TERM PAPRER ON HUMAN RESOURCE

MANAGEMENT

RICO A. DELFIN

Mandaue City College

P. Basubas St. Tipolo,Mandaue City
Telefax 323-0663

Year 2016
Abstract
Introduction
 Discussion
Human Resource [HR] Management is the management of an organizations
employees. While human resource management is sometimes referred to as a soft
management skill, effective practice within an organization requires a strategic focus to
ensure that people resources can facilitate the achievement of organizational
goals. Employees in any business are its most important assets. Like any assets
employees need to be carefully managed and nurtured in order to perform at optimum
levels. Topics covered include staff training, workplace conditions, work teams, positive
discipline, handling grievances and complaints and much more.

1. Human behavior

Human Behavior refers to the full range of physical and emotional behaviors that
humans engage in; biologically, socially, intellectually, etc. and are influenced by
culture, attitudes, emotions, values, ethics, authority, rapport, persuasion, coercion
and/or genetics. This type of behavior is scientifically viewed as being without specific
meaning, unlike social behavior that is influenced by the expectations of others. It
consists of the following;

Individual and Group Behavior

Organizational behavior is the study of both group and individual performance

and action within an enterprise. This field of study scans human behavior in the
working atmosphere.

It determines its effect on job structure, performance, communication, motivation,

leadership, decision making abilities etc. The way an individual behaves and behavior
as a group have two perspectives internal and external.

Behavior Analysis at Different Levels

Behavior as an individual or in a group is always analyzed by everyone in the
organization. It is analyzed at three different levels

Individual level of analysis

Group level of analysis

Organizational level of analysis

Individual Level of Analysis
Organizational behavior, at this level of analysis massively draws upon
psychology, engineering, and medicine. At the individual level of analysis,
organizational behavior includes the study of learning, perception, creativity,
motivation, and personality.

In addition, it also includes the study of turnover, task performance and

evaluation, coordinated behavior, deviant work behavior, ethics, and cognition.

For example Ram joins a company as an intern and is very open to learning
new things but as time passes and he gets promoted his attitude towards his interns
becomes rude. This is a fine example of individual level of analysis.

Group Level of Analysis

Organizational behavior, at this level of analysis, draws upon the sociological
and socio-psychological discipline. At the group level of analysis, organizational
behavior includes the study of group gesture, intra-group and intergroup dispute and
attachment.

It is further extended to the study of leadership, power, norms, interpersonal

communication, networks, and roles.

An example of this level of analysis Board of directors of company X decide to

give bonus to their workers as they have really worked hard on a certain project.

Organizational Level of Analysis

Organizational behavior, at this level of analysis draws upon sociology and political
science. At this level of analysis, organizational behavior includes the study of
organizational culture, structure, cultural diversity, inter-organizational cooperation and
coordination.

It further includes the study of dispute, change, technology, and external

environmental forces. Some other fields of study that adds to the interest of
organizational behavior are ergonomics, statistics, and psychometrics.
 Perceptionis the basic cognitive process that transforms sensory
stimuli into meaningful information. (Practical Management, 2008, p.4)
In others words, it is the way something is seen and feel by an
individual. According to the attribution theory of Heider (quoted in Malle,
2011), perception can be influenced by two attributes: external (the
result of a situation) or internal (the result by something within a
person).

Gestalt Theory of Perception

Psychology concept used in training. It proposes that what is 'seen' is what

appears to the seer and not what may 'actually be there,' and that the nature of a
unified whole is not understood by analyzing its parts. It views learning as a
reorganizing of a whole situation (often involving insight as a critical factor) in
contrast to the behavioral psychology view that learning consists of associations
between stimuli and responses. Gestalt experiments show that the brain does not act
like a sponge (as a passive receiver of information) but actively filters, structures, and
matches all incoming information against known patterns to make sense of it.
http://www.businessdictionary.com/definition/gestalt-theory.html

Influence on Perception such as Behaviour, Appearance, Expectations,

The Primary Effect, Attribution, and Schemas.

Perception and Reality

The act or faculty of perceiving, or apprehending bymeans of the senses or of the

mind; cognition;understanding.

Immediate or intuitive recognition or appreciation,as of moral, psychological, or a

esthetic qualities;insight; intuition; discernment:

The result or product of perceiving, asdistinguished from the act of perceiving; pe

rce.

a single unified awareness derivedfrom sensory processes while a stimulus is

present.

Reality is the world or the state of things as they actually exist, as opposed to an
idealistic or notional idea of them:
 Selective Attention

Selective attention is the process of focusing on a particular object in the

environment for a certain period of time. Attention is a limited resource, so
selective attention allows us to tune out unimportant details and focus on what
really matters.

Central Traits

A central trait is an attribute in someone's personality that is considered

particularly meaningful, in that its presence or absence signals the presence or absence
of other traits. For example, if a person has a warm personality, it usually means that he
or she is also friendly, courteous, cheerful, and outgoingamong many other possible
traits. A peripheral trait is one whose presence or absence does not imply many other
characteristics. For example, if a person is sarcastic, it might imply that he or she is
cynical about the world or has a dark sense of humorbut not much else.

Attribution

Attribution is the process of inferring the causes of events or behaviors. In real

life, attribution is something we all do every day, usually without any awareness of the
underlying processes and biases that lead to our inferences.

For example, over the course of a typical day you probably make numerous
attributions about your own behavior as well as that of the people around you

Kelley's Theory of Attribution: Consensus, Consistency,

Distinctiveness, Attribution Errors, Protecting the Self, Prejudice

Kelleys Attribution Theory

Adapted from Mowday, R.T. Beliefs about the Causes of Behavior: The
Motivational Implications of Attribution Processes. In R.M. Steers and R.T. Mowday
(Eds.) Motivation and Work Behavior, 1987.
The attribution process involves reasoning backward from the observation of an
event or behavior to a judgment about its cause. Unlike a prediction, the attribution
process attempts to provide an explanation for an event that has already occurred. The
best known work on attribution is Kelleys theoretical approach that is based on two
important contributions to our understanding of cognitive processes associated with
forming causal beliefs. First, theprinciple of covariance states that a behavior will be
attributed to a cause with which it covaries over time. Second, he identified three sources
of information people can use in analyzing covariance and thus arriving at a causal
judgment. More specifically, he suggested that individuals form causal beliefs by
analyzing the consistency, consensus, and distinctiveness of a response or behavior.

Observations of a behavior or response across time provide information about

consistency. For example, does an employee express dissatisfaction every time he or
she is assigned to a specific task or only on some occasions? Observations of different
people allow judgments to be made about consensus. Do all individuals assigned to a
particular task express dissatisfaction or is it just one individual who indicates
unhappiness? Finally, observations of entities or stimuli provide information about the
distinctiveness or a response. Does an employee express dissatisfaction when
assigned to many different tasks of just one particular task?

An important consideration in Kelleys theory is how individuals process and

combine these three sources of information for purposes of making a causal judgment.
He suggested that cognitive process can be represented by a 2 x 2 x 2 analysis of
variance framework. If we simplify the cognitive task by assuming that each type of
information can take either a high or low value (e.g., high or low distinctiveness), this
representation leads to eight unique combinations of information. Predictions cannot
easily be made about the types of attributions associated with each of the eight
information combinations. However, three information combinations lead to intuitively
clear predictions

Changing our Perceptions

Our self-perceptions are often instilled in us before we have a say in them.

Learning to change how we see ourselves helps us find our hidden strengths, or
improve weaknesses we didn't know we had, to get along better in life.

Accurate self-perception is a necessary component of self-improvement. If you

don't know where your strengths or weaknesses lie, you don't know what areas you
need to work on. Or how to leverage your assets! Self-perception is simply being aware
of who you are, what you're like, and what you're capable of. Your self-perception goes
beyond positive self-esteem, though. It may involve acknowledging your shortcomings
("I suck at playing the violin, and that's okay"), adjusting how you view your skills, ("This
skill I thought was boring is actually useful and neat!"), or recognizing your problem
areas ("I'm not as hard working as I like to think").
 Defense Mechanisms: Repression, Displacement, Rationalization,
Projection, Reaction-Formation, Intellectualization, Denial, Sublimation

A defence mechanism is an unconscious psychological mechanism that reduces

anxiety arising from unacceptable or potentially harmful stimuli. [1]Defence mechanisms
are not to be confused with conscious coping strategies.[2] Sigmund Freud was one of
the first proponents of this construct.[3]

Defense mechanisms may result in healthy or unhealthy consequences

depending on the circumstances and frequency with which the mechanism is used.
[4]
In psychoanalytic theory, defence mech+anisms (German:Abwehrmechanismen) are
psychological strategies brought into play by theunconscious mind[5] to manipulate,
deny, or distort reality in order to defend against feelings of anxiety and unacceptable
impulses and to maintain one'sself-schema.[6] These processes that manipulate, deny,
or distort reality may include the following: repression, or the burying of a painful
feeling or thought from one's awareness even though it may resurface in a symbolic
form;[4]identification, incorporating an object or thought into oneself;
[7]
andrationalization, the justification of one's behaviour and motivations by substituting
"good" acceptable reasons for the actual motivations. [4][8]Generally, repression is
considered as the basis for other defence mechanisms. [4]

Healthy persons normally use different defences throughout life. An egodefence

mechanism becomes pathological only when its persistent use leads to maladaptive
behaviour such that the physical or mental health of the individual is adversely affected.
The purpose of ego defence mechanisms is to protect the mind/self/ego
from anxiety and/or social sanctions and/or to provide a refuge from a situation with
which one cannot currently cope.[9]

Repression the act or process of repressing or the condition of being repressed

(Psychoanalysis) psychoanal the subconscious rejection of thoughts and impulses thatc
onflict with conventional standards of conduct.

Displacement is the act or process of displacing : the state of being displaced

The volume or weight of a fluid (as water) displaced by a floating body (as a ship)
of equal weight b : the difference between the initial position of something (as a body
or geometric figure) and any later positionc : the volume displaced by a piston (as in a
pump or an engine) in a single stroke; also : the total volume so displaced by all the
pistons in an internal combustion engine (as in an automobile)
 The redirection of an emotion or impulse from its original object (as an idea or
person) to anotherb : the substitution of another form of behavior for what is usual or
expected especially when the usual response is nonadaptive called
also displacement activity, displacement behavior.

Psychologically Healthy Individuals: Psychologically Healthy Strategies for

Dealing with Unwanted or Difficult Emotions, Relaxation or Meditation,
Reasoning it Out, Benign Appraisal

Influences on Human Behaviour

Socialization

Influence of One's family, school, peers, and society

Workplace Communications

Communication is the process of exchanging information and ideas. There are

many means of communication. To be an effective and valuable member of your
workplace it is important that you become skilled in all of the different methods of
communication that are appropriate. This workbook looks at different types of
communication and associated technology, but before that it is important to
understand the communication process. The Communication Process For
communication to occur it must pass from a sender to a receiver. This must occur
irrespective of the form of communication. For communication to be effective it must
be understood by the receiver and be able to be responded to. This means that total
communication involves speaking, reading, listening, and reasoning skills. As
communications pass from the source to the receiver there is plenty of opportunity for
its original meaning to change or alter. Therefore listening, reasoning and feedback is
an important part of the process as it is an opportunity for the sender to make sure the
receiver has understood the message. The other consideration is the noise
associated with the communication what else is happening, what are the
distractions, the baggage etc. Noise can have a big impact on the message the
receiver decodes.

What is Communcation?

Variables Affecting Communication

Variables on which Employee Satisfaction Depends: Through review of

literature, we can classify the variables in mainly 2 broad categories namely:- 1.
Organizational Variables 2. Personal Variables we can classify the variables in mainly
2 broad categories namely:- 1. Organizational Variables 2. Personal Variables
Identification of Variables Affecting Employee Satisfaction and Their Impact on the
Organization www.iosrjournals.org 34 | Page 1. Organizational Variables: The
organization determinants of employee satisfaction play a very important role. The
employees spend major part of their time in organization so there are number of
organizational variables that determine employee satisfaction of the employees. The
employee satisfaction in the organization can be increased by organizing and
managing the organizational variables or organizational factors. Fallowing these 10
variables comes in this category:- 1. Organization Development Organizational
development is an ongoing, systematic process to implement effective change in an
organization. Its objective is to enable the organization in adopting-better to the fast-
changing external environment of new markets, regulations, and technologies. It
starts with a careful organization-wide analysis of the current situation and of the
future requirements In other words we can say that Organization development is the
process through which an organization develops the internal capacity to most
efficiently and effectively provide its mission work and to sustain itself over the long
term. This definition highlights the explicit connection between organizational
development work and the achievement of organizational mission. Fallowing these
points come under this category: Brand of organization in business field and their
comparison with leading competitors. Potential development of the organization. 2.
Policies of Compensation and Benefit : This is the most important variable for
employee satisfaction. Compensation can be described as the amount of reward that
a worker expects from the job. Employees should be satisfied with competitive salary
packages and they should be satisfied with it when comparing their pay packets with
those of the outsiders who are working in he same industry. A feeling of satisfaction is
felt by attaining fair and equitable rewards. Fallowing these points come under this
category: Wage and salary. Reward and penalties. 3. Promotion and Career
Development: Promotion can be reciprocated as a significant achievement in the life.
It promises and delivers more pay, responsibility, authority, independence and status.
So, the opportunity for promotion determines the degree of satisfaction to the
employee. Fallowing these points come under this category: Opportunity for
promotion. Equal opportunity to grow despite being male or female Training
program. Opportunity for use skills and abilities. 4. Job Satisfaction: Job
satisfaction is the favorableness or un-favorableness with which employees view
their work. As with motivation, it is affected by the environment. Job satisfaction is
impacted by job design. Jobs that are rich in positive behavioral elements- such as
autonomy, task identity, task significance and feedback contribute to employee s
satisfaction. Fallowing these points come under this category: Job design Task
identity Recognition Responsibility Empowerment Quantity of task. Difficult
level of task 5. Job Security Job security is an employee's assurance or confidence
that they will keep their current job. Employees with a high level of job security have
a low probability of losing their job in the near future. Certain professions or
employment opportunities inherently have better job security than others; job security
is also affected by a worker's performance, success of the business and the current
economic environment. Fallowing these points come under this category: Facility of
transfer Accessible / reasonable target

What is Effective Communication?

Communication is about more than just exchanging information. It's about

understanding the emotion and intentions behind the information. Effective
communication is also a two-way street. Its not only how you convey a message so that
it is received and understood by someone in exactly the way you intended, its also how
you listen to gain the full meaning of whats being said and to make the other person
feel heard and understood.

More than just the words you use, effective communication combines a set of
skills including nonverbal communication, engaged listening, managing stress in the
moment, the ability to communicate assertively, and the capacity to recognize and
understand your own emotions and those of the person youre communicating with.

Effective communication is the glue that helps you deepen your connections to
others and improve teamwork, decision making, and problem solving. It enables you to
communicate even negative or difficult messages without creating conflict or destroying
trust.

While effective communication is a learned skill, it is more effective when its

spontaneous rather than formulaic. A speech that is read, for example, rarely has the
same impact as a speech thats delivered (or appears to be delivered) spontaneously.
Of course, it takes time and effort to develop these skills and become an effective
communicator. The more effort and practice you put in, the more instinctive and
spontaneous your communication skills will become.

Barriers to effective interpersonal communication

Stress and out-of-control emotion. When youre stressed or emotionally

overwhelmed, youre more likely to misread other people, send confusing or off-putting
nonverbal signals, and lapse into unhealthy knee-jerk patterns of behavior. Take a
moment to calm down before continuing a conversation.

Lack of focus. You cant communicate effectively when youre multitasking. If youre
planning what youre going to say next, daydreaming, checking text messages, or
thinking about something else, youre almost certain to miss nonverbal cues in the
conversation. You need to stay focused on the moment-to-moment experience.
Inconsistent body language. Nonverbal communication should reinforce what is being
said, not contradict it. If you say one thing, but your body language says something
else, your listener will likely feel youre being dishonest. For example, you cant say
yes while shaking your head no.

Negative body language. If you disagree with or dislike whats being said, you may
use negative body language to rebuff the other persons message, such as crossing
your arms, avoiding eye contact, or tapping your feet. You dont have to agree, or even
like whats being said, but to communicate effectively without making the other person
defensive, its important to avoid sending negative signals

Listening Skills: Active Listening

Define Listening Skills

Introduction to define listening skills.

Listening is the act of hearing attentively. Research shows that 45% of our time is spent
on listening. We listen more than speak.If this listening skill is used in a proper way we can
master the tools of communicative skills. Listening is difficult, as human mind tends to distract
easily. A person who controls his mind and listens attentively acquires various other skills and is
benefited.

Listening skill can be defined as, Listening is the act of hearing attentively. It is also a
process similar to reading which should possess knowledge of phonology, syntax, semantics and
text understanding. Thomlison (1984) defines listening as, Active listening, which is very
important for effective communication. Listening can be also defined as, More than just hearing
and to understand and interpret the meaning of a conversation.

Listening skill makes you successful in workplace, family and in the society. Good listening
skill is mandatory to get into a profession in communications, management, planning, sales, etc.
Listening skills involve a different set of etiquettes, questioning for explanation, showing empathy
and providing a suitable response. Good listening skills include the understanding ability. Body
language is also a part of listening skill. Eye contact with the speaker, sitting straight and alert
are the good gestures of a good listener.
 Define Listening Skills -types of Listening

There are different types of listening depending upon the situation and the environment,
where the listening takes place. Few important types are the following

* Whole-person listening-understanding the speaker, his words, thought, motive etc.

* Appreciative Listening- Listening for appreciation and pleasure.
* Attentive Listening attentively listening each and every word.
* Casual Listening- Listening not very attentive, listening casually without any interest.
* Evaluative Listening- Listening to evaluate or judge something.

Active listening is a way of listening and responding to another person that

improves mutual understanding. Often when people talk to each other, they don=t
listen attentively. They are often distracted, half listening, half thinking about
something else. When people are engaged in a conflict, they are often busy
formulating a response to what is being said. They assume that they have heard what
their opponent is saying many times before, so rather than paying attention, they focus
on how they can respond to win the argument.

Active listening is a structured form of listening and responding that focuses the
attention on the speaker. The listener must take care to attend to the speaker fully, and
then repeats, in the listener=s own words, what he or she thinks the speaker has said.
The listener does not have to agree with the speaker--he or she must simply state what
they think the speaker said. This enables the speaker to find out whether the listener
really understood. If the listener did not, the speaker can explain some more.

Often, the listener is encouraged to interpret the speaker=s words in terms of feelings.
Thus, instead of just repeating what happened, the active listener might add AI gather
that you felt angry orfrustrated or confused when@. . .[a particular event happened].
Then the speaker can go beyond confirming that the listener understood what
happened, but can indicate that he or she also understood the speaker=s psychological
response to it.

Active listening has several benefits. First, it forces people to listen attentively to
others. Second, it avoids misunderstandings, as people have to confirm that they do
really understand what another person has said. Third, it tends to open people up, to
get them to say more. When people are in conflict, they often contradict each other,
denying the opponent=s description of a situation. This tends to make people
defensive, and they will either lash out, or withdraw and say nothing more. However,
if they feel that their opponent is really attuned to their concerns and wants to listen,
they are likely to explain in detail what they feel and why. If both parties to a conflict
do this, the chances of being able to develop a solution to their mutual problem
becomes much greater. (Conflict Research Consortium -- Contact: crc@colorado.edu)

Giving Clear Instructions

The Importance of Giving

Clear Instructions
Sometimes in the rush of work, its easy to give abbreviated or incomplete instructions.
Sometimes this is adequate to get the job done, but frequently it leads to incomplete or
undesirable work results.

If youre a boss, its really worth the extra effort to make sure youre giving clear
instructions. Youll be more likely to get the results you want. And the people you supervise
will be better able to achieve the results you want while deriving a sense of satisfaction
for work well done.

How to know if your instructions are adequate? Ask! You can say do you have any
questions about what the assignment is or how youre supposed to carry it out?

If youve got a boss whose instructions are unclear or who omits important details, you can
ask clarifying questions to get the information you need to carry out an assignment. For
example, you could ask whats the deadline for the first draft or when does the task force
need to have completed its work and so on.

Of course, making sure that theres a good communication when instructions are given is
really the responsibility of both parties. When both parties are acting in good faith, theres a
good chance that a clear understanding can be developed about the details of an assignment.
But, there is no doubt that confused communications lead to decreased employee morale,
while good communications are likely to increase it. So, a small amount of effort here is
 likely to have a big impact on employee morale! ( Copyright 1996-2014 by The Executive
Strategies Group LLC. All rights reserved.)

Workplace Conditions

The conditions in which an individual or staff works, including but not limited to such things
as amenities, physical environment, stress and noise levels, degree of safety or danger, and
the like.

Read more: http://www.businessdictionary.com/definition/working-conditions.html

Working conditions refers to the working environment and all existing circumstances affecting labor in
the workplace, including job hours, physical aspects, legal rights and responsibilities. For example,
Congress has explained that the purpose of the federal Occupational Safety and Health Act, which
IOSHA implements in Indiana, is "to assure so far as possible every working man and woman in the
Nation safe and healthful working conditions."[ 29 USCS 651; LTV Steel Co. v. Griffin, 730 N.E.2d
1251, 1261 (Ind. 2000)]

In the context of machines or equipments, working condition means it is operational. For example,
once the State introduced prima facie evidence that the machine was in proper working condition, the
burden of production shifted to Mullins to rebut the State's prima facie showing.
http://definitions.uslegal.com/w/working-condition/.

Unions A union is an organized group of workers who collectively use their strength to have
a voice in their workplace. Through a union, workers have a right to impact wages, work
hours, benefits, workplace health and safety, job training and other work-related issues.
Under U.S. law, workers of all ages have the right to join a union. Having support from the
union to ensure fairness and respect in the workplace is one of the key reasons workers
organize.

All of the benefits and protections workers enjoy today came about as a result of the
organized labor movement in this country. These include the minimum wage, social security
payments, an eight hour day and weekends, overtime pay, the American with Disabilities Act
and the Occupational Safety and Health Act which requires employers to meet safety
standards for their workers.

When workers decide to come together to improve their jobs, they work with a union. Once a
majority of workers shows they want a union, sometimes employers honor the workers
choice. If the workers win union representation, they negotiate a contract with the employer
that spells out each partys rights and responsibilities in the workplace.

What kinds of workers are forming unions today?

A wider range of people than ever before, including many women and immigrants, are
joining unions security officers, doctors and nurses, poultry workers and graduate
employees, home health care aides and wireless communications workers, auto parts
workers and engineers, to name a few.

What have unions accomplished for all workers?

Unions have made life better for all working Americans by passing laws ending child labor,
establishing the eight-hour day, protecting workers safety and health and helping create
Social Security, unemployment insurance and the minimum wage, for example. The Labor
Movement is continuing the fight today to improve life for all working families in America.

What challenges do workers face today when they want to form unions?

Today, millions of workers want to join unions. Wise employers understand that when
workers form unions, their companies also benefit. But the law is so weak that most
employers to fight workers efforts to come together by intimidating, harassing and
threatening them. In response, workers and their unions build coalitions with community
clergy, and politicians to help them exercise their freedom and right to form a Union.
(http://launionaflcio.org/

Workplace Bullying and Violence

Workplace bullying is a serious problem for educational and other workplaces. It involves the
systematic erosion of a persons capacity to contribute to the organisation in which they work. It is
destructive and abusive behaviour that disempowers and discredits the target. It has devastating
consequences for the individual target and for the organisation in which it occurs. Despite increasing
recognition of the manifestations and effects of workplace bullying, many organisations for a variety of
reasons respond inadequately and inappropriately to the problem. This chapter explores the many
nuances of workplace bullying and attempts to dispel the prevalent myths and misconceptions
associated with it. The chapter also examines the range of organisational responses that can
effectively prevent or promote workplace bullying. http://link.springer.com/

This workplace violence website provides information on the extent of violence in the
workplace, assessing the hazards in different settings and developing workplace violence
prevention plans for individual worksites.

What is workplace violence?

Workplace violence is any act or threat of physical violence, harassment, intimidation, or
other threatening disruptive behavior that occurs at the work site. It ranges from threats and
verbal abuse to physical assaults and even homicide. It can affect and involve employees,
clients, customers and visitors. Homicide is currently the fourth-leading cause of fatal
occupational injuries in the United States. According to the Bureau of Labor Statistics Census
of Fatal Occupational Injuries (CFOI), of the 4,679 fatal workplace injuries that occurred in
the United States in 2014, 403 were workplace homicides. [More...] However it manifests
itself, workplace violence is a major concern for employers and employees nationwide.

Who is at risk of workplace violence?

Nearly 2 million American workers report having been victims of workplace violence each
year. Unfortunately, many more cases go unreported. Research has identified factors that
may increase the risk of violence for some workers at certain worksites. Such factors include
exchanging money with the public and working with volatile, unstable people. Working alone
or in isolated areas may also contribute to the potential for violence. Providing services and
care, and working where alcohol is served may also impact the likelihood of violence.
Additionally, time of day and location of work, such as working late at night or in areas with
high crime rates, are also risk factors that should be considered when addressing issues of
workplace violence. Among those with higher-risk are workers who exchange money with the
public, delivery drivers, healthcare professionals, public service workers, customer service
agents, law enforcement personnel, and those who work alone or in small groups.

How can workplace violence hazards be reduced?

In most workplaces where risk factors can be identified, the risk of assault can be prevented
or minimized if employers take appropriate precautions. One of the best protections
employers can offer their workers is to establish a zero-tolerance policy toward workplace
violence. This policy should cover all workers, patients, clients, visitors, contractors, and
anyone else who may come in contact with company personnel.

By assessing their worksites, employers can identify methods for reducing the likelihood of
incidents occurring. OSHA believes that a well-written and implemented workplace violence
prevention program, combined with engineering controls, administrative controls and
training can reduce the incidence of workplace violence in both the private sector and
federal workplaces.

This can be a separate workplace violence prevention program or can be incorporated into
an injury and illness prevention program, employee handbook, or manual of standard
operating procedures. It is critical to ensure that all workers know the policy and understand
that all claims of workplace violence will be investigated and remedied promptly. In addition,
OSHA encourages employers to develop additional methods as necessary to protect
employees in high risk industries.

How do I find out about employer responsibilities and workers' rights?

Workers have a right to a safe workplace. The law requires employers to provide their
employees with safe and healthful workplaces. The OSHA law also prohibits employers from
retaliating against employees for exercising their rights under the law (including the right to
raise a health and safety concern or report an injury). For more information
seewww.whistleblowers.gov or Workers' rights under the OSH Act.

OSHA can help answer questions or concerns from employers and workers. To reach your
regional or area OSHA office, go to the OSHA Offices by State webpage or call 1-800-321-
OSHA (6742).
Small businesses may contact OSHA's free On-site Consultation services funded by OSHA to
help determine whether there are hazards at their worksites. To contact free consultation
services, go to OSHA's On-site Consultation webpage or call 1-800-321-OSHA (6742) and
press number 4.

Workers may file a complaint to have OSHA inspect their workplace if they believe that their
employer is not following OSHA standards or that there are serious hazards. Workers canfile
a complaint with OSHA by calling 1-800-321-OSHA (6742), online via eComplaint Form, or by
printing the complaint form and mailing or faxing it to the local OSHA area office. Complaints
that are signed by a worker are more likely to result in an inspection.

If you think your job is unsafe or if you have questions, contact OSHA at 1-800-321-OSHA
(6742). Your contact will be kept confidential. We can help. For other valuable worker
protection information, such as Workers' Rights, Employer Responsibilities, and other
services OSHA offers, visit OSHA's Workers' page.
(https://www.osha.gov/SLTC/workplaceviolence/)

Workplace Design

An arrangement in the workplace that has the objective of overcoming employee alienation
and job dissatisfaction that comes about from mechanical and repetitive tasks in the
workplace. Work design is used by organizations to boost productivity by offering employees
non- monetary rewards such as satisfaction from a greater sense of personal achievement.
Also called job design

Read more: http://www.businessdictionary.com/definition/work-design.html

The workplace today is a result of historical innovations that were designed to make the
workplace a productive environment. However the world of work continues to change, and the
design factors that once were helpful are adding less value than they once did.
Here are a set of principles and practices you can use in designing offices and workplaces.
Work patterns: How we work differently.
Working spaces: Patterns of space we use.
Overall design principles: Basic guidelines for workplace design.
Physical design principles: Principles for the solid stuff.
Physical layout elements: Aisles, pillars and so on make a difference.
Psychological principles: Basic human needs are important.
Office design: Principles for creating good offices.
Workstation design: Designing the desk where people sit.
Workplaces for teams: Building places where people can work together.
Designing experiences: Within your workplace, for all who visit and work there.
 ( http://changingminds.org/disciplines/workplace_design/workplace_design.htm)

Office Landscaping

The term office landscape most frequently refers to an interior design concept focused on
creating aesthetically pleasing internal office arrangements for corporations. In practice, office
landscape involves furniture and desk placement, particularly in open-plan office settings. It often
also involves the selection and placement of plants, the creative use of natural light, and the use
of artwork to create ambiance. Sometimes, the term is also applied to outdoor landscape
architecture, which focuses on creating appealing and sustainable outdoor gardens, parks, and
green spaces around office buildings.

Office landscape was first introduced as a way to improve the atmosphere of work spaces by a
team of German designers shortly after the Second World War. Traditionally, offices in the
European style, which for a time also included offices in most of the United States and Canada,
were made up of two essential parts: closed offices for executives and managers, and rows and
rows of work desks for regular laborers. The concept, called brolandschaft in the original
German, experimented with introducing new designs of more open and approachable office
space layout.

uch of the early office landscaping involved moving the majority of staff into common areas.
Desks were arranged not in uniform rows, but in a more free-flowing system of clusters and
sections. The designers pioneered the use of panel-hung systems to create privacy and divide
sections without blocking the light or closing people off the way walls would. Many design teams
came to believe that an office landscape layout promoted communication, collaboration, and
teamwork among employees.

The original brolandschaft concepts still permeate the practice today. Many office-space
planning teams also look for ways to make office layouts aesthetic, however, which was not a
primary motivation early on. Elements like specially-designed lighting, sleek or modern furniture,
and seamless accessibility to technology are among the top goals of 21 st century corporate
interior design efforts.

Increasingly, the term is also being used by landscape architects to describe the physical
landscaping of corporate grounds. Landscape architects work designing the exterior
appearances of many corporate office parks and executive campuses. They choose plants,
create walking paths or recreation areas, and design aesthetic elements like fountains or rock
walls on the land immediately surrounding an office building.

Interior landscape designers may also call themselves office landscape designers from time to
time. The practice of interior landscape design is devoted to the strategic placement and appeal
of plants and greenery indoors. Decorative trees in building lobbies, for instance, or potted plants
 and shrubs in corporate hallways, are usually the handiwork of interior landscape designers.
(http://www.wisegeek.com/what-is-office-landscape.htm)

Health and Safety

Effective health and safety in your workplace can help to keep your employees happy and
productive, and also reduce the human and business costs of injuries. See below for a guide to
making your business safer.

Health and Safety Improvement Cycle

Use the Health and Safety Improvement Cycle to implement health and safety systems in your workplace to help
reduce injuries, illness and incidents.

Incident Investigation Process

Use the Incident Investigation Process as an analysis tool to help identify factors that contribute to injuries in your
workplace, and then find the right prevention solutions.

Health and safety for small business

It can be a challenge to keep a small business afloat. The last thing you need is work-related injury or disease,
which can bring unexpected costs and even the loss of a valued staff member. Check here to find useful health
and safety tools. (http://www.acc.co.nz/preventing-injuries/at-work/health-and-safety-in-the-workplace/)

Controlling Operations

Operations management is an area of management concerned with designing and controlling

the process ofproduction and redesigning business operations in the production
of goods or services. It involves the responsibility of ensuring that business operations
are efficient in terms of using as few resources as needed and effective in terms of meeting
customer requirements. It is concerned with managing the process that converts inputs (in the
forms of raw materials, labor, and energy) into outputs (in the form of goods and/or services).
[1]
The relationship of operations management to senior management in commercial contexts can
be compared to the relationship of line officers to highest-level senior officers in military science.
The highest-level officers shape the strategy and revise it over time, while the line officers
make tactical decisions in support of carrying out the strategy. In business as in military affairs,
the boundaries between levels are not always distinct; tactical information dynamically informs
strategy, and individual people often move between roles over time.

Ford Motor car assembly line: the classical example of a manufacturing production system.
 Post office queue. Operations management studies both manufacturing and services.

According to the United States Department of Education, operations management is the field
concerned with managing and directing the physical and/or technical functions of
a firm or organization, particularly those relating to development, production, and manufacturing.
Operations management programs typically include instruction in principles of general
management, manufacturing and production systems, factory management,
equipmentmaintenance management, production control, industrial labor relations and skilled
trades supervision, strategic manufacturing policy, systems analysis, productivity analysis
and cost control, and materials planning.[2][3] (https://en.wikipedia.org/wiki/Operations_management)

Supervising Staff

Staffing and supervision are two of the most critical functions of a manager. Each of the
functions include various other activities, as well.
Very simply, staffing is:
a) Deciding what human resources are needed, ideally in terms of knowledge, skills and
abilities regarding specified roles, jobs and tasks (ideally these roles are determined on
the basis of strategic planning and are defined in terms of competencies and/or on job
descriptions)
b) Recruiting the necessary human resources (sourcing, placing ads, etc.)
c) Considering outsourcing to hire outside expertise
d) Screening job candidates (interviewing, testing, etc.)
e) Selecting candidates (via job offers)
f) Equipping new hires (via orienting, training, facilities, assignments, etc.)
Very simply, supervising is overseeing the progress and productivity of direct reports,
often by:
a) Mutually setting goals with direct reports
b) Supporting conditions for their motivation
c) Observing performance and giving feedback and other forms of guidance
d) Conducting regular performance appraisals/reviews
e) Addressing performance problems
f) Ensuring sufficient rewards

Staffing and supervising should be carried out according to carefully designed and approved
personnel policies in the workplace. Supervising Staff, Including How to:

1. Define New Job Roles

2. Recruit Job Candidates

3. Screen Applicants
 4. Orient New Employees

5. Delegate to Employees

6. Ensure Strong Performance

7. Fire Employees

8. Compile Personnel Policies and Samples

9. Evaluate Your Supervisory Practices

(http://managementhelp.org/freebusinesstraining/staffing-and-supervising.htm)

Managing a Project

Managing Projects gives you the foundation, techniques and tools to manage each stage of the
project life cycle, work within organizational and cost constraints, set goals tied directly to
stakeholder needs, get the most from your project management team, and utilize state-of-the-art
project management tools to get the work done on time and within budget.
Covering the entire project life cycle, this course is built around best practices currently used in
today's fast-paced business environment. You'll learn project management skills through case
studies, hands-on exercises and practical experiences that can immediately be applied to your
job. This approach yields a comprehensive project management experience, including the early
stages of defining project requirements, developing work breakdown structures, project change
control and closeout.

Giving Directives and Introducing Change

Giving Orders

Dealing with Contingencies

Developing Contingency Plans

Problem Solving Methodology

Control: Stock, Quality, Production, Financial

 Labour Utilization

Recruitment and Induction

Recruitment

Advertising a Position

Interviewing

Staff training

Responsibilities of a Trainer

Qualities of a Good Trainer

Factors Affecting Learning

Self-Esteem

Interest and Motivation

Assessing Training Needs

Sources of Information for a Needs Assessment

Communication Barriers

Effective Questioning: Principles

Factors that affect Learning

Work teams
 Heider's Balance Theory

Styles on how to handle conflicts

Delegation

Negotiation

Positive Discipline

Static and Dynamic Discipline

Rules enforcement

Disciplinary Interview

Behaviour Modification methods

Grievances & Complaints

Detecting a Problem

Dealing with Grievances

Monitoring and reporting

Regular Review

Report Writing

Work Study and Techniques

Each lesson culminates in an assignment which is submitted to the school, marked by

the school's tutors and returned to you with any relevant suggestions, comments, and if
necessary, extra reading.

Aims
 Explain how perception, learning and prior experience influence human
behaviour

Identify and practice communication skills that will improve your ability to
effectively receive and transmit messages in the workplace

Explain factors that contribute to overall workplace conditions and can affect
workplace culture

Explain basic supervising practices for controlling business or department

operations

Identify essential processes in the recruitment and induction of employees

Describe the key elements of planning and conducting effective staff training

Describe how team processes can be used to improve performance and

productivity

Identify methods to establish and maintain discipline through positive means,

such as reinforcement and increasing motivation

Describe strategies for reducing dissatisfaction and handling dissatisfaction

when it arises

Explain the importance of monitoring workplace processes and performance,

and how to report your observations.