Beruflich Dokumente
Kultur Dokumente
Employee Responsibilities
Employees have moral obligations to:
respect the property of the corporation abide by employment contracts, and operate within the bounds of the companys procedural rules. It is legally established that an employer has a right to loyalty
WHY FORMING THE EMPLOYMENT RELATIONSHIP The employment relationship has both economic and social dimensions. Employers are willing to pay wages and salaries and provide other benefits in order to have work done and workers are willing to accept those rewards as the economic base for their lifestyles. In addition, peoples work provides them with personal identity, and the workplace offers them opportunities for social interaction. - The employment contract or employment agreement, which establishes the formal and legal relationship of employer and employee, and is subject to the requirement of legislation; -The psychological contract, which embodies all our assumptions and expectations about employment in a job and organization, and is formed through the process of induction and socialization.
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At the heart of the employer-employee relationship is a duty of mutual respect Employers obligations -To pay wages; -To provide work; -To provide a safe workplace and safe work systems; -To reimburse expenses or losses; The employees obligations -To be present at work; -To obey lawful and reasonable orders; -To exercise reasonable care; -To work faithfully and honestly.
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State sector employment Employees should fulfill their lawful obligations to Government with professionalism and integrity. Employees should perform their official duties honestly, faithfully, and efficiently, respecting the rights of the public and their colleagues. Employees should not bring their employer into disrepute through their private activities. Collective employment agreement An agreement that is binding on - one or more unions, and - one or more employers; and - two of more employees.
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Law of Agency
An agent is subject to his principal to act solely for the benefit of the principal in all matters connected with his agency. Specifically, the agent is also under a duty not to act or speak disloyally, and the agent is to keep confidential any information acquired by him as an employee that might damage the agent or his business.
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Individual employment agreement. An agreement entered into by one employer and one employee who is not bound by a collective agreement that binds the employer. Individual agreements should contain the following information: -The name of the employee and employer; -A description of the work to be performed by the employee; -An indication of where the employee is to perform the work; -An indication of the arrangements relating to the times the employee is to work; -The wages or salary payable to the employee; -A plain language explanation of the services available for employers and employees to resolve any employment relationship problems.
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Types of individual agreements: -Fixed term agreements; -Probationary appointments. Forming the employment contract -Agreement; -Consideration; -Intention to create a contract; -Capacity; -Consent; -Legality.
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According to the Employment Relations Act rules, the employer must: - Provide the intending employee with a copy of the agreement; -Advise the intending employee that she or he is entitled to seek independent advice about the agreement; -Give the intending employee a reasonable opportunity to seek such advice. Implied terms -Hours of work; -Public Holidays; -Annual holidays; -Special leave.
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1.
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Employment & Employee Rights Exceptions to the at-will rule a. Illegal firing
Public Policy Exception
Refusal to perform illegal act Acts performed in public interest
Jury duty Whistle-blowing
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Defamation
Method of firing cannot be defamatory Loss of good name Impact on employment Crime, incompetence
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B. Aids Testing
No pre-employment testing
Employment Discrimination
Employers are restricted from discrimination on the basis of ethnicity, race, religion, region, age, gender, etc. Disparate Impact Discrimination
Occurs when job requirements result in disproportionate work force composition No discriminatory intent required Burden of proof on plaintiff Focuses on validity of hiring practices
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Employment Discrimination
The Addis womens prison system had a minimum height requirement of 52 and minimum weight requirement of 56kg for prison guards. Is this rule discriminatory? Answer: Although the rule had a purpose other than one of discrimination, namely, making sure guards were physically large enough to perform their jobs effectively, the impact of the rule was to exclude many females from the job position. With the advances in technology, physical size is no longer a business necessity.
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Hostile environment
When there is no exchange sought, but the working environment is characterized by harassment Reasonable person V. reasonable woman standard
Recovery for a sexual harassment claim does not require the plaintiff to prove that she suffered damage to her psychological wellbeing Vicarious Liability - Employer held liable for conduct of employee
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Office romances today are fraught with risk Does this law violate the freedom of speech?
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Employment Discrimination
Affirmative Action:
Applicable to federal contractors Incentives Employment goals and timetables compensatory justice Problems
Reverse discrimination Poor implementation ( quota system) Biased towards large corporations
Management Concerns
Job Descriptions An employer should: create a written job description for the position to be filled; and determine what qualifications are required of the person filling the position. Factors used in considering whether a duty is essential include: whether the position exists to perform the function whether the function is one that a limited number of employees can perform whether the function is so highly specialized that the person performing it must have particular expertise or ability to perform the function
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Management Concerns
Job Qualifications In addition to creating written job descriptions, an employer should determine what qualifications are required of the person filling the position. This should be done before the employer begins accepting applications or resumes. Qualifications might include considerations such as: education skills experience necessary licenses specialized training
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8. Yes/No We've been planning a big family reunion at a resort in Florida for months, and my sisters, cousins, parents, etc. have all agreed to a date in April. Last year my boss said taking vacation time in April should be fine, but now he tells me that I'll be too busy to leave that month. What's more, he says that since they've cut back on employees, I won't get my three week's vacation this year. I was told when I started working here in 1987 that after five years I'd get three weeks vacation, and I've been taking three weeks a year since 1992. Can they suddenly take that away from me?
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Employment-at-will Principle
The freedom of the employee to quit, the freedom of the employer to fire, and the right of the employer to order the employee to do his bidding define the essence of the employment contract.
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Employee Disobedience
An employees job is protected under common law if an employee disobeys an employer on the grounds that the employer ordered him to do something illegal or immoral.
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Bill of Rights
Employees may be protected against government infringements of the Bill of Rights, but they are not protected against corporate infringement of these rights. Why?
Inefficient breakdown in discipline
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Employee Rights
Due Process means by which a person can appeal a decision in order to get an explanation of that action and an opportunity to argue against it. Procedural Due Process the right to a hearing, trial, grievance procedure, or appeal when a decision is made concerning oneself.
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Employee Rights
Employment-at-will Justifications:
Proprietary rights of employers Defends employee and employer rights equally An employee voluntarily commits to certain responsibilities and loyalty Due process rights interferes with efficiency and productivity Legislation and regulation of employment relationships undermine the economy.
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Employee Rights
Problems:
Analogous to considering employees as a piece of property Arbitrary treatment of employees extends prerogatives to mangers that are not equally available to employees If there is an expectation of employee loyalty, this should be reciprocated
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Employee Rights
The institution of due process in the workplace is a moral requirement consistent with rationality and consistency expected in management decisionmaking.
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Employee Rights
The Fairness of the Contract at Will
Freedom of contract is an aspect of individual liberty. The individual parties have better information about their preferences The contract is sought by both parties Rules out the use of force or fraud
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Employee Rights
The Utility of the Contract at Will
The issue is how to maximize the gain form the relationship, which is dependent upon minimizing employee and employer abuse
Monitoring Behavior Reputational Losses Risk Diversification and Imperfect Information Administrative Costs
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Employee Rights
Distributional Concerns
Those who tend to slack off seem to be most vulnerable to dismissal under the at-will rule
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Whistleblowing
There are two sides:
Those who view them as civic heroes, and Those who view them as finks
Whistleblowing: persons who sound an alarm from within the very organization in which they work, aiming to spotlight neglect or abuses that threaten the public interest
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The end, not the group per se, commands group members loyalty.
The wrongness in whistleblowing is found in acting to destroy workplace atmosphere if and when this destruction could have been avoided.
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Employee Rights
Managers are required to Consider all activities to ensure that employees are treated fairly. The laws regulating employees rights relate to the following areas of employment.
Fair Labor Standards - prohibits child labor, sets a minimum wage and maximum working hours. Equal Pay - men and women doing equal work will get equal pay. Work Place Safety - mandates procedures for safe working conditions. Unionization- Unions represent workers interests in organizations any employee has the right to form and/or to be a member Job Description- receive a written job description for the position to be filled or task to perform
(refer Federal Civil Servants Proclamation No. 515/2006 and Labor (Amendment) Proclamation NO. 377/2003, ex. Labor Proclamation No. 42/1993)
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Contract of employment
Permanent and fixed-term contracts of employment As a rule, the contract of employment is concluded for an unlimited period (Article 9, Labor Proclamation, No. 377/2003),1 except for those listed under Article 10 that allows certain contracts for a definite period of time or a definite piece of work. The duration of a fixed-term contract must be set according to objective conditions such as a specific end date, the completion of a specific task, or the occurrence of a specific event. It must also in principle be based on the justification, which are specified under Article 10 (1) to (7), which comprises among others motives like the temporary replacement of a permanent worker, urgent and abnormal pressure of work, or seasonal work. If the employee wants to claim the ineffectiveness of a limitation, he or she must take legal action within three weeks after the agreed ending of the employment contract. An employee who is employed for a fixedterm must be given treatment equal to that given to full-time employees employed to do similar work (Articles 4 (2) and 3 (2)).
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Contract of employment
Any contract of employment shall meet the requirements of Article 4 (1) to (5), namely it shall be clear, specifying the type of employment, the rate of payment and the duration of the contract. The contract shall not lay down less favorable conditions for the employee than those provided by law, collective agreements or work rules. There is no specific form requirement, but where the contract of employment is not made in a written form, the employer shall issue a written contract within fifteen days (Article 7(1)).
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Probation
When concluding a contract of employment the parties may agree on a probationary period for the purpose of evaluating his or her suitability to the job (Article 11 (1)). Such an agreement needs to be done in writing and shall not exceed forty-five consecutive days (Article 11(3)). During this period, the employee enjoys the same rights and obligations that the other workers have (as defined in Articles 12 to 14), but termination is possible without notice, if he or she fails to meet the requirements (Article 11 (6)). Severance pay or compensation is not to be paid (Article 11(5)).
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Notice of dismissal
The limited grounds for termination without notice are defined in Article 27 (1) a) to k): repeated and unjustified tardiness despite warning to that effect; absence from work without good cause; deceitful or fraudulent conduct; misappropriation of the property or fund of the employer; returning output which, despite the potential of the worker, is persistently below the quality stipulated; responsibility for brawls or quarrels at the work place; conviction for an offence where such conviction renders him or her unsuitable for the post; responsibility for causing damage intentionally or through gross negligence; commission of any of the unlawful activities defined in Article 14, such as reporting for work in a state of intoxication, refusal to be medically examined (except for HIV/AIDS test) or to observe Occupation Safety and Health prevention rules; absence from work due to a sentence of imprisonment for more than 30 days; offences stipulated in a collective agreement as grounds for termination without notice. The new text of the Labor proclamation adds that in these cases, the employer must give written notice specifying the reasons for and the date of termination. 72
Working time
Hours of work Normal working hours are 8 hours a day or 48 hours a week (Article 61). They should be distributed evenly, but may be even calculated over a longer period of time (Articles 63 and 64). Workers are entitled to a weekly rest period of 24 non-interrupted hours in a period of 7 days. Unless otherwise stated in a collective agreement, the weekly rest should be on Sunday, but another day may be chosen for certain services (Article 70). Overtime Any work exceeding the normal working time of 48 hours a week is overtime. Overtime is only permissible for up to 2 hours a day, or 20 hours a month, or 100 hours a year, in the following cases (Article 67): Accident, actual or threatened Force-majeure Urgent work Substitution of absent workers assigned on work that runs continuously without interruption The proclamation defines the overtime payment in Article 68 (1). The overtime payment ranges from a rate of one and one quarter (1 ) of the ordinary hourly rate (from 6 a.m. to 10 p.m.) to two and one half (2 ) on public holidays.
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Employee rights
Night work Pursuant to Article 68 (1) b), night work is work realized between 10 PM and 6 AM. The worker is entitled to a rate of one and a half of the ordinary hourly wage. Paid leave Annual, uninterrupted leave with pay shall be a minimum of 14 working days, plus one working day for every additional year of service (Article 77). Additional leave is granted for employees engaged in particularly hazardous or unhealthy work. It is forbidden to pay wages in lieu of the annual leave (Article 76). Public holidays Ethiopia has twelve public holidays historical memorial days and holidays of Christian and Moslem origin - described by law. These days are: 7 January (Orthodox Christmas Day), 19 January (Timket), Eid-ul-Adha, 2 March (Battle of Adowa), Orthodox Easter Monday, Coptic Good Friday, Mulud, 5 May (Patriots Day), 28 May (National Day), 11 September (Ethiopian New Year/Coptic New Year), 27 September (Finding of the True Cross), end of Ramadan. Under Articles 73 to 75, public holidays are paid. A worker who is paid on a monthly basis will not be subjected to a reduction in wages for not working on a public holiday. An employee who works on a public holiday is entitled to the double of his or her ordinary hourly wages.
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Equality
The Constitution guarantees the right to equality in employment, promotion, pay and the transfer of pension entitlement (Article 35 (8) of the Constitution). The Labour Proclamation in its Article 14 (Unlawful Activities) penalizes any discrimination against female workers in matters of remuneration, on the ground of sex (Article 14 (1) b)) and contains a general provision of anti-discrimination on the basis of sex, religion, political outlook or any other condition (Article 14 (1) f)). Even though the Constitution recognizes the given historical disparities, an obligation on certain employers to implement affirmative action measures to advance women participation is not imposed. The world of work is still far from substantive equality.
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Pay issues
Ethiopian law does not prescribe minimum wages through statute. Usually wages are fixed by the employer or by collective agreements or by the employee's contract of employment. Articles 53 and 54 of the Proclamation define Wages as the regular payment to which the worker is entitled in return for the performance of the work that he performs under a contract of employment. Overtime pay, allowances, bonuses, etc are not considered as wages. The Proclamation establishes the principle that wage is only paid for work done, except in cases, when the source of the impossibility to work was in the sphere of the employer (i.e. non supply of working material). Under Article 162 (2), claims for payment of wages, overtime and other payments shall be barred after six months from the date they became due. In case of bankruptcy of the employer, wages enjoy priority. If an insolvency proceeding has been opened over the employer's assets, the employees' claims of wages are treated with priority over other payments or debts in accordance with Article 167 of the Labor Proclamation and Article 1025 of the Commercial Code, Proclamation No. 166/1966.
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Proclamation specifically excludes from Chapter Five one class of workers, who consequently do not have the right to strike. These are workers who are engaged in essential public service undertakings. These services are defined in section 136 (3) to include: air transport undertakings supplying electric power undertakings supplying water and carrying out city cleaning and sanitation services urban bus services hospitals, clinics, dispensaries and pharmacies fire brigade services and telecommunication services.
Labor Strikes
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Unlawful strikes and lock-outs Article 160 (1) prohibits a strike or lock-out initiated after a dispute has been referred to the Board or to the court and the prescribed 30 days period for decision has not elapsed. It is also unlawful to refuse to obey, or to start or continue to strike or to lock-out against the final order or decision of the Board or the court. However, a strike or lock-out, which is not in conflict with such decision, and which was initiated to seek compliance with this decision, is not unlawful (Article 160 (2)). Pursuant to Article 160 (3), it is prohibited to use violence or threats of physical force together with a strike or lock-out.
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HR Communication
What is Communication? Communication is the process of transferring information from one source to another. Communication is commonly defined as the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs.
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What Is Communication?
Communication is defined as a process by which we assign and convey meaning in an attempt to create shared understanding. This process requires a vast repertoire of skills in intrapersonal and interpersonal processing, listening, observing, speaking, questioning, analyzing, and evaluating. Use of these processes is developmental and transfers to all areas of life: home, school, community, work, and beyond. It is through communication that collaboration and cooperation occur.
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What is Communication?
Communication makes possible our relationships, friendships, work and family closeness. Yet mastering communication requires continuous use and practice to maintain the skill.
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Communication Issues
Verbal: spoken or written communication. Nonverbal: facial gestures, body language, dress.
Subjective perception can lead to biases and stereotypes that hurt communication. Effective Managers avoid communicating based on a pre-set belief.
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Managers spend most of their time communicating so both they and the subordinates must be effective communicators. To be effective: Select an appropriate medium for each message.
There is no one best medium.
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Management Concerns
Communication : An employer must exercise reasonable care in hiring applicants who may, as a result of their employment and the employer's negligent failure to obtain more complete information, pose a risk to others. Communication is critical for: Employee motivation (employee need to share visions, also generate the shared visions); ineffective communication lead to high staff turnover and rope in quality and quantity of work. Managing organizational change, downsizing, restructuring, etc. Maintain a casual atmosphere where casual conversation is allowed (leads to creativity and satisfaction) New management models where employees are empowered and work in teams, information is empowering
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Medium: pathway the message is transmitted on (phone, letter). Receiver: person getting the message.
Decoding allows the receiver to understand the message. This is a critical point, can lead to misunderstanding.
Feedback is started by receiver and states that the message is understood or that it must be 93 re-sent.
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Communication is informal and flows around issues, goals, and projects. Vertical Communication: goes up and down the corporate hierarchy. Horizontal Communication: between employees of the same level.
Informal communications can span levels and departments.
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Technological Advances
Internet: global system of computer networks Many firms use it to communicate with suppliers. World Wide Web (WWW): provides multimedia access to the Internet. Intranets: use the same information concepts as the Internet, but keep the network inside the firm. Groupware: software designed to let workers share information and improve communication. Best for team oriented support.
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Send clear and complete messages. Encode messages in symbols the receiver understands. Select a medium appropriate for the message AND monitored by the receiver. Avoid filtering (holding back information) and distortion as the message passes through other workers. Ensure a feedback mechanism is included in the message. Provide accurate information to avoid rumors.
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Be empathetic: try to understand what the sender feels. Understand linguistic styles: different people speak differently.
Speed, tone, pausing all impact communication. This is particularly true across cultures. Managers should expect and plan for this.
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Organisational Commitment
Alternatives
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Communication Networks
Networks show information flows in an organization.
Wheel Network: information flow to and from one central member. Chain Network: members communicate with people next to them in sequence.
Wheel and Chain networks provide for little interaction.
Circle Network: members communicate with others close to them in terms of expertise, office location, etc. All-Channel Network: found in teams, with high levels of communications between each member 102 and all others.
Wheel
Chain
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Impact of Network
AllChannel
Speed of Decisions
Wheel
Chain
Satisfaction
Quality of Decisions
Overload
Distortion
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Networks in action
Wheel Chain All-Channel Macro Networks Principle These networks may emerge naturally or be imposed. Either way, they have a similar impact.
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Developing the employee relations plans Answer these questions first: -How good are working relationships in the organization? -What do the managers think of other staff? -What do employees think of the organization and its management? -How well do HR policies and practices contribute to positive employee relations? -How skilled and knowledgeable are the managers in regard to their employee relations and people management responsibilities? The results of the audit will inevitable lead to discussion of what the ideal state should be. The organization needs to consider: -Organizational factors; -Management factors; -Staff factors; 106 -Environmental factors.
Two-way communication
Sender
Message and media
Receiver
Communication skills Speaking - informal - planned - formal Writing Listening Asking questions Non-verbal communication Facial expression Eye contact Gestures and movements Posture Physical appearance Non-verbal vocalisations
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Space and territory -an intimate zone - a personal zone for close friends; - a social-consultative zone a public zone. Barriers to communication -Inappropriate language; -No feedback; -Wrong medium; -Distractions; -Too much communication; -Poor listening; -Assumptions and conclusions; -Too kind
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Organizational barriers -Distance -Long communications lines -Ineffective process -Specialization -Pressures -Status differences -Filtering.
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Communication methods -Handbooks -Magazines and newsletters -Manuals -Grapevine -Team briefing Cross-cultural communication -Organizational issues -Job interviews; -New employees -Problems and solutions.
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Effective communication -Do I know what I want to communicate? -What do I expect to happen when my message has been passed? -What other interpretations might be put on my message? Can I be misunderstood? If so, how can I prevent that happening? -Is my message complete, correct, and appropriate to the situation under review? -Do I really listen to people? How do I know? -What communication breakdown have I experienced today? Why did it happen? Could it happen again?
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Performance Measurement
What gets measured gets done and What gets measured becomes important!
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Performance Management
Management = getting work done through others Managers performance is only as good as his/her employees performance
Performance Management
Organizational system
Names of Systems
Performance Management
Performance Appraisals Evaluation Systems
Performance Management is a structured visual approach to monitoring the business performance, highlighting issues & reacting to them in a timely manner.
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Performance Management
Ensuring appropriate performance by all employees through: -Reinforcement -Rewards -Modeling -Coaching -Training -Development Using a consistent feedback system
Continuously
Once per Year Formal goals Organizational Reporting System Tied to Organizational Outcomes
PERFORMANCE = Doing present job at a certain level (high or low) as measured by a formal system POTENTIAL = Includes future service, learning interest, motivation level
PROBLEM =
Deviation from expectations Do something in different way Not do something Do something not expected/needed
Opportunity
Reinforce/Reward Behavior Change Behavior Model Behavior
Establish Culture
PERFORMANCE MANAGEMENT
-Based on Scientific Management concepts -Focus on observable performance -Goal directed -Planning required and formalized -Consistent, continuous collection, analysis, and collection of data -Value of feedback reinforced -Facilitates benchmarking
Aims Make our performance visible Drive us to take action Provide timely feedback on the effects of our actions
Benefits
Make our performance visible Drive us to take action Provide timely feedback on the effects of our actions Highly visible performance gap Increased pressure to improve Indication where improvement is needed Continuous and sustained improvement in quality, cost, delivery and safety Satisfied customer, shareholders and employees
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A performance management system is needed to ensure we meet our obligations to customers, shareholders & employees
Elements
Monitoring
Key tools
Visible KPIs with agreed targets Cascaded objectives for all Progress tracker for each section Central information system Regular review process
Andon system (line stop) Formal and well understood escalation procedure Standard work Line side rebalancing mechanisms
The performance management system needs to focus not only on 129 monitoring but on action centered management
2. Set Targets
Tackle issues locally Mgt System where possible; utilize systems to solve high priority issues
Formalize the shift hand over & IPT around the tracking system & Capture Issues for resolution
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Performance Management
Performance Management is a structured visual approach to monitoring the business performance, highlighting issues & dealing with them in a timely manner.
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Associated Costs
Staff Costs
Opportunity Costs
Key PM Questions
1. 2. 3. 4. 5. 6. Why assess performance What performance to asses How to assess performance Who do assess performance When to assess performance How to communicate performance assessment
The WHY of Performance Management Systems -Administer Salary & Wages -Correct Performance/Behavior -Plan for Future (promotion, transfer, career dev) -Facilitate Decision-Making (counseling, terminations) -Facilitate Human Resource Planning -Create Culture -Building Good Relationships -Increase Organizational Loyalty -Determine Effectiveness of Selection and Placement Methods
WHAT to Assess
Skills/Abilities/Needs/Traits of Individuals
Skills/Abilities/ Needs/Traits
Job Knowledge
Behaviors
Perform Tasks
Results
Sales
Strength
Coordination Desire to Achieve
Obey Instructions
Report Problems Follow Rules
Dependability
Creativity Leadership
Submit Suggestions
Follow-up Write Reports
Equipment Repairs
Customers Served Customer Satisfaction
Honesty
Completes Reviews
Feedback
Measures Focus
Consistent indicators across industry or similar organizations Comparison of indicators over time in organization Comparisons with pre-determined standard
Approaches to PM
Comparative
Attribute Behavioral
Management-by-Objective
Assessment Center Peer Review Panel Critical Events Upward Feedback 360 Degree
Techniques of PM
Essay (open-ended) Management by Objective Ranking Paired Comparisons Forced Choice Forced Distribution Ratings: -Checklist -Scales -Behaviorally Anchored Ratings (BARS) Critical Incidents
Essay Technique
Describe in detail the quantity and quality of the employees performance during the past twelve months. Describe the employees strength and weakness. How do you describe the employees potential within the company? What leadership skills does the employee bring to the job? What future development activities do you recommend for the employee?
Evaluation: Strengths 1. 2. 3.
Development Areas 1. 2. 3.
Comments
Comments
Continued examples.
Since my last report, he has reached rock bottom and is digging. She sets low personal standards and then consistently fails to meet them. He has the wisdom of youth & the energy of old age. This person should go far. And, the sooner he starts, the better. In my opinion, this pilot should not be authorized to fly below 250 meters. This person works well under constant supervision and when cornered. This man is depriving a village somewhere of its idiot.
Management-by-Objective Examples
Employee will contribute to organizational profit margin by lower costs in department by 3.5percent.
To implement new recruitment system, the employee will evaluate the effectiveness of the advertisements placed during the year.
Ranking Example
Manager ranks all employees from best to worst: Overall performance On specific criteria (communication, customer relations skills, etc.)
Ethics/Integrity
Customer Interaction Community Involvement Contribution to Overall Business People Performance Teamwork Training & Development Employee Satisfaction Control Audit Legal Regulatory Auditors standards Managers assessment
Households
Cross-sell, splits, mergers Retail asset balances Market share Financial Revenue Expense Margin Objective stadards
Below Par
0%
Microsofts PA System
Overall Employee Rating:
= Exceptional performance rarely achieved; precedent setting results 4.5 =Consistently exceeds all requirements & expectations work highly valued 4 =Consistently exceeds position requirements and expectations; work often noteworthy 3.5 =Exceeds position requirements; successful in all objectives 3 =Meets position requirements and expectations; meets most or all objectives; needs some development for quality 2.5 =Falls below performance standards and expectations; has performance deficiencies 1.0-2.0 =Does not meet minimum requirements in critical aspects of job
5
Results accurate and Results generally thorough inaccurate and not thorough
Practical judgment, solves problems, difficulty with assessing relative value of factors
Does not always show good judgment; problem analysis not always adequate
Level 1
Structures basic info accurately; draws informed conclusions
Level 2
Analyzes & organizes complex info from specific content area, identifying key issues, assessing impact, drawing reasonable conclusions
Level 3
Analyzes, explains & draws logical conclusions based upon complex data from multiple content areas
Level 4
Rapidly identifies the significance of info & insightfully determines strategic action.
Rapidly learns & assimilates complex info involving unfamiliar situations & circumstances
Rapidly learns new concepts & ideas; integrates & assimilates highly complex info across broad, multi-functional content areas
Picks up new skills & understands ideas when structured Learns effectively from experience
Quickly adjusts thinking for new info or ideas Is able to apply & explain logic related to problems
Level 1
Assigns challenging tasks and assignments that will help people develop their skills Provides direction in correct performance of tasks and assignments
Level 2
Takes time to learn about and understand direct reports; career goals
Level 3
Actively coaches direct reports how to get the most learning from their current assignments Gives direct reports candid, thoughtful feedback on their strengths and weaknesses
Level 4
Holds managers accountable for developing people in their group/ organization Identifies key people in his/her organization to assume high-level management responsibilities, and is an advocate for them when opportunities for advancement occur
Provides stretch jobs and assignments for direct reports to help them develop their skills
Outcome of Incident:
Recommendations:
Focus
Time orientation Method
Judgmental
Past performance Improving performance by changing behavior through rewards Judge who appraises
Developmental
Preparation for future performance Improving performance by selflearning & personal growth Counselor who listens, helps, encourages & guides Actively involved in charting future plans
Discriminating
Practical
As needed
Public
Private Moderated
Where to start
How to do it
PROBLEM =
Deviation from expectations Do something differently Not do something Do something not expected/needed
Systems
Performance Management
Behavior and Actions Results
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Performance Management
Behavior and Actions Results
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CEO Questions
Have I set the right organisation goals to achieve my strategy? There must be a more systematic approach we could use for goal setting. What kind of behaviors and skills and focus should I be directing my employees to have in order to achieve these goals? Does anyone know what behaviors will most likely help to improve our financial performance or improve customer satisfaction? Do the employees understand my vision and strategy? Have they been clearly communicated? Do employees buy-in to these goals and do they understand and buy-in their role or their divisions role in meeting the strategy?
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Measures
Shareholder Equity Operating margin Revenue from new services Value for money Profits from alliances Customer satisfaction
Targets
R X million in 3 years RPI + x% annually 25% in three years
Owner/Accountability
Finance Dir. CEO Business Dev. Mgr
Initiatives
Implement Economic Value Added
Customer
Number one customer rating R x million in five years Number one customer rating Best-in-class within five years Reduced by 50% in two years 60% within one year Triple in three years 10 in five years 20% in two years
Create customer Segmentation model Redefine channel strategy Reengineering new product development process
Business Processes
Revenue/work hour Product development cycle time Number of initiatives targeted at profitable segments Management span of control Number of learning partnerships % management time interfacing with cust.
This prioritised set of initiatives defines the executive agenda and should support the planning and budgeting process. Conversely, senior management should call into question any 177 initiatives inconsistent with the strategic objectives.
Important Questions Is there any difference between organizational and individual performance management? Where should management put more attention to when managing performance? At the end what is performance management?
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Motivation
WILLINGNESS I want to do it
Performance: Those behaviours, that under the right conditions, lead to the expected results
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Best Practices
In value based managed enterprises, individual employees understand how processes and day-to-day activities contribute to value creation They know what they have to do individually to contribute to value creating This value creation focus becomes the basis for determining appropriate performance measures and enables to differentiate between what could be measured and what should be measured (Business Balanced Scorecard Concept)
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Organisation Structure
Career Development
Corporate Goals
Team Goals
Competency Mix
Individual Goals
Individual Competency
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Competencies are a set of behaviours that encompass skills, knowledge, abilities, and personal attributes that, taken together, are critical to successful work accomplishment.
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Organisational Competencies:
Pinpoints the most critical competencies for organisational success. These are an organisations core competencies.
Individual Competencies:
Those competencies that each employee brings to his or her function.
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What is a Competency Framework? A Competency Framework is a map to display a set of competencies that are needed to achieve an organisations mission, vision, and strategic goals. A Competency Framework is future-oriented, providing a master of core individual competencies required to develop the ideal future workforce. The competencies that make up the framework will serve as the basis for future employee management, since they play a key role in decisions on recruiting, employee development, personal development, and performance management.
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A Competency Framework will help to bridge the gap between where the organisation is now and where we want to be in the future. This occurs in two ways.
Serves as a guide for management in making decisions, since it is based on the competencies that support the mission, vision, and goals of the organisation. Serves as a map to guide employees towards achieving the mission of the organisation and their functional areas.
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Bottom-up approach:
Involves exploratory checklist surveys and subsequent confirmatory interviews to derive the competencies from employees.
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Functional Competencies
Administrative Knowledge Business Acumen Computer Filing Financial Health & Safety Knowledge and Skills Human Resources Industrial Relations Legal Knowledge Management Information Marketing/Sales Procurement Quality Knowledge and Skills Security Typing
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Task and Leadership Competencies Planning/Organising/Control Self-development orientation Strategic and Global Perspective Team Leadership Values Verbal Communication Written Communication
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Setting SMART Goals for Employees Evaluate Employee Performance Coach and Train Employees to improve their performance Define competitive employee compensation plans Promote right employees to critical positions
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Improved management control Flexible, responsive to management needs Displays data relationships Helps audit / comply with legislative requirements Simplifies communication of strategic goals scenario planning Provides well documented and communicated process documentation
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How KPIs & Issues Management interact to make a complete Performance Management System.
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Job Profiling
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Job Profiling is a systematic procedure for identifying the Competencies critical for success in a particular job or a job role.
Job profiles can then be used for recruitment, selection, performance review, promotion, career development and succession planning.
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Improve Productivity
task identify
Job Characteristics
job feedback
task significance
autonomy
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Job Enrichment
Strengths Often leads to improvements in productivity, quality, absenteeism rates, and retention Weaknesses Production may become less efficient
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Quality Circles
Six to twelve employees Identify and resolve production problems in their unit Meet once a week Led by a coordinator
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Quality Circles
Strengths Gain valuable input from employees Improve communications among workers and management Increase motivation through empowerment Weaknesses Often used as a quick fix Creates an insideroutsider culture Sometimes operated improperly
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Manufacturing organizations New manufacturing strategies Competitive pressures Advanced production technologies
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Competitive Advantage
Increased Productivity
Reduced Litigation
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Laws Regulating Safety and Health Practices at the Workplace Occupational Safety and Health Employee Right-to-Know Disabilities
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Areas of Concern
Fire safety Personal protection equipment Electrical safety Basic housekeeping Machine guards
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Inspection Priority
High Priority
Imminent danger Fatality or catastrophe investigations Employee complaint investigations General programmed inspections
Low Priority
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Requirements of Employee Right-to-Know Develop a system for inventorying hazardous substances Label the containers of these substances Provide employees with needed information and training to handle and store these substances safely
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Employee error
Equipment insufficiency Procedure insufficiency
Least Frequent
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Ergonomics
Study of human interaction with tasks, equipment, tools and physical environment Ergonomics payoff - Clear payoff in using ergonomics
Workplace Violence
Vulnerable employees Vulnerable organizations Legal consequences of workplace violence Individual and organizational characteristics to monitor Preventive actions
Vulnerable Organizations
Chronic labor/management disputes Frequent grievances filed by employees Large number of workers compensation injury claims Understaffing and excessive demands for overtime in an authoritarian management style
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Preventive Actions
Ban weapons on company property, including parking lots Under suspicious circumstances, require employees to submit to weapons searches or examinations for mental fitness for work Policy of zero tolerance toward violence or threats of violence Have employees report all suspicious or violent activity
Employee Training
Training on safe and proper job procedures reduces accidents.
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Accident Investigations
Determine accident causes so that changes can be made to prevent future occurrences of similar accidents.
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Safety Committees
Assist with inspections and investigations. Conduct meetings. Answer workers questions. Identify safety concerns. Develop programs.
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Nature of Stress
Bodys nonspecific reaction to any demand made on it Potential consequences - Diseases that are leading causes of death, may even lead to suicide Stressful jobs - Lack of employee control over work
Sources of Stress
Organizational Factors Personal Factors General Environment
Organizational Factors
Corporate Culture The Job Itself Working Conditions
Personal Factors
Family Financial Problems
General Environment
Economic uncertainties War or the threat of war Threat of terrorism Long commutes in rush hour traffic Unrelenting rain Oppressive heat or chilling cold
Managing Stress
Exercise Follow good diet habits Know when to pull back Put stressful situation into perspective Find someone who will listen Establish some structure to your life Recognize your own limitations Be tolerant Pursue outside diversions Avoid artificial control
Burnout
Individuals lose sense of basic purpose and fulfillment of work Costs: reduced productivity, higher turnover Individuals in helping professions seem to be most susceptible to burnout Danger: It is contagious!
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Employee Wellness
Seeks to eliminate certain debilitating health problems that can be caused by a persons poor lifestyle choices
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Productivity
increases
decreases
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Wellness Programs
Traditional view that health is dependent on medical care and is simply absence of disease is changing Optimal health can be achieved through environmental safety, organizational changes, and healthy lifestyles Firm conducts needs assessment to find appropriate health needs Chronic lifestyle diseases are much more prevalent today than ever before
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HRM Programs
Lower Stress
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Substance Abuse
Involves use of illegal substances or misuse of controlled substances such as alcohol and drugs
Employee Assistance Programs (EAP) Comprehensive approach that many organizations have taken to deal with numerous problem areas such as burnout, alcohol and drug abuse, and other emotional disturbances
Smoke-Free Workplaces
Secondhand smoke can increase risk of cancer Workplace smoking is not only hazardous to employees health, but also detrimental to firms financial health Some countries ban smoking in workplace Some business owners have taken a personal stand against smoking Some reject employment applications on grounds would-be employee is a smoker
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