Professional Documents
Culture Documents
Functions
Acquisition
HRP Recruitment & Selection Socialisation
Functions
Development Training
Management Development
Career Development
Functions
Motivation
Job Satisfaction Performance Appraisal
Functions
Maintenance
Compensation Administration
Grievance Redressal
Steps in HRP
1. Assessing current human resources Developing a profile & job analysis
a) Human Resource Inventory b) Job Analysis
Steps in HRP
2. Assessing where the organisation is going
a) Demand Forecasting
Steps in HRP
3. Implications of future demands 4. Implications of future supply
1. Internal supply
a) Increasing supply b) Decreasing supply
Job Analysis
Job analysis is the procedure for determining the duties & skill requirements of a job and the kind of person who should be hired for
it.
Recruitment
Factors influencing recruiting efforts
a) b) c) d) size Efficiency of past recruiting efforts Working conditions Organisations in growth, stagnation,decline mode
Constraints
1. 2. 3. 4. 5. 6. 7. Image of the organisation Nature of the job to filled Hazardous, lacking prospects Internal organisational policies Trade union requirements Govt. influence on recruiting process Cost of recruitment
Sources
1. 2. 3. 4. Internal search Advertisements Employee referrals Employment agencies
1. Public agencies 2. Private agencies 3. Head hunters
Sources
5. 6. 7. 8. Temporary help services Schools, colleges & universities Professional organisations Casual or unsolicited applications
Selection
a) Correct acceptance b) Acceptance error c) Reject error d) Correct rejection
Selection Devices
I. II.
I. II.
Selection Devices
III. Interviews
a. b. c. d. e. f. g. Structure interviews Train interviewers Understand job Avoid other information Standardise evaluation forms Make notes Avoid short interviews
Selection Devices
IV. Realistic job previews
V. Background investigation VI. Physical examination
b. Values
c. Norms
Socialisation process underlying assumptions a) b) c) d) Influences employee performance New employees suffer from anxiety Socialisation does not occur in a vacuum People adjust in similar ways
Socialisation Process
a) Pre-arrival stage
b) Encounter stage
c) Metamorphosis stage
Training
Determining training needs
What are organisations goals What are tasks to be completed to achieve these goals What behaviours are necessary for each incumbent to complete his assigned tasks What are the defeciencies
Signals
Productivity Rejection
Management development
Methods for developing managers I. On-the-job development
a. b. c. d. Coaching Under study assignment Job rotation Committee assignments
a.
Areas of assessment
a. Trainee reaction
b. Learning c. Behaviour d. Results
Career Development
Career stages
a. b. c. d. e. Exploration Establishment Mid-career Late career Decline
Motivation: is the willingness to do something and is conditioned by this actions ability to satisfy some need for the individual. Unsatisfied > Tension > Drives > Search > Behaviour Goal Achievement > Need satisfaction > Reduction of tension
Theory X
1. 2. 3. 4. Employees inherently dislike work and whenever possible, will attempt to avoid it. Since they dislike work, they have to coerced controlled or threatened to achieve desired goal. Employees will shirk responsibilities and seek formal direction. Most workers place security above all other factors associated with work and will display little ambition.
Theory Y
1. 2. 3. 4. Employees can view work as being as natural as rest or play. Employees will exercise self direction and self control, if they are committed to the objectives. Average person can learn to accept even seek responsibility Creativity that is ability to make good decisions is widely dispersed throughout the population.
Theory X arouses lower order needs. Theory Y arouses higher order needs.
The characteristics of (nAch) closely align with Successful Entrepreneurship The Characteristics of (nAff) & (nPow) tend to be closely related to managerial success. McClelland gives evidence that best managers are high in their need for power and low in their need for affiliation.
Motivation
Strength of drive towards an action
Valence
Strength of a persons preference to one outcome in relation to others.
Expectancy
Probability of getting it with certain actions Urge to perform depends on the attractiveness of the outcome or reward.
Psychological Approach
a) b) c) d) Assumptions: Individuals have a unique mixture of ingredients that make up their personality. However one ingredient will be predominant (Personality type) There are four categories of personality types : Dominant : very strong, good decision makers, great leader Motivators- (Power, Authority, Control over results, freedom from restraint, wide scope of operations) Influencing : good talkers Motivators-(popularity, recognition, contact with people, freedom of expression, favourable relationships and social status) Steady : those who are extremely loyal to others, very predictable. Motivators-(stability, planned charge, conflict free environment, clear responsibilities, concrete results and job security) Careful : who is meticulous about details , who sets high standards for themselves. (precision work and high quality of work are motivators)
Expectancy
Moderate probability that certain actions will lead to promotion
Motivation
Increased drive
Action
1. 2. Greater effort Training
Primary Outcome
1. 2. Promotion Higher Pay
Secondary Outcome
1. 2. 3. Higher Status Recognition from associates Purchasing products that family wants
Positive Re-inforcement
A favourable consequence that encourages repetition of a behaviour
Negative Re-inforcement
A behaviour is accompanied by a removal of an unfavourable consequence.
Shaping
Occurs when re-inforcements are successively given, as one comesw closer to the desired behaviour.
Schedules of Reinforcement
a) b) Continuous reinforcement
reinforcement accompanied by each correct behavior.
Partial reinforcement
a) b) c) d) There are four types of partial reinforcement Fixed interval
eg: saloon
Variable ratio
Reinforcement after a variable number of correct response.
Performance Appraisal
Appraisal Process
1. Establishment of Performance standard through job analysis & job description. 2. Communicate performance expectations to employees 3. Measure actual performance 4. Compare actual with standards 5. Discuss appraisal with employee 6. Initiate corrective action.
Appraisal Methods
A. Absolute standards
i. Essay appraisal
narrative
ii. Critical Incident appraisal key factors/ critical incidents that makes difference. It is based on behaviour. iii. Check list
check list of behavioural descriptions and yes or no will be marked.
v. Forced Choice
rater has to choose between two or more statements, all of which may be favourable or un favorable. The appraiser's job is to identify which statement is most descriptive of the individual.
B. Relative Standards
Individuals compared with others. 1. Group Order Ranking Requires the evaluator to place employees in a particular classification. Top 1/5th next 1/5th. 2. Individual Ranking
Ranking the employees in the order.
3. Paired Comparison
It ranks each individual in relation to all other on a one-oone basis.
C. Objectives
Employees are evaluated by how well they accomplish a specific set of objectives. MBO : Process of converting organisational objectives into personal objectives. Steps: 1) good setting 2) action planning 3) self control 4) periodic review
b. Halo Error
Halo effect or error is a tendency to rate high or low on all factors. Due to the impression of a high or low rating on some specific factor.
c.
Similarity Error When evaluators rate other people in the same way that the evaluators perceive themselves, they are making a similiarity error. d. Low appraiser Motivation If the evaluator knows that poor appraisal could limit employees future. The evaluator may be reluctant to give a realistic appraisal.
Central tendency Reluctance to make extreme ratings in either direction. Forcing information to match non-performance criteria all ready decided, nonperformance criteria. E.g. seniority.
Inflationary pressures
inflated ratings
Attribution Theory Theory Y oriented manager high ratings Theory X oriented manager low ratings
Multiple raters
The more numbers of raters probability of attaining more accurate information.
Selective rating
Raters make evaluations on only those areas on which they are in a good position to rate.
Trained Appraiser
Training appraisers make them more accurate raters.
Peer Evaluations
In case the manager doesnt have day to day information, he takes the help of peer evaluation
Rewards
Intrinsic rewards
Satisfaction from the job itself
Extrinsic rewards
Money, promotion & benefits
Equitable distribution
Must be fairly distributed
Visibility
Rewards should be visible.
Compensation Administration
Lowest cost pay structure that will attract motivate and retain competent employees and that also will be perceived as fair by these employees. Essence of compensation administration is job evaluation and establishment of pay structure.
b) Classification Method
Based on skills, knowledge, responsibilities etc. Eg:- shop job, clerical job, sales job. Once the classification is made they are ranked in an overall order of importance.
d) Point Method
This method breaks job down based on various identifiable criteria (skill, effort and responsibility.) and then allocates points to each of these criteria. Appropriate weights are given depending on the importance of each criterion.
Group Incentive
Executive compensation
a) Executive Salaries Supplemental Financial Compensation a) Deferred bonus b) Stock options (ESOP) Supplemental Non-financial compensation a) Perquisites b) Golden Parachute
Severance salary or guaranteed position in the newly created organisation
o Disciplinary Actions
Voluntary benefits
1. 2. 3. 4. 5. 6. 7. 8. Rest periods Holidays Vacations Sick leave Leave of absence Pension programme Capital accumulation plans Insurance 1. Group life insurance 2. Health insurance 3. Health maintenance organisations (HMO) 4. Preferred provider organisations (PPO)
Services
1. Company sponsored social & recreational events 2. Counseling 3. Cultural activities 4. Credit unions 5. Housing 6. Other services
Causes of accidents
1. 2. Human Environmental
Preventive measures
a) b) c) d) e) Education Skill training Engineering Protection Regulation enforcement
Stress
Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint or demand, related to what he or she desires and which the out come is perceived to be both uncertain & important. Stress can be positive when situation offer an opportunity Stress can be negative when constraints of demands are placed on us
Causes of stress
Due to factors called stressors 1. Personal factors 2. Organisational factors
2. Psychological symptoms
significant dissatisfaction with the job, tension, anxiety, irritation, boredom, procrastination.
3. Behavioural symptoms
Productivity changes, absenteeism, turn over, increased smoking, alcohol consumption. Burn out
Organisational effect of stress. Chronic emotional stress with a) Emotional/physical exhaustion b) Lowered job productivity c) Over depersonalization
Reducing burnout
1. 2. 3. 4. Identification Prevention Mediation Remediation
Labour relations
1. 2. 3. 4. 5. 6. How unions constrain managerial powers Reduction in managements power Potential for strikes Fear of increased costs Threats to efficiency Loss of employee commitment Union review of HRM policies.
5. Preferential shop
when a union member given preference over non union member.
6. Agency shop Agreement that requires non union member employees to pay union fees as condition of continuing employment. 7. Open shop
Technically no union
Collective bargaining
Refers to as the negotiation, administration and interpretation of a written agreement between two parties that covers a specific period of time. Collective bargaining objective
Agree upon an acceptable contract acceptable to management, union related to a) wages, b) hours, c) terms & conditions.
Ethical dilemmas
A. Face to face ethics B. Corporate policy ethics C. Functional area ethics
* Performance appraisal * Race, gender, age & disability * Job discrimination * Privacy issues * Safety & health * Employee responsibilities
Managing ethics
Top management Code of ethics Ethics committees Whistle blowing Ethics training programme Ethics & law