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Chapter Three: Development Of Human Resources Socialization A process of adoption Assumptions − Better employee performance − Increased Organizational stability

− Reduce new employee’s anxiety − Help learning − Similar way of adjustment Socialization Process Outcomes

The Purpose of New-Employee Orientation Orientation may be done by the supervisor, the HRM staff or some combination Formal or informal, depending on the size of the organization Covers such things as: The organization’s objectives History Philosophy Procedures Rules HRM policies and benefits Fellow employees Learning the Organization’s Culture − Culture includes long-standing, often unwritten rules about what is appropriate behavior. − Socialized employees know how things are done, what matters, and which behaviors and perspectives are acceptable. Employee Training Employee training a learning experience designed to achieve a relatively permanent change in an individual that will improve the ability to perform on the job. Employee development future-oriented training, focusing on the personal growth of the employee. Determining Training Needs

Training Methods On the job training Job rotation Understudy assignment

Off the job training Classroom lectures Films and videos Simulated exercise

− Broad definition helpful in today’s work environment where employees and organizations have diverse needs. − Reflects any work. career development referred to programs offered by organizations to help employees advance within the organization. Today. paid or unpaid. each individual must take responsibility for his or her career What is a Career? − The sequence of position that a person has held over his or her work-life. examples. Career stages: Exploration Advice. ambition and goals Self assessment and educational path Experience: internship Mid-career Transfer / promotion Maximum productivity but Plateau progress Becoming mentor Preparing retirement Threats and crisis Decline Preparation for retirement Rituals of retirement Learning to accept reduced role Personal adjustments Chapter Four: Employee Motivation Employee Motivation − Performance Appraisal − Rewards and Compensation − Benefits Performance Management system Purpose − Performance Feedback − Performance Development − Documentation The Appraisal Process: Establishment search for work getting first job getting evidence of “success” or “failure” Late career Challenging job Teaching others Self -improvement . achievements.Vestibule training Employee development Evaluating Training and Development Effectiveness Methods Opinion and comments Job rotation Performance based measure Assistant to Position Post training performance measurement Committee assignment Pre-Post training performance measurement Lecture course and seminars Pre-Post training performance compared with Simulations control group Outdoor training Managing Careers Traditionally. − Pattern of work-related experiences that span the course of a person’s life.

Paired Comparison: Each individual is compared to every other. the statement which best describes the employee. Factors that can Distort Appraisals: .Appraisal Methods: Three approaches: − Absolute standards − Relative standards − Objectives Evaluating absolute standards: An employee’s performance is measured against established standards. Paired Comparison: − Each individual is compared to every other. Evaluation is independent of any other employee. Using Achieved Outcomes to Evaluate Employees: Management by Objectives (MBO) Includes mutual objective setting and evaluation based on the attainment of the specific objectives Using Achieved Outcomes to Evaluate Employees Common elements in an MBO program are: Goal specificity Participative decision making An explicit time period Performance feedback Effectively increases employee performance and organizational productivity. Relative standards: Employees are evaluated by comparing their performance to the performance of other employees.” Individual Ranking: Employees are ranked from highest to lowest. Critical Incident Appraisal: Based on key behavior anecdotes illustrating effective or ineffective job performance. Relative standards: Individual Ranking: Employees are ranked from highest to lowest. such as “top one-fifth. Adjective Rating Scale Appraisal: Appraiser rates employee on a number of job-related factors. Evaluating absolute standards: Checklist Appraisal: Appraiser checks off behaviors that apply to the employee. Final ranking is based on number of times the individual is preferred member in a pair. Evaluating absolute standards: Essay Appraisal: Appraiser writes narrative describing employee performance & suggestions. Relative standards: − − Group Order Ranking: Employees are placed in a classification reflecting their relative performance. − Final ranking is based on number of times the individual is preferred member in a pair. Forced-Choice Appraisal: Appraisers choose from sets of statements which appear to be equally favorable.

The ranking of jobs is done using following typical criteria: Also considers: Mental requirements Labor market conditions Supervisory control Collective bargaining Complexity Individual skill differences Physical demands Job Evaluation Methods − Ordering method − Classification method − Point method Pay Structure: Membership based compensation Establishing the Pay Structure Wage curves − Drawn by plotting job evaluation data (such as job points or grades) against pay rates (actual or from survey data). including: Promotions Desirable work assignments Peer recognition Work freedom Job Evaluation and the Pay Structure: Job Evaluation Use of job analysis information to determine the relative value of each job in relation to all jobs within the organization. The most obvious reward is pay. − Results in a logical hierarchy of wages.Effective Performance management System Behavior based measures Combine Absolute and relative standards Provide ongoing feedback Have multiple raters Peer evaluation 360 degree appraisal Rate selectively Train appraisers Rewards: Rewards and Compensation People do what they do to satisfy some need and they look for a payoff or reward. . grades or points. consisting of ranges that overlap. Wage structure − Designates pay ranges for groups of jobs which are similar in value to the organization and grouped by their classifications. but there are many others.

2% − Monthly wage can be paid to temporary disabled worker for max. but inadequate benefits lead to employee dissatisfaction. BDT 10. 1 year or disability period whichever is shorter. BDT 1.000 – 1. Depends on: − − − Clarity of team purpose and goals Ability of the team to obtain needed resources Effective team communication skills and trust Executive Compensation Programs: Salaries of Top Managers − Executive salaries. Hiring bonuses – compensate for the deferred compensation lost when leaving a former company. rather than individuals. Legally Required Benefits: The Bangladesh Labor Act 2006 .Performance based Compensation: Individual Incentives include Merit pay plans (annual increase. to encourage them to stay with the company. 13 days. 27 .000 for adults − Max.10 days Medical leave – 14 days Earned / annual leave . 100% -min. Profit sharing Gain sharing Competency-based compensation Rewarded for skills. Paid leaves − − Casual leave .000 for minor − Payment is based on assessment of partial or total disability as specified in law max.00. knowledge and behaviors − leadership − problem solving − decision making − strategic planning Team-Based Compensation Incentives for empowered work teams to exceed established goals and share equally in rewards. − Competition for executive talent raises the price of hiring an executive. accumulating − Festival holiday – 11 days Voluntary Benefits − Health insurance − . − High salaries can be a motivator for executives and lower-level managers Supplemental Financial Compensation − − − Deferred bonuses – paid to executives over extended time periods.) Group Incentives Incentives can be offered to groups.Workers’ Compensation Paid by the employer Paid for injuries and diseases caused at workplace which result in partial or total loss of earning capacity − Compensation rate : Permanent partial or total disablement or death − Max. when employees' tasks are interdependent and require cooperation. Employee benefits − Have grown in importance and variety − Typically membership-based rewards offered to attract and keep employees − Do not directly affect a worker’s performance. based on performance) Piecework plans (pay based on number of units produced typically in a specified time period. Stock options – allow executives to purchase stock in the future at a fixed price.max. bonuses and stock options may seem high. min.25.

− Group insurance − Disability insurance Retirement Benefits: Provident fund − Fund accumulated throughout work-life − Both worker and employer make equal contribution − − Pension Plan Contribution should be 7-8% of basic wage Gratuity 30 days’ wage for every completed year at workplace Government employees get pension till death after retirement Dependents of employees get pension till death if the employee dies before retirement − − Paid Time Off Vacation and Holiday Leave − Vacation time is usually related to the length of time on the job. − Some companies also allow personal days that can be used for any reason. − Leave for preparation of retirement (LPR) .