Beruflich Dokumente
Kultur Dokumente
Main task of Management is getting things done through and with people
Main job of Management is Economic Performance:
The sub-functions of Management are:
1. Managing the Business
2. Managing Managers
3. Managing Worker and Work
4. Managing Time
Definition of Management:
“Management is the process of designing and maintaining an
environment in which individuals, working together in groups,
efficiently accomplish selected aims.”
Human Resource Management
Personnel Manager
LEARNING
Cognitive Knowledge
•Declarative Knowledge
•Procedural Knowledge Attitudinal Learning
•Strategic Knowledge •Affect/Feelings
Training and Development
Comparing Training and Development
Learning Training Development
Dimensions
Who? Non-managerial Managerial
What? Technical & Theoretical
Mechanical Conceptual ideas
Why? Specific job General Knowledge
related purpose
When? Short-term Long-term
TRAINING AND DEVELOPMENT
Purpose of Training:
1. To increase Productivity
2. To improve Quality
3. To improve Organizational Climate
4. To improve Health and Safety
5. Obsolescence Prevention
6. Personal Growth
Responsibility for Training
1. Top Management- frames training policy
2. Personnel Dept - plans, establishes and evaluates programmes
3. Supervisors - implement and apply development procedure
4. Employees - who provide feedback, revision and suggestions
Training and Development
Active Learning
1. People remember only 10% of what they read
2. 20% of what they hear
3. 30% of what they see
4. 50% of what they see and hear
5. 70% of what they say
6. 90% of what they say as they perform the
task
N.B. In other words, people learn best and more by doing than by
‘hearing’.
Training and Development
Training Methods and Techniques
Case Study
Role-Playing
Programmed
Instruction
TRAINING AND DEVELOPMENT
Classification of Training Methods:
1. Training in the field, on- the- job
Apprenticeship
In-Plant Training
Craftsmanship Training
2. Simulating Real Life Situations
Role Playing
Business Game
In-Basket Training
3. Laboratory Training
Sensitivity Training-T-Group and L-Group
Transactional Analysis
TRAINING AND DEVELOPMENT
Classification of Training Methods(contd.)
4. Sampling Real Life
Incidents, Case Method/Case Studies
5. Individualized Training or Counselling
Practicing Specific Skills
Reading and Writing Assignments
Postal Tuition
Programmed Instruction
6. Discussion Methods
Syndicate Method
Seminars , Conferences, Colloquium, Symposium
7. The Lecture Method
CAREER PLANNING
( Balancing Individual and Organizational Needs)
Organization’s Needs
Strategic Operational
Current competencies Employee turnover
Future competencies Absenteeism
Market changes Talent pool
Mergers, etc. Outsourcing
Joint ventures Productivity
CAREER MANAGEMENT
Personal Professional
Age/tenure Career stage
Family concerns Education & training
Spouse employment Promotion aspirations
Mobility Performance
Outside interests Potential
Current career path
Individual Needs
CAREER PLANNING OF HR MANAGEMENT
VP-HR
Corp.HR
Dir.
Div.HR
Corp.HR Dir.
Manager
Asst. div
HR Dir.
Reg.HR
Plant
Manager
HR mgr
Asst. plt.
HR mgr.
Regl.HR HR
Associate Super.
HR
Associate
ALTERNATIVE CAREER MOVES
PROMOTION
EXIT TRANSFER
DEMOTION
CAREER PLANNING
The basis of Career Planning is the Appraisal System which has two
basic objectives viz
(a) Control Mechanism (b) Development Mechanism
Appraisal has its linkages which are depicted in the following diagram
Scale of Objective measures of Appraisal
Sales Incentives
Sales jobs require good deal of enthusiasm and drive in view of the
competitive nature of selling. Incentive plans must provide a source of
cooperation and trust particularly when employees are away from the
office and cannot be supervised closely and who have to exercise a high
degree of self-discipline
Sales people can be measured by the rupee value of their sales as also by
their ability to establish new accounts,promote new products or services
and provide various forms of customer service and assistance.
It may be noted that sales performance is affected by factors beyond
their control like economic and seasonal fluctuations, sales
competition,changes in demand and nature of sales territory etc.
Incentive Schemes ( contd.)
Types of Sales Incentive Plans
(a) Straight salary plan:Helps to devote more time to providing more
services and building up goodwill with customers without affecting
income. However, the limitation is that there is no motivation to
maximize sales effort
(b) Straight commission plan:Provides maximum incentive and is easy
to compute and understand. It may be a percentage of sales but has
the following limitations
1.Emphasis is on sales volume rather than on profits
2.Customer service after the sale is likely to be neglected
3.Earnings tend to fluctuate between good and bad business periods
4.Salespeople are tempted to grant price concessions
(c ) Combined salary and commission plan: This is widely used and
there is the 70/30 distribution reasons being:has a right mix with
advantages of both the above systems; affords greaer flexibility
could maximize company profits;can develop favourable ration of
expenses to sales and the sales force can be motivated to meet
marketing goals.
Job Satisfaction
Definition: “ A pleasurable or positive emotional state resulting from the
appraisal of one’s job experience”
From the above it can be inferred that job satisfaction is the consequence
of employee’s perception of how well his job provides him those
things which are considered to be important.
Job Satisfaction has three important aspects:
1. It can be said to be an emotional response( cannot be seen) to the job
situation
2. It will be measured in terms of how well the end results match(or
meet) or exceed expectations
3. It is always referred to in terms of several related attitudes
There are various factors which affect Job Satisfaction:
(a) Pay
(b) The Work
(c) Promotions
(d) Supervision
(e) Work Group
(f) Working Conditions
Job Satisfaction( contd.)
Ways of measuring Job Satisfaction:
(a) Rating Scales
1. General rating scales
2. Popular rating scales
Minnesota Satisfaction Questionaire
Job Description Index
Porter Need Identification Questionaire
(b) Critical Incidents
This method was popularized by Frederick Herzberg and covers
incidents in the job situation which were particularly satisfying and
dissatisfying and related to those positive and negative attitudes.
(c ) Personal Interviews
This method provides an opportunities for in-depth interaction and
clarification but the interviewer could be prejudiced and the manner
of questioning and recording the information could affect the
result.Besides the method is time-consuming and expensive.
Job Satisfaction ( contd.)
(d) Action Tendencies
Here the respondents are asked on how they feel like behaving with
respect to certain aspects of their job.
Impact of Job Satisfaction on Work Performance
There is a big debate on whether job satisfaction has a positive effect on
productivity. But employees with satisfied employees are more effective
than those with dissatisfied employees.Just as job satisfaction is a result
of work experience, organizational effectiveness can be improved by
identification of causes for high dissatisfaction.
It must be noted that there is no definite linkage between satisfaction and
productivity. In other words,satisfied workers need not be the highest
producers.
Job Satisfaction and Absenteeism
Research has shown that there is an inverse relationship between job
satisfaction and absenteeism.When Job satisfaction is high, absenteeism.
And when satisfaction is low, absenteeism is high.When an employee
feels is not that important he tends to remain frequently absent.
Job Satisfaction (contd.)
Other related impacts of Job Satisfaction
-Better mental health and physical health
-Enthusiasm to learn new job-related tasks
-Fewer on- the- job accidents and grievances
-Likely to engage in pro-social behaviour- tries to help colleagues,
customers and will to be cooperative
Relationship between Job Satisfaction and Productivity, Turnover
and Absenteeism