIQUES / METHODS OF PERFORMANCE APPRAISALS

Master your semester with Scribd  Numerous methods have been devised to measure the quality of perfo Read Free Forand 30this Days Signquantity up to vote on title  appraisals. Each of the methods is effective for some purposes forNot some organization & The New York Times Useful useful   None should be dismissed or accepted as appropriate except as they relate to the pa Special offer for students: Only $4.99/month.

needs of the organization or an employee.

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cost, every type of job can be evaluated, large number of employees covered, no training required. Disadvantages – Rater’s biases 2.

Checklist: Under this method, checklist of statements of traits of employee in th of Yes or No based questions is prepared. Here the rater only does the repor checking and HR department does the actual evaluation. Advantages – econom of administra administration, tion, limited limited training training required, required, standardi standardization zation.. Disadvant Disadvantages ages biases, use of improper weighs by HR, does not allow rater to give relative rating

3.

Forced Choice Method: The series of statements arranged in the blocks of more are given and the rater indicates which statement is true or false. The r forced forced to make make a choice choice.. HR departm department ent does does actual actual asses assessme sment. nt. Advant Advant Absence of personal biases because of forced choice. Disadvantages – Statemen be wrongly framed.

4.

Forced Distribution Method: here employees are clustered around a high poi rating scale. Rater is compelled to distribute the employees on all points on the s is assumed that the performance is conformed to normal distribution. Advant Eliminates Eliminates Disadvantages Disadvantages – Assumptio Assumption n of normal distribution, distribution, unrealistic, unrealistic, central tendency.

5.

Critical Incidents Method: The approach is focused on certain critical behav employee that makes all the difference in the performance. Supervisors as and they occur record such incidents. Advantages – Evaluations are based on act behaviors, ratings are supported by descriptions, feedback is easy, reduces r biases biases,, chance chances s of subordi subordinat nate e improve improvemen mentt are high. high. Disadv Disadvant antages ages – incidents can be prioritized, forgetting incidents, overly close supervision; feedba be too much and may appear to be punishment.

6.

Behavi Behaviora orally lly Anchor Anchored ed Rating Rating Scales Scales:: statem statement ents s of effect effective ive and ine behaviors determine the points. They are said to be behaviorally anchored. The supposed to say, which behavior describes the employee performance. Advant helps overcome rating errors. Disadvantages – Suffers from distortions inherent i rating techniques.

7.

Field Review Method: This is an appraisal done by someone outside employee depar departm tmen entt usua usuall lly y from from corpo corpora rate te or HR depar departm tmen ent. t. Ad Adva vant ntag ages es – Us managerial level promotions, when comparable information is needed, Disadvant  Outsider is generally not familiar with employees work environment, Observa Read Free For 30this Days Sign up to vote on title  actual behaviors not possible.


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Special offer for8. students: Only $4.99/month. Performance Tests & Observations: This is based on the test of knowledge o

The tests may be written or an actual presentation of skills. Tests must be reliab

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10. Essay

Method: In this method the rater writes down the employee description i with within in a nu numb mber er of broa broad d cate catego gori ries es like, like, overa overall ll impre impress ssio ion n of perf perf promoteabil promoteability ity of employee, employee, existing existing capabiliti capabilities es and qualificat qualifications ions of perform streng strengths ths and weaknesse weaknesses s and traini training ng nee needs ds of the employ employee. ee. Advant Advantage age extremely useful in filing information gaps about the employees that often occ better-structured checklist. Disadvantages – It its highly dependent upon the skills of rater and most of them are not good writers. They may get confused s depends on the memory power of raters.

11. Cost

Accounting Method: Here performance is evaluated from the monetary yields to his or her organization. Cost to keep employee, and benefit the organ derives is ascertained. Hence it is more dependent upon cost and benefit analysis

Comparative 12. Comparative

Evaluation Method (Ranking (Ranking & Paired Paired Comparisons Comparisons): ): The collection of different methods that compare performance with that of other co-w The usual techniques used may be ranking methods and paired comparison meth •

Ranking Ranking Methods: Methods: Superior ranks his worker based on merit, from

worst. However how best and why best are not elaborated in this metho easy to administer and explanation. Paired Paired Comparison Comparison Methods: Methods: In this method each employee is rate another employee in the form of pairs. The number of comparisons m calculated with the help of a formula as under. N x (N-1) / 2 •

Future Oriented Methods

Manage Managemen mentt By Object Objective ives: s: It me mean ans s mana manage geme ment nt by obje object ctiv ives es performance is rated against the achievement of objectives stated by the manag MBO process goes as under. Establish goals and desired outcomes for each subordinate Setting performance standards Comparison of actual goals with goals attained by the employee Establish new goals and new strategies for goals not achieved in previous yea Advantage – It is more useful for managerial positions. Disadvantages – Not applicable to all jobs, allocation of merit pay may result in s short-term goals rather than important and long-term goals etc.

1.

• • • •

2. Psychological Appraisals: These appraisals are more directed to assess emp Master your semester with Scribd  potential for future performance rather than theRead past one. Iton isthis done Free For 30 Days Sign up to vote title in the form  rev depth interviews, psychological tests, and discussion with supervisors and & The Newothe York Times Useful Not useful ploy otherr eval evalua uati tion ons. s. It is more more focu focuse sed d on em empl oyees ees  emot em otio iona nal, l, inte intell llec ec Cancel anytime.

Special offer for students: Only $4.99/month. motivational and other personal characteristics affecting his performance. This ap

is slow slow and and cost costly ly and and may may be usef useful ul for for brigh brightt youn young g me memb mbers ers who ma

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etc. Disadvantages – Costs of employees traveling and lodging, psychologists, strong strongly ly influe influence nced d by assess assessee’s ee’s inter-p inter-pers ersona onall skills skills.. Solid Solid perform performers ers suffocated in simulated situations. Those who are not selected for this also m affected.

Advantages – well-conducted assessment center can achieve better forecasts of performance and progress than other o ther methods of appraisals. Also reliability, content and predictive predictive ability ability are said to be high in assessment assessment centers. The tests also mak that the wrong people are not hired or promoted. Finally it clearly defines the crite selection and promotion. 4.

360-Degree Feedback: It is a technique which is systematic collection of perfor data on an individual group, derived from a number of stakeholders like imm supervisors, team members, customers, peers and self. In fact anyone who has info informa rmati tion on on how how an em empl ploy oyee ee does does a job job may may be one one of the the appr apprai aise se technique is highly useful in terms of broader perspective, greater self-developme multi-sourc multi-source e feedback feedback is useful. useful. 360-degree 360-degree appraisals appraisals are useful useful to measu personal skills, customer satisfaction and team building skills. However on the n side, receiving receiving feedback feedback from multiple sources can be intimidati intimidating, ng, threateni Multiple raters may be less adept at providing balanced and objective feedback.

Ethics of Performance Appraisals / Legally defensible Performance Appraisa Ethics of Procedures 1. 2. 3. 4. 5. 6. 7.

Formal Formal Standard Standardized ized Perform Performance ance Appraisal Appraisal System Systems s Uniform Uniform to all employees, employees, no illegal illegal differenti differentiation ations s based on cast, cast, religion religion etc. Standards Standards formally formally commun communicat icated ed to all employees employees Freedom to review review performance performance appraisal appraisal results results Formal Formal appeal appeal process process about ratings ratings and and judgments judgments Written Written instr instruct uction ions s and trainin training g to raters All personal personal decision decision makers makers should should be aware of anti-di anti-discrim scriminati ination on laws.

Ethics of Contents 1. 2. 3. 4. 5. 6.

Conten Contentt based based on job job analys analysis is Traits Traits based based appra appraisa isals ls should should be avoid avoided ed Objectivel Objectively y verifia verifiable ble data data should should be used Constraint Constraints s on performa performance nce beyond beyond control control should should be be prevented prevented Specific Specific job related related dimensio dimensions ns to be used rather rather than single single or global globaldimens dimens Read Free Foron 30this Days Sign up to vote title Dimensions Dimensions must must be assigned assigned weight weight to reflect relati relative ve importance importance inperf Useful   Not useful score Cancel anytime.


Ethics of Documentation of Results

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Perf Perfor orma manc nce e appra apprais isal al serve serves s many many orga organi niza zati tion onal al obje object ctiv ives es and and goal goals. s. encour encouragi aging ng high high level level of perform performanc ance, e, the evalua evaluatio tion n system system is useful useful in ide employees with potential, rewarding them equitably, and determining employee ne development. All these activities are instrumental in achieving corporate plans and term growth, typical appraisal system in most organizations have been focused on term goals only.

From the strategic management point of views, organizations can be grouped u different categories as defenders, prospectors and analyzers.

Defenders: They have narrow and stable product market domain. They don’t n make any adjustment adjustment in technology technology,, structure structure or methods methods of operations operations etc. They entire attention on improving existing operations. Because of emphasis on skill b successful defenders use appraisals as means for identifying training needs. It i behavior oriented. Prospectors: They They cont contin inuo uous usly ly sear search ch for for new new produ product cts s and and oppo opportu rtuni niti ti experiment regularly to new and emerging trends. They more focus on skills identi and acquisition of human resources from external sources prospectors often use app for identifying staffing needs. The focus is on results. Analyzers: They operate in two type of product pr oduct domain markets. One is stable and o changi changing. ng. They They watch watch their their compet competito itors rs closel closely y and rapidl rapidly y adopt adopt the ideas ideas promising. They use cost effective technologies for stable products and matrix techn for new products. Analyzers tend to emphasize on skills building and skills acquisitio employ employ extens extensive ive traini training ng progra programs. ms. Hence Hence they they use apprai appraisal sal more more for tra staffing purposes.

However performance appraisal systems has strategic importance in three different w Feedback Mechanism: Performance evaluation is the central mechanism that n provi provide des s feedb feedbac ack k to indi indivi vidua duals ls but but also also aids aids in the the asse assess ssme ment nt of the the prog prog organization as a whole. Without appraisals managers of any firm can only guess whether or not employees are working towards realization of the organization goals. Consistenc Consistency y between strategy strategy and job behavior: behavior: Performance Performance appraisal appraisal not means of knowing if the employee behavior is consistent with the overall strategie but also a way of bringing to the fore any negative consequence of the strategy – be fit. Thus the performance appraisal system is an important mechanism to elicit feedb the consistency of the strategy – behavior link. Consis Consisten tency cy betwee between n Values Values and Job Behavi Behavior or lin link: k: Perfor Performan mance ce evalua evalua mechanism to reinforce values and culture of the organization. Another importanc align appraisal with organizational culture.  Read Free Foron 30this Days Sign up to vote title

Master your semester with Scribd & The New Thus Thus York the purpos purTimes pose e of perform performanc ance e evalua evaluatio tion n

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useful  is  to Useful make mak e anytime. sure surNot e that tha t employ employee’s ee’s Cancel

and feedback of information about performance are all linked Special offer foremployees students: Onlybehavior $4.99/month. corporate strategy.

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Problems of Rating: 1. Lenie Lenienc ncy y & Sev Severi erity ty 2. Cent Centra rall Tend Tenden ency cy 3. Halo Er Error ror 4. Rate Raterr Ef Effect fect 5. Prima Primacy cy & Rece Recenc ncy y Effe Effect ct 6. Perc Percep eptu tual al Se Sets ts 7. Perform Performanc ance e Dimen Dimensio sions ns Orde Orderr 8. Sp Spil illo lover ver Effe Effect cts s 9. Stat Status us Effe Effect ct

INCENTIVES BASED COMPENSATION

Incent Incentive ives s are moneta monetary ry benefi benefits ts paid paid to workme workmen n in recogn recogniti ition on of their their out performance. They are defined as variable rewards granted according to variations achievement of specific results. Advantages of Incentive based compensations 1. Ince Incent ntiv ives es are are impo importa rtant nt for for indu induce ceme ment nt and and moti motiva vati tion on of work workers ers fo efficiency and greater output. 2. Em Empl ploy oyee ee ear earni ning ngs s go up 3. Enhanc Enhanced ed standa standard rd of living livings s of employee employees s 4. Reduction Reduction in in total total unit unit cost of product production, ion, 5. Prod Produc ucti tivi vity ty incr increa ease ses. s. 6. Production Production capac capacity ity is is also also likely likely to to increase increase 7. Redu Reduce ced d sup superv ervis isio ion n Disadvantages of Incentive based compensation 1. 2. 3. 4.

Tendency Tendency of quality quality of products products deteriorat deteriorated ed due to increased increased output output and lo Employees Employees may may oppose oppose introductio introduction n of new new machine machines s Workers demand demand for for minimum minimum wage limit limit may go up due to high high incentive incentive ea Sometimes Sometimes employees employees may disregar disregard d security security regulations regulations due due to payment by approach adopted for higher incentive figures 5. Overwor Overworkin king g may affec affectt employe employee e health health 6. Employee Employee jealousie jealousies s with with respect respect to high high and low low performers performers



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HUMAN RESOURCE AUDIT Nature of HR Audit

HR Audit is a tool for evaluating the personnel activities of an organization. The aud include one division or entire company. It gives feedback about HR functions to op managers and HR specialists. It also shows how well managers are meeting HR dutie

In short HR audit is an overall control check on HR activities in a division or a compa evaluation of how these activities support organization’s strategy. Basis of HR Audit (Personnel Research) 1. Wage Wage Su Surv rvey eys s 2. Recrui Recruitme tment nt Source Sources s effect effective ivenes ness s 3. Trainin Training g effort efforts s effec effectiv tivenes eness s 4. Supervi Supervisor sor’s ’s effect effective ivenes ness s 5. Indu Indust stri rial al settl settlem ement ents s 6. Job Job An Analys alysis is 7. Job Job Satis Satisfa fact ctio ion n Surve Survey y 8. Em Empl ploy oyee ee nee needs ds surv survey ey 9. Atti Attitu tude de Sur Surve veys ys 10. High accident frequency surveys Benefits of HR Audit

1. Identifica Identification tion of contrib contribution utions s of HR departm department ent 2. Improvement Improvement of professi professional onal image of HR department department  3. Encouragemen Encouragementt of greater responsib responsibility ility and professi profRead essionali HR members memb ers Free Foramong 30this Days Sign onalism up to sm vote on title  4. Clarificati Clarification on of HR duties duties and respons responsibil ibilities ities  Useful  Not useful 5. Stimulatio Stimulation n of uniform uniformity ity of HR policies policies and practic practices es Cancel anytime. Special offer for6. students: Only $4.99/month. Findin Finding g critica crit icall personn personnel el proble problems ms 7. Ensuring Ensuring timely timely compli compliance ance with with legal legal requirem requirements ents


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Managerial Compliance Audit Human Resource Climate Audit Employee Turnover Absenteeism Accidents Attitude Surveys HR - Corporate Strategy Audit • •

•

Approaches to HR Audit 1. 2. 3. 4. 5.

Comparativ Comparative e Approach Approach (Benchm (Benchmarkin arking g with another another compan company) y) Outside Outside Authority Authority Approach Approach (Outsi (Outside de consultant consultants’ s’ standards) standards) Statistic Statistical al Approach Approach (Stat (Statistic istical al measures measures and and tools) tools) Complianc Compliance e Approach Approach (Legal (Legal and and company company polic policies) ies) Management Management By Objectives Objectives Approac Approach h (Goals (Goals & Objectives Objectives based) based)



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MOTIVATION THEORIES Performance is a function of ability and motivation. P = f (A x M) Definition 1: Choices among voluntary activities

A process governing choices made by persons or lower organisms among alternative of voluntary activity Definition 2: Arouse enthusiasm to pursue

A result of internal and external processes to the individual that arouse enthusias persistence to pursue a certain course of action Definition 3: Need that activates behavior

A process that starts with a physiological deficiency or need that activates behavi drive that is aimed at a goal or an incentive. Meaning of Motivation Motivation is a set of forces that cause people to behave in certain ways. Motivation Process (6 Steps) 1. 2. 3. 4. 5. 6.

Indi Indivi vidu dual al Nee Needs ds Search Search for ways ways to satis satisfy fy needs needs Goal Goal & Objec Objecti tive ves s direc directe ted d Incr Increa ease sed d perfo performa rmanc nce e Receiv Receiving ing rewar rewards ds or or punish punishmen mentt Reas Reasse sess ssme ment nt of of need needs s


Criticality of Motivation to Managers


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Motives can only be inferred, not seen Dynamic nature of human needs

Objectives of Motivation High productivity Increase quality consciousness Stimulate participation at work

Theories of Motivation Early Theories

Scientific Scientific Management: Management: Motivation Motivation by scientifi scientific c management management is associat associated ed wit Taylor Taylor’s ’s techni techniques ques of scient scientifi ific c manage managemen ment. t. Taylor Taylor said said that that people people are motivated by economic rewards and will take direction if offered an opportunity to im their economic positions. Based on this Taylor described following arguments Phys Physic ical al work work coul could d be scie scient ntif ific ical ally ly stud studie ied d to dete determ rmin ine e optim optimal al me performance of a job Workers could be more efficient by telling them how they were to do a job Workers would accept the above prescription if paid on differentiated pie basis Disadvantages – Dehumanized workers, treated them as mere factors of prod only stressed on monetary needs, ignored human needs •

• •

•

Human Relations Model: Elton Mayo’s human relations model stressed on social c as motivational motivational factor. Greater importance importance was given to informal informal groups. Howev much reliance on social contacts to improve productivity pr oductivity was a major drawback.

Contemporary Theories Conten Contentt Theori Theories es (Maslo (Maslow’s w’s Need Need Hierarc Hierarchy, hy, Herzbe Herzberg’s rg’s 2-fact 2-factors ors,, Alderfe Alderfe Achievement Motivation Theory) Process Process Theories Theories (Vr (Vroom oom’s ’s expect expectanc ancy, y, Adam’s Adam’s Equity Equity,, Porter’ Porter’s s Perform Performanc anc Satisfaction Model) Reinforcement categories ERG Theory (Alderfer): Existence – Relatedness – Growth

Master your semester with Scribd  Read Free Foron 30this Days Sign up to vote title  ERG theory emphasizes more on three broad needs that is existence, relatedne & The New York Times Useful Not useful growth. Its hypothesis is that there may be more than one  need operating at the Cancel anytime.

Special offer fortime. students: Only $4.99/month. ERG theory further states that when a higher level need is frustrating, the indiv

desire to increase lower level needs takes place. Thus ERG theory contains frust

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growth, which are related to job satisfaction. Hygiene factors deal with external facto company policy, supervision, administration and working conditions, salary, status, s and interpersonal relations. These factors are known as hygiene factors or job dissat job context factors. Advantages – tremendous impact on stimulating thought on motivation at work, inc understanding of role of motivation, specific attention to improve motivational leve design technique of job enrichment is contribution of herzberg, double dimensions factors are easy to interpret and understand.

Disadvantages – Limited by its methodology, reliability questioned, it focuses more satisfaction not on motivation, no overall measure of satisfaction utilized, inconsiste previous research, productivity factor ignored.

MORALE Definition 1: Mental condition, attitude, willingness

Morale is a mental condition or attitude of individual and groups, which determine willingness to co-operate. Definition 2: Attitudes, voluntary cooperation

Morale Morale is attitudes of individual individuals s and groups towards towards their work environment environment and t voluntary cooperation to the full extent of their ability in the best possible interest organization. Distinction between Morale and Motivation: -

1.

2. 3. 4.

Morale Comp Compos osit ite e of feelin feelings gs,, atti attitu tude des s and and sentiments sentiments that contribute contribute towards towards general satisfaction at workplace. A Func Functi tion on of freed freedom om or rest restra rain intt towards some goal. It mobili mobilizes zes sentim sentiment ents. s. Morale Morale reflec reflects ts Motiva Motivatio tion. n.

1. 2.

3. 4. 5.

Motivation Motiva Motivatio tion n moves moves perso person n to ac A Proc Proces ess s of stimul stimulat atin ing g in into into acti action on to acco accomp mpli lish sh goals. A Funct Function ion of driv drives es and and need need It mobi mobili lize zes s energ energy. y. Moti Motiva vati tion on is a pote potent ntia iall to morale.

Importance of Morale as a Responsibility of Management Master your semester with Scribd  Read Free Foron 30this Days Sign up to vote title  Organization Climate: Morale is an important part of organization climate. & The NewAtti York Times Useful Not useful  attitud  and sent Attitu tude des s & Sent Sentim imen ents ts:: Mora Morale le refl reflec ects ts atti tudes es and sentim iment ents s • •

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Productivity: Morale highly affects productivity and satisfaction of individuals.

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PERSONNEL POLICIES Meaning of Personnel Policy

A Policy is a Plan of Action. It is a statement of intentions committing the manageme general course of action. A Policy may contain philosophy and principles as well. How policy statement is more specific and commits the management to a definite cou action.

Hence Personnel policy is a plan of action to be implemented by HR department to the the orga organi niza zati tion on and and em empl ploy oyees ees.. A perso personn nnel el polic policy y spel spells ls out out basi basic c needs needs employ employees. ees. Throug Through h personn personnel el policy policy the personn personnel el depart departmen mentt ensure ensure a con treatment to all personnel by minimizing favoritism and discrimination. Personne serves as a standard of performance for all employees. Sound personnel policies hel employee motivation and loyalty. And this happens when personnel policies reflect fa and justice and help people grow within the organization. Personnel policies are also of action to resolve intra-personal, inter-personal and inter-group conflicts. Importance of Personnel Policy

Personnel policy is very important for an organization since it gives several bene managing managing your human resources resources effectively. effectively. In the light of these benefits benefits listed be would be able to understand the relative importance of Personnel policy.

Basic Needs: Personnel policy helps the management to think deeply abou needs of organization and the employees. Consistent Consistent Treatment: Treatment: Pers Person onne nell poli polici cies es ensu ensure re cons consis iste tent nt trea treatm tment ent  personnel throughout the organization. Read Free Foron 30this Days Sign up to vote title  Minimize Favoritism: Personnel policies help minimize favoritism and discrimin Useful Not useful  anytime. Contin Continuou uous s action action:: Pers Person onne nell poli polici cies es ensu en sure re Cancel cont contin inuo uous us acti action on even even Special offer for students: Only $4.99/month. management is changed. These policies promote stability. Standard of Performance: Personnel policies serve as a standard of performan •


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WORKERS’ PARTICIPATION IN MANAGEMENT

Broadl Broadly, y, worker’ worker’s s partic participa ipatio tion n in manage managemen mentt means means associ associati ating ng represe representa nta workers at every stage of decision-making. Participative management is considere process by which the worker’s share in decision-making extends beyond the decisio are implicit in the specific content of the jobs they do. This amounts to the workers a share in the reaching of final managerial decisions in an enterprise. Definition 1: Association of Workers in decision-making process

Workers’ Workers’ participa participation tion may be taken to cover all terms of associat association ion of workers an representatives with the decision-making process, ranging from exchange of inform consul consultat tation ions, s, decisi decisions ons and negoti negotiati ations ons to more more instit instituti utiona onaliz lized ed forms forms suc prese presenc nce e of the the work workers ers’’ me memb mber ers s on mana manage geme ment nt or super supervi viso sory ry boar boards ds management by workers themselves.

Scope of workers’ participation Scope of workers participation ranges over three managerial decision-making stages. Social Decisions: Hours of work, welfare measures, work rules, safety, health, san and noise control. Personnel Personnel Decisions: Decisions: Recruitmen Recruitmentt and selection, selection, promotions and transfers, transfers, gri settlements, work distribution Economic Economic Decisions: Decisions: Method Methods s of manufa manufactu cturin ring, g, automa automatio tion, n, lay offs, offs, shu mergers and acquisitions and other financial aspects. Methods of Workers’ Participation in Management 1. Board Level 2. Ownersh rship Read Free Foron 30this Days Sign up to vote title 3. Comp Comple lete te Con Contr trol ol  Useful  Not useful 4. Staf Stafff Cou Counc ncil ils s Cancel anytime. Special offer for students: Only 5. Join Jo intt $4.99/month. Cou Counc ncil ils s 6. Coll Collec ecti tive ve Barg Bargai aini ning ng


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6. No threat threat by partic participa ipatio tion n 7. Associati Association on at all all levels levels of decision decision-mak -making ing Benefits of Participation 1. Gives Gives iden identit tity y to to an employ employee ee 2. Moti Motiva vate tes s em empl ploy oyee ee 3. Self-estee Self-esteem, m, job satis satisfacti faction on and coopera cooperation tion improve improves s 4. Reduce Reduced d conf confli licts cts and stress stress 5. More More com commi mitm tment ent to to goals goals 6. Less Less resist resistanc ance e to to chan change ge 7. Less Less labo laborr probl problem ems s 8. Better Better quali quality ty sugges suggestio tions ns expect expected ed

UNIONS

Employ Employee ee associ associati ations ons are popular popularly ly known known as unions unions.. Howeve Howeverr these these unions unions confined to only strikes and negotiations. Their role is much wider than this. Unions their presence felt in recruitment and selection, promotions, training, termination or Many programs, which contribute to the Quality of Work Life (QWL) and productivi undertaken by management in consultation with and with the cooperation of the u Unions also participate in deciding wage and salary structure and negotiate revision in 3 or 5 years.

Trade unions are voluntary organizations of workers or employers formed to promo interes interests ts throug through h collec collectiv tive e action action.. Trade Trade unions unions Act 1926 define defines s a trade trade uni comb combin inat atio ion, n, whet whethe herr temp tempor orar ary y or perm perman anent ent form formed ed prima primari rily ly for for the the pu regulating the relation between 1) Work Workme men n and and Empl Employ oyers ers 2) Work Workme men n and and Work Workme men n 3) Employ Employers ers and Employ Employers ers For imposing restrictive conditions on the conduct of any trade or business and includ federation of two or more trade unions Why do employees join Trade Unions? To protect themselves against exploitation by management By force Dissatisfaction Lack of Power Union Instrumentality

Master your semester with Scribd  ROLE OF CONSTRUCTIVE AND POSITIVE UNIONRead Free Foron 30this Days Sign up to vote title  & The New York Times Useful Not useful   have following bro Unions have a crucial role to play in Industrial Relations. Unions Special offer foror students: Only $4.99/month. objectives as mentioned below. •

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To redress the bargaining advantage of the individual worker vis-à-vis the ind

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Unions are party to national, local and plant level agreements, which govern their act a greater or lesser extent, depending on their power and on local circumstances. UNFAIR LABOR PRACTICES Industrial Disputes Act 1947 specifies the following as unfair labor practices •

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To interfere, restrain, coerce workmen in the exercise of their right to or form, join or assist a trade union. Threatening workmen with discharge or dismissal Threatening of lockout or closure Granting wage increases to undermine trade union efforts To dominate, interfere with or support financially or socially by taking active i in forming own trade union, and Showi Sh owing ng part partia iali lity ty or gran granti ting ng favo favorr to one one of seve severa rall trad trade e un unio ions ns to recognized trade union To establish employer sponsored trade unions To encoura encourage ge or discou discourag rage e members membership hips s in any trade trade union union by discri discri workman by punishing or discharging, changing seniority ratings, refuse prom giving unmerited promotions, discharging union office bearers To discharge or dismiss workmen by victimizing, not in good faith, implica criminal case, for patently false reasons To abolish work of a regular nature To transfer workmen To show favoritism or partiality To replace workers To recruit workmen during legal strikes To indulge in acts of violence or force To refuse collective bargaining Proposing and continuing lockouts



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ORGANIZATIONAL DOWNSIZING

Downsizing necessarily means reducing work force to an optimal level depending up business conditions and organizational needs. It is said that an organization sho rightl rightly y staffe staffed d ie. It should should not be overst overstaff affed ed and or underst understaff affed. ed. There There are following method used to downsize the workforce as mentioned below.

Retrenchment: It means termination of service. It is a termination for reasons other than discip actions, actions, retirement or superannuat superannuating, ing, expiry and termination termination of contract contract or pro illness. Retrenchment compensation and notice for retrenchment are only pre-condit retre retrenc nchm hment ent and and not not a righ right, t, whic which h a retre retrenc nche hed d work worker er can can clai claim. m. If no compensation are not given, the worker will not be called as retrenched. Compens payable for 15 days wages for every completed year of service besides one month’s or pay in lieu of notice. But employee should have completed at least one year of co service in order to receive compensation.

Lay Offs Lay of is inability of the employer to provide employment to workers due to circums beyond beyond his contro controll such such as shorta shortage ge of power, power, coal, coal, breakdo breakdown wn of machin machinery, ery, calamity etc. It is not a termination of service. Lay off compensation can be claime statutory right by the worker if he has completed one year of continuous service worked for 240 days on the surface or 190 days underground in 12 calendar m Compensation payable is half of the wages.

Voluntary Retirement Schemes VRS are announced when there is a huge pool of old aged manpower occupying positions amounting to surplus. Many organizations are providing liberal incentives t  Read Free For 30this Days befo before re age age of super superan annu nuat atin ing. g. VRS VRS in othe otherr words words ato vote retir ret irem emen ent t befo before re th Signisup on title  retirement. Useful Not useful  


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MEANING OF ORGANIZATION STRUCTURE

Organizational structure is the formal decision-making framework by which job tas divided, divided, grouped, grouped, and coordinated. coordinated. Formalization Formalization is an important aspect of struc the extent to which the units of the organization are explicitly defined and its p procedures, and goals are clearly stated. It is the official organizational structure con and built by top management. The formal organization can be seen and represen chart form. An organization chart displays the organizational structure and shows job lines of authority, and relationships between departments. Organisation Charts: The organization charts are the sample and an understandable way showing the organ organiz izat atio ion n stru struct cture ure-I -Itt give gives s a clea clearr overv overvie iew w of the the shap shape e and and struc structu tu organization. It is an order and the design of an organization captured in a visual form.

It is a blue print or a basis for proper conceptualization, further thinking, a discussion for further modifications without affecting the actual changes.

The organization chart well drawn, can give an insight in to the organization, its hiera structure line and staff authority, authority and responsibility levels, chain of comman of delegated authority, decentralization or otherwise in an organization, span of contr

It also helps and guides the management in evolving changes with the changes environment and for faster realization of goals.

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supervisor must realize that the informal organization affects the formal organizatio informal organization can pressure group members to conform to the expectations informal group that conflict with those of the formal organization. This can result gene genera rati tion on of fals false e info inform rmat atio ion n or rumo rumors rs and and resi resist stan ance ce to chan change ge de management. The supervisor should recognize the existence of information groups, the roles member play within these groups, and use knowledge of the groups t effectively with them. The informal organization can make the formal organization effective by providing support to management, stability to the environment, and communication channels.

Matrix Structure

In a matrix organization, teams are formed and team members report to two o managers. Matrix Matrix structures structures util utiliz ize e func functi tion onal al and and divi divisi sion onal al chai chains ns of simultaneously in the same part of the organization, commonly for one-of-a-kind pr It is used to develop a new product, to ensure the continuing success of a product to several departments directly contribute, and to solve a difficult problem. By superim a project structure upon the functional structure, a matrix organization is forme allows allows the organization organization to take advantage advantage of new opportunitie opportunities. s. This structure structure specialists from different functional departments to work on one or more projects be by project managers. managers. The matrix matrix concept concept facilitat facilitates es working working on concurrent concurrent proje creating a dual chain of command, the project (program, systems, or product) m and the functional manager. Project managers have authority over activities geared achieving organizational goals while functional managers have authority over pro decisions and performance reviews. An example is an aerospace firm with a contrac NASA.. NASA Divisional Structure

In a divisional divisional organizatio organization n, corpora corporate te divisi divisions ons operat operate e as relati relativel vely y aut businesses under the larger corporate umbrella. In a conglomerate organization, di may be unrelated. Divisional structures are made up of self-contained strategic bu units that each produces a single product. For example, General Motors' Motors' divisions Chevrolet,, Oldsmobile Chevrolet Oldsmobile,, Pontiac Pontiac,, and Cadillac Cadillac.. A central headquarters, focusing or r coordinates and controls the activities, and provides support services between div Functional departments accomplish division goals. A weakness however, is the tende duplicate activities among divisions.  Read Free Foron 30this Days Sign up to vote title

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On the other hand, the organic structure is more flexible, more adaptable to a partic

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Functions Functions or divisions divisions arrange traditiona traditionall organizati organizations. ons. In a functional organi author authority ity is determ determine ined d by the relati relations onship hips s between between group group functi functions ons and Functional structures group similar or related occupational specialties or processes to under the familiar familiar headings headings of finance, finance, manufactu manufacturing, ring, marketing, marketing, accounts rece resear research, ch, surger surgery, y, and photo photo finish finishing ing.. Econom Economy y is achiev achieved ed throug through h specia specia However, the organization risks losing sight of its overall interests as different depar pursue their own goals.



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