a rac t e ri s t i c s

Ch
What is t i v es
Movement Administrative
Objec
Promotion? Authority Criteria Staffing Motivation

This is defined as an
employee’s upward Retention
Permanence Qualifications Career
mobility in the
organizational
structure
accompanied by
increased authority, C ri t e ri a Learning
Competition

responsibility, Strategy Growth

Merit- Seniority-
compensation and based
based
social status.

Seniority-Cum-Merit
based
 KINDS OF Essentials of a Sound Promotion Policy:
• Alignment

PROMOTIONS •
•
Equal Opportunities
Clear Criteria

i c al
•
rt
Transparent Procedure

Horizo n t a l v s Ve •
•
Uniform Treatment
Simplicity
Horizontal: More responsibility and compensation, but no • Appeal Process
change in organizational level. • Transition Support
• Performance Evaluation
Vertical: Advancement to higher positions with increased
• Preferences and Reservations
authority, responsibility, and status.

Open vs Closed System

Open: Promotional opportunities open to all eligible employees,
advertised vacancies.

Closed: Limited promotional opportunities for select

employees, often reserved for higher-level positions.
 employees to lower

WHAT IS
positions in an
organization's

DEMOTION?
hierarchy
• Can be a punitive
measure for rule
violations or consistent
performance issues
• May also occur at the
employee's request and
can entail
reassignment to a
different role or
reclassification to a
lower job title
• Results in a reduction
in an employee's job
status
• Can occur within the

R ea s o n s m a y
same department or
involve a transfer

in clu d e:
between departments,
initiated either by • Administrative
employees or Convenience
employers • Inefficiency
• Disciplinary Action
• Voluntary Demotion
 KE Y P O IN TS A B O U T

T R AN S F E R S TWO MAIN
• Involves moving
employees horizontally
from one job to another
TYPES:
within an organization,
with no change in pay,
Imposed transfer
benefits, or status
OBJECTIVES:
TYPES:
• Optimum Skill
• Inter vs intradepartmental
Utilization
• Voluntary vs involuntary

Requested transfer
• Training
• Replacement transfers
• Disciplinary action
• Versatility
• Employee Request
• Shift
• Motivational Tool
• Remedial
• Production
TRAINING, DEVELOPMENT
AND EDUCATION
Acquisition of technology, which permits
Training employees to perform their present job to
standards.

Training people to do a different job.

Given to people who have been identified
Education as promotable, considered for a new job or
to increase their potential.

Training people to acquire new horizons,

Development technologies or viewpoints
TR AININ G TR AIN IN G
A T ION DEVE L OP ME NT
EDUC
LEARNING DIMENSION TRAINING DEVELOPMENT

TRAINING EDUCATION
MEANT FOR: OPERATIVES EXECUTIVES

APPLICATION THEORETICAL ORIENTATION FOCUS: CURRENT JOB CURRENT AND FUTURE JOB

SCOPE: INDIVIDUAL EMPLOYEE WORK GROUP OR ORGANIZATION

JOB EXPERIENCE CLASSROOM LEARNING

PREPARE FOR FUTURE WORK

SPECIFIC TASKS GENERAL CONCEPTS GOAL: FIX CURRENT SKILL DEFICIT
DEMANDS

INITIATED BY: MANAGEMENT THE INDIVIDUAL

NARROW PERSPECTIVE BROAD PERPECTIVE

SPECIFIC JOB RELATED

CONTENT: GENERAL KNOWLEDGE
FORMAL SETUP FORMAL SETUP INFORMATION

TIME FRAME AND SETUP: IMMEDIATE; FORMAL LONG-TERM; MOSTLY INFORMAL

 Purpos es o f
Training & Development
To reduce labor turnover
To increase job satisfaction
displaying itself in lower
labor turn-over and less
absenteeism
To address changes in the
educational level of
employees
Back to Overview Page
To satisfy personal growth To avoid managerial To solve organizational
To improve performance
needs obsolescence problems
To adapt to changes in
To address changes in To address changes in To adapt to competitive organization structure
technology and the need for human resources; a diverse pressures necessitating caused by mergers,
more highly skilled workforce consisting of flexible courses and just-in- acquisitions, rapid growth,
workers many groups time and just-what needed downsizing, and
outsourcing
To promote versatility and
To increase productivity To reduce the number of To orient new employees
adaptability to new
and quality accidents and prepare for promotion
methods
SELECTING
T&D PROGRAM
• Cost Effectiveness
• Desired Program Content
• Learning Principles
• Appropriateness of the Facilities
• Trainee Performance and Capabilities
• Trainer Performance and Capabilities
The Steps in Training Process:
1. Assessment of Organizational Objectives
and Strategies
2. Assessment of Training Needs
3. Establishment of Training Goals
4. Design of Training Programs and Manuals
5. Implementation of Training Programs
6. Evaluation of Results
 issues in BENEFI
employee TS
training FROM
• Increased job satisfaction and morale among employees
• Increased employee motivation
• Increased efficiencies in processes, resulting in financial gain

T&D
• Communications • Human relations • Increased capacity to adopt new technologies and methods
• Increased innovation in strategies and products
• Computer skills • Quality initiatives
• Reduced employee turnover
• Customer service • Safety
• Enhanced company image, e.g., conducting ethics training (not good reason
• Diversity • Sexual harassment for ethics training!)
• Ethics • Risk management, e.g., training about sexual harassment, diversity training
Career Management and Career Planning &
Development Methods Bible Verse Slide

CAREER The ongoing process whereby the employee obtains (1) Self-knowledge; (2) Knowledge of Employment Opportunities; (3)
MANAGEMEN Develop Career Goals; (4) Develop a Strategy; (5) Implement and Experiment; and (6) Obtain Feedback on the
T Effectiveness of the Strategy and the Relevance of the Goals.

CAREER Process by which individuals obtain knowledge about themselves, information about employment
PLANNING opportunitites, formulate goals, and develop a plan for reaching those goals.

CAREER
The ongoing process by which individuals progress through a series of stages, each of which is characterized by
DEVELOPMEN
a relatively unique set of issues, themes, or tasks.
T

CAREER Objective descriptions of sequential work experiences, as opposed to subjective, personal feelings about career
PATHS progress, personal development or satisfaction.

CAREER SELF-
The ability to keep pace with the speed at which change occurs within the organization and the industry and to
MANAGEMEN
prepare for the future through continuous learning and career planning efforts.
T
 Compensation
M a n a ge m e nt
also known as wage and salary administration, remuneration management, or reward management, is
concerned with designing and implementing total compensation package.
• Tries to strike a

OBJECTIVES:
balance in a conflict
between the employee
and organization
• Attract and Retain
Personnel
• Motivate Personnel
with a better
compensation
All about
Compensation
01 02 03
May be used to: Types of Compensation:
A systematic approach to providing • Recruit and retain qualified employees • Pay such as base wages and salaries
monetary value to employees in • Increase or maintain morale/satisfaction • Incentive such as bonuses, commissions
exchange for work performed • Reward and encourage peak performance and profit sharing plans
• Achieve internal and external equity. • Benefits such as insurance, medical,
• Reduce turnover and encourage company recreational, retirement, etc
loyalty.
May be adjusted according the
• Modify (through negotiations) practices
business needs, goals, and available of unions
resources
 COMPONENTS OF
COMPENSATION SYSTEM COMPENSATION MANAGEMENT PROCESS
• Organization’s strategy
• Compensation policy -

s ed
•
b a
Job analysis and evaluation

Must b e fa i r i f •
•
Analysis of contingent factors
Design and implementation of compensation plan
•
•
on:
Job Descriptions
Job Analysis
• Evaluation and review

• Job Evaluation
•
•
Pay Structures
Salary Surveys Fac t o rs t h a t
affect
Common Pay pa y s t ru c t
• Internalu re :
Structures
1. Hourly and salaried
2. Office, plant, technical, professional, managerial
• External

3. Clerical, information technology, professional, supervisory,

management, and executive
Factors that help Back to Overview Page

determine
P ay R a t es
•
•
Demand & Supply;
Bargaining Power;
• Others
(i) Worker’s Capacity and
Age
• Cost of Living; (ii) Educational
• Condition of Product qualification.
Market; (iii) Work experience.
• Comparative Wages; (iv) Promotion
• Ability to Pay; possibilities.
• Productivity of Labour; (v) Stability of employment
• Job Requirements; (vi) Demand for product.
• Government Policy; (vii) Profits earned by the
• Goodwill of the organization.
company (viii) Hazards involved in
work etc.
 What are
Pay Incentives?
• A plan or program to
motivate individual or
group performance
• In addition to wages and
salaries
• With different schemes
such as: (i) Individual
Incentive Schemes, (ii)
Features of an Incentive Plan:
Group Incentive Programs
and
(iii) Plant Wide Incentive
Schemes.
• Both monetary and non-
monetary elements
• Basis of successful
incentives: timing, accuracy
and frequency of incentives
Types of
• Plan is properly
communicated to
Incentives:
employees
• Direct - basic salary or
wage
• Indirect - protection
EMPLOYEE BENEFITS
AND SERVICES
• Purpose of such benefits
and services is to retain
people in the organization
Categories of an Incentive
• Usually known as “fringe
benefits”
Plan: • Legally Required
Payments
• Pension and Group
Insurance
• Paid Rest Periods, Waste-
Up Time
• Payment for Time Not
C l a ss i f i c a t i
Worked
o n o f
• Festival Bonus
Fr i n g e
B e n e fi t s :
• Premium Payments
• Payment for special duties
• Payments for health &
Security benefits
• Payment for time not
worked
• Payment for employee
service and
 BIBLE VERSE
PROVERBS 21:21 (NIV)
“WHOEVER PURSUES RIGHTEOUSNESS AND LOVE FINDS LIFE,
PROSPERITY, AND HONOR.”

PROVERBS 9:9 (NIV)

“INSTRUCT THE WISE AND THEY WILL BE WISER STILL; T
EACH THE RIGHTEOUS AND THEY WILL ADD TO THEIR L
EARNING.”

1 TIMOTHY 5:18 (NIV)

“FOR SCRIPTURE SAYS, ‘DO NOT MUZZLE AN OX WHILE
IT IS TREADING OUT OF THE GRAIN’ AND ‘THE WORKER
DESERVE HIS WAGES.’”