Beruflich Dokumente
Kultur Dokumente
CULTIVATING PEOPLE
When the vision is one year cultivate flowers When the vision is ten years cultivate trees When the vision is eternity cultivate people
HUMAN RESOURCES
SUM TOTAL OF: 1. KNOWLEDGE 2. SKILLS 3. TALENTS 4. EXPERIENCE 5. CREATIVITY AND INNOVATION 6. APTITUDES
HOLISITIC DIMENSION
HUMAN FACTOR REFERS TO WHOLE CONSISTING 1. PHYSIOLOGICAL 2. PSYCHOLOGICAL 3. SOCIOLOGICAL 4. ETHICAL 5. INTELLECTUAL 6. SPIRITUAL
MGT OF PEOPLE
Process of managing people in organizations in a structured and thorough manner Exstaffing, retention, pay and perks, Performance mgt, change mgt, etc
EVOLUTION OF HRM
CRAFT SYSTEM ( EGYPT N BABYLON) SCIENTIFIC APPROACH TO MGT ( FREDERICK TAYLOR 1856-1915) HUMAN RELATIONS APPROACH HAWTHORNE STUDIES BY ELTON MAYO AND FRITZ REOTHLISBERGER
HR FOCUS
PROGRAMS SET TO TAKE CARE OF THE FOLLOWING: 1. NEEDS OF EMPLOYEES 2. NEEDS OF TEAM MEMBERS 3. NEEDS OF THE CUSTOMER
FUNCTIONS OF HR
1. HR PLANNING SHORT N LONG TERM 2. ACQUISTION OF HR STAFFING WITH THE RIGHT MIX OF SKILLS AND COMPETENCIES 3. TRAINING AND DEVELOPMENT 4. BUILDING PERFORMANCE MGT SYSTEMS 5. REWARD SYSTEMS 6. HR INFORMATION SYSTEMS
HR PLANNING
PROJECTING FUTURE REQUIREMENTS AND DEV PLANS TOWARDS: RIGHT NUMBERS RIGHT SKILLS SET TECHNICAL AND NON TECHNICAL RIGHT PLACES RIGHT TIME RIGHT COST
DEFINITION OF HR PLANNING
HR PLANNING IS THE PROCESS BY WHICH A MANANAGEMENT DETERMINES HOW AN ORGANIZATION SHOULD MOVE FROM ITS CURRENT MANPOWER POSITION TO ITS DESIRED MANPOWER POSITION ALWAYS REMEMBER - HRP FOCUS IS CLOSELY LINKED TO THE BUSINESS PLAN AND OBJECTIVES OF THE ORGN
WHY HR PLANNING
1. TO FULFUL ORGN OBJECTIVES 2. PEOPLE LEAVE, RETIRE OR DIE 3. FOR GROWTH REQUIREMENTS 4. TO CATER FOR CHANGING DYNAMICS 5. TO REDUCE WORKFORCE, REDEPLOY 6. SOMETIMES OUTSOURCING
STEPS IN HR PLANNING
1. FORECASTING 2. CREATING AN INVENTORY OF THE PRESENT RESOURCES 3. IDENTIFYING PROBLEMS TO DETERMINE ADEQUACY QUANTITATIVELY N QUALITATIVELY 4. PLANNING TOWARDS SELECTING, TRG, DEV,UTILIZATION, TRANSFER, PROMOTION, MOTIVATION , COMPENSATION.
PROCESS OF HR PLANNING
1. DECIDING OBJECTIVES 2. ESTIMATING FUTURE ORGN STRUCTURE N REQUIREMENTS 3. AUDITING HUMAN RESOURCES INTERNALLY AND EXTERNALLY 4. PLANNING JOB REQUIREMENTS N JOB DESCRIPTIONS 5. BUILDING A PLAN
HR PLANNING SYSTEM
1. PURPOSE OF HUMAN RESOURCE PLANNING 2. ESTIMATING/FORECASTING THE FUTURE MANPOWER REQUIREMENTS 3. AUDITING HUMAN RESOURCES ( SKILLS INVENTORY) 4. JOB ANALYSIS 5. DEVELOPING A HR PLAN
SOURCES OF RECRUITMENT
1. INTERNAL 2. EXTERNAL
SELECTION TECHNIQUES
1. PRELIMINARY INTERVIEW 2. APPLICATION 3. CHECK OF REFERENCES 4. SKILL/PSYCHOLOGICAL TESTS 5. EMPLOYMENT INTERVIEW/DEPTH 6. APPROVAL BY THE SELECTION COMMITTEE 7. MEDICAL EXAM 8. INDUCTION OR ORIENTATION
KINDS OF INTERVIEW
1. PRELIMINARY INTERVIEW 2. STRESS INTERVIEW 3. DEPTH INTERVIEW 4. PATTERNED INTERVIEW COMBINATION OF DIRECT AND INDIRECT QUESTIONING
INDUCTION
CONCERNED WITH INTRODUCING OR ORIENTING NEW EMPLOYEE TO THE ORGN.SOME OF THE AREAS COVERED ARE : 1. OVERVIEW , HISTORY, IMP STORIES 2. VISION, MISSION N VALUES STATEMENT 3. HR POLICIES 4. ROLE AND RESPONSIBILITY 5. CULTURE OF THE ORGN
DEFINITION OF TRAINING
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is activity leading to skilled behavior.
ROLE OF TRAINING
IMPORTANCE OF TRAINING
1. IT IS AN INVESTMENT OPTIMAL UTILISATION OF RESOURCES - MAKING EMPLOYEES MORE EFFECTIVE 2. ENHANCES PRODUCTIVITY 3. DEVELOP AND BUILD CAREERS 4. INCREASE SKILLS SET AND MARKET WORTH, JOB SECURITY 5. ENHANCES TEAM WORK, MORALE N COOPERATION, LOYALTY 6. LESS OF SUPERVISION, LESS OF ACCIDENTS 7. HEALTHY WORK ENVIRONMENT WHICH HELPS ACHIEVE ORGN GOALS
OBJECTIVES OF TRAINING
1. ACQUIRING INTELLECTUAL/JOB RELATED KNOWLEDGE 2. ACQUIRING SKILLS SET 3. ACQUIRING MANAGERIAL SKILLS
ORGANIZATION ANALYSIS
DETAILED ANALYSIS OF 1. OBJECTIVES LONG TERM AND SHORT TERM OF ORGN AND STAFF 2. ORGN STRUCTURE 3. HUMAN RESOURCES - INVENTORY 4. ORGN CULTURE 5. FUTURE BUSINESS PLANS
TASK ANALYSIS
1. DETAILED EXAMINATION OF EACH JOB, ITS COMPONENTS, VARIOUS OPS AND CONDITIONS FOCUS IS ON TASK 2. STANDARD OF PERFORMANCE ( SOP) 3. METHODS LITERATURE REVIEW,JOB PERFORMANCE, JOB OBSERVATION, DATA ANALYSIS, TIME AND MOTION STUDIES ETC
INDIVIDUAL ANALYSIS
FOCUS IS ON THE INDIVIDUAL EMPLOYEES, ABILITIES AND INPUTS REQD FOR JOB PERFORMANCE, INDIVIDUAL GROWTH AND DEVELOPMENT IN TERMS OF CAREER DEVELOPMENT
TYPES OF TRAINING
1. INTERNAL ON THE JOB TRAINING, IN HOUSE PROGRAMES 2. EXTERNAL GOVT, NGOS, CONSULTANTS, EDUCATIONAL MGT INSTITUTES NOTE : TRG DEPT PREPARES A TRAINING BUDGET
EXPERIENTIAL METHODS
THE EMPHASIS IN THIS CATEGORY IS ON ACHIEVING GROUP PROCESSES AND DYNAMICS, A BETTER UNDERSTANDING OF ONESELF AND OTHERS
MANAGEMENT DEVELOPMENT
ED OR MD IS AN ATTEMPT AT IMPROVING INDIVIDUALS MANAGERIAL CAPABILITIES AND EFFECTIVENESS THROUGH A PLANNED DELIBERATE PROCESS OF LEARNING
END RESULTS OF MD
1. IMPROVEMENT IN TECH PERFORMANCE 2. BETTER SUPERVISION N LEADERSHIP 3. INTER-DEPARTMENT COOPERATION 4. IMPROVING ORGN STRUCTURE 5. MOTIVATION ESP OF JUNIORS 6. HIGHLIGHTING INDIVIDUAL WEAKNESS 7. ATTRACTING QUALITY PEOPLE 8. FACILATING PROMOTION FROM WITHIN
OUTPUT VARIABLES
1. KNOWLEDGE CHANGE 2. ATTITUDE CHANGE 3. BEHAVIOURAL CHANGE 4. PERFORMANCE CHANGE 5. END OPERATIONAL RESULTS
TRAINING IS IMPACTED BY
FORMAL ORGN STRUCTURE LEADERSHIP CLIMATE CULTURAL FACTORS REWARD SYSTEM..
EFFECTIVE TRG
COMBINATION OF TRG METHODS PERSONAL INVOLVMENT AND PARTICIPATION OF TRAINEES FLEXIBILITY BE ALLOWED IN JUDGING THE RATES OF PROGRESS ASSISTANCE TO TRAINEE WHEN HE ENCOUNTERS LEARNING OBSTACLES REGULAR CONSTRUCTIVE FEEDBACK
CAREER PLANNING
CAREER PLG IS A DELIBERATE ATTEMPT BY AN INDIVIDUAL TO BECOME MORE AWARE OF THEIR SKILLS, INTEREST, VALUES, OPPORTUNITIES AND CONSTRAINTS TO IDENTIFY CAREER RELATED GOALS AND ESTABLISH PLANS TOWARDS ACHIEVING THEM
SUCCSSION PLANNING
SENIOR EXECUTIVES PERIODICALLY REVIEW THEIR MANAGERIAL STAFF AND CRITICAL POSITIONS TO DETERMINE SEVERAL BACK UP PLANS BASED ON HR FORECASTS THIS INCLUDES REVIEW OF DATA OF ALL POTENTIAL CANDIDATES AND CAN BE DONE EITHER AS AN INFORMAL OR FORMAL PROCESS
PERFORMANCE APPRAISAL
Since my last report, this employee has reached rock bottomand has started to dig Sets low personal standardsand then constantly fails to achieve them This employee should go farand the sooner the better
PERFORMANCE APPRAISAL
IT IS AN ORGANIZED SET OF ACTIVITIES TO REGULARLY AND SYSTEMATICALLY EVALUATE EMPLOYEE PERFORMANCE AND ENSURE ITS ALIGNMENT TO BUSINESS GOALS. ORGANIZATIONS LINK PERFORMANCE TO REWARDS AND INCENTIVES
PERFORMANCE
PERFORMANCE REFERS TO A SET OF OUTCOMES PRODUCED DURING A CERTAIN TIME PERIOD EXAMPLE SALES EX. WOULD HAVE SOME TARGET ANNUAL FIGURES
BENEFITS OF PMS
1. PMS AFFORDS A FAIR PROCESS THAT ALLOWS BENCHMARKING THE EMPLOYEE AND CALIBRATE PERFORMANCE VS OTHERS 2. FACILITATES PRAISE AND FEEDBACK 3. PERFORMANCE LINKED REWARDS INCENTIVE OR MONETARY BONUS
OTHER ASPECTS
FREEDOM FROM BIAS PRACTICALITY BE SIMPLE USE TECHNOLOGY
BARS
BEHAVIOURALLY ANCHORED RATING SCALES ALSO CALLED BES BEHAVIOURAL EXPECTATION SCALE MGRS GIVE DESCRIPTIONS OF ACUTUALLY GOOD N BAD PERFORMANCE N HR SPECIALISTS GP INTO CATEGORIES EX. 5 TO 10 MGR CHOOSES THE MOST APPROPRIATE BASED ON THE PERFORMANCE
COMPENSATION MGT
INCLUDES THE FOLLOWING:WAGE AND SALARY ADMN JOB EVALUATION WAGE - STRUCTURES, SURVEYS, CHANGES AND ADJUSTMENTS PROFIT SHARING CONTROL OF COMPENSATION COSTS AND OTHER RELATED PAY ITEMS
MANAGING WAGES
MAIN PURPOSE IS TO ESTABLISH EQUITABLE SALARY AND WAGE PROGRAMS DESIGN AND IMPLEMENT AN EQUITABLE LABOUR-COST STRUCTURE
DIFFERENT THEORIES
1. SUBSITENCE THEORY 2. STANDARD OF LIVING THEORY 3. RESIDUAL CLAIMANT THEORY 4. WAGE FUND THEORY 5. DEMAND N SUPPLY THEORY 6. PURCHASING POWER THEORY 7. BARGAINING THEORY OF WAGES
ILO
CLASSIFIED WAGES:AMOUNT NECESSARY 1. FOR MERE SUBSISTENCE 2. FOR HEALTH AND DECENCY 3. PROVIDE A STANDARD OF COMFORT
FAIR WAGE
IT IS THE WAGE WHICH IS ABOVE THE MINIMUM WAGE BUT BELOW THE LIVING WAGE LOWER LIMIT IS THE MINIMUM WAGE AND UPPER LIMIT IS THE CAPACITY OF THE INDUSTRY TO PAY NOTE ACTUAL WAGES WILL DEPEND ON VAROUS FACTORS- PRODUCTIVITY, PLACE OF INDUSTRY IN ECONOMY ETC
LIVING WAGE
THIS IS THE ULTIMATE GOAL IN THE WAGE POLICY LIVING WAGE WAS TO PROVIDE A STD OF LIVING THAT WOULD ENSURE NOT ONLY GOOD HEALTH FOR THE WORKER AND FAMILY AS WELL AS A MEASURE OF DECENCY, COMFORT, EDUCATION FOR HIS CHILDREN AND INSURANCE
MANAGING BENEFITS
1.LEGAL AND LOCAL LAWS 2. POSITION OF BENEFITS IN THE TOTAL COMPENSATION STRATEGY 3. ARE BENEFITS MEETING THE NEEDS N EXPECTATIONS OF EMPLOYEES AND DEPENDENTS 4. COMPETITIVE 5. CONSISTENT WITH LONG TERM STRATEGIC BUSINESS OBJECTIVES
JOB EVALUATION
THE PROCESS OF ANALYSIS AND ASSESSMENT OF JOBS TO ASCERTAIN RELIABILY THEIR RELATIVE WORTH, USING THE ASSESSMENT AS A BASIS FOR A BALANCED WAGE STRUCTURE FUNDAMENTAL CONCEPT IS TO BE ABLE TO OBJECTIVELY ASSESS THE WORTH OF THE JOB WRT THE SKILLS AND CAPABILITIES THAT IS REQUIRED TO EXECUTE IT
COMPETENCY
COMPETENCY IS DEFINED AS A CAPACITY THAT EXISTS IN A PERSON THAT LEADS TO A BEHAVIOUR THAT MEETS THE JOB DEMANDS WITHIN PARAMETERS OF ORGANIZATIONAL AND THAT IN- TURN BRING ABOUT DESIRED RESULTS
COMPETENCY MAPPING
COMPETENCIES ARE BASED ON: 1. KNOWLEDGE 2. SKILLS DEMONSTRATION OF EXPERTIS 3. MOTIVE RECURRENT THOUGHT THAT DRIVES BEHAVIOUR, ATTITUDE, VALUE AND SELF IMAGE 4. TRAITS GENERAL DISPOSITION TO BEHAVE IN A PARTICULAR WAY
MORALE
IN GENERAL IT REFERS TO ESPRIT DECORPS FEELING OF ENTHUSIASM, ZEAL, CONFIDENCE IN INDIVIDUALS OR GPS THAT THEY WILL BE ABLE TO COPE WITH THE TASKS ASSIGNED TO THEM RESULT OF HIGH MORALE IS HIGH EFFICIENCY AND PRODUCTIVITY
IMPROVING MORALE
1. JOB ENRICHMENT 2. FLEXI WORKING HOURS 3. ROTATION OF JOBS 4. PROFIT SHARING AND INCENTIVE SCHEMES 5. TEAM BUILDING 6. DEVELOPING WORK GROUPS 7. TRAINING AND DEVELOPMENT
MOTIVATION
MOTIVATION CONCERNS WITH THE WILL TO WORK ACT OF STIMULATING SOMEONE TO TAKE A DESIRED COURSE OF ACTION TO GET A DESIRED REACTION MOTIVATION IS A PROCESS STIMULUS INITIATING BEHAVIOR ..A SUSTAINED ACTIVITY.CHANNELIZING THE ACTIVITY IN A GIVEN COURSE
EMPLOYEES PERFORMANCE
P = f( S,M) S= SKILLS M = MOTIVATION KEY TO UNDERSTAND MOTIVTION LIES IN THE MEANING AND RELATIONSHIPS BETWEEN NEEDS, DRIVES AND GOALS
MOTIVTION CYCLE
Needs creates behaviour to reach goals Goals creates new needs
THEORY X ASSUMPTIONS
(1) most people dislike work and will avoid it to the extent possible, therefore (2) they must be continually coerced, controlled, and threatened with punishment to get the work done, and (3) they have little or no ambition, prefer to avoid responsibility, and choose security above everything else.
THEORY Y ASSUMPTIONS
(1) physical and mental effort are natural and most people (depending on the work environment) find work to be a source of satisfaction, (2) they generally, on their own motivation, exercise self-control, self-direction, creativity, and ingenuity in pursuit of individual and collective (company) goals, (3) they either seek responsibility or learn to accept it willingly, (4) their full potential is not tapped in most organizations.
HERZBERGS THEORY
EXPECTANCY THEORY
When deciding among behavioral options, individuals select the option with the greatest motivation forces (MF). The motivational force for a behavior, action, or task is a function of three distinct perceptions: Expectancy, Instrumentality, and Valance. The motivational force is the product of the three perceptions: MF = Expectancy x Instrumentality x Valence
DISCIPLINARY POLICY
1. Location of Responsibility 2. Proper formulation and communication 3. Rules & Regulations be reasonable 4. Equity 5. Disciplanary action be taken in private 6. Promptness in taking action 7. Innocence is presumed 8. Get the facts 9. Action in a non-threatening atmosphere 10. After action is taken back to square one 11. Negative motivation be handled positively
GROUP DYNAMICS
BENEFITS OF GROUPS:1. ENHANCED PERFORMANCE 2. EMPLOYEE NEEDS FULFILLED 3. QUALITY DECISIONS 4. ORGN ENHANCEMENTS INNOVATION, IMPROVED PROCESSES 5. GLOBAL COMPETITIVENESS
CHARACTERISTICS OF A GP
1. ALL GPS HAVE LEADERS 2. ALL GPS HAVE FOLLOWERS 3. ORGN GOALS 4. HAVE IDEAS ABOUT WHAT IT TAKES TO ACHIEVE GOALS 5. COMMUNICATION INTER AND INTRA 6. ATTEMPT TO SATISFY IN SOME FORM MEMBER NEEDS ( FRIENDSHIP, SUPPORT, LOVE, SECURITY)
TYPES OF GROUPS
FORMAL INFORMAL BOTH GROUPS HAVE ADVANTAGES AND DISADVANTAGE
STAGES OF GP FORMATION
1. FORMING ( UNCERTAINITY, CONFUSION) 2. STORMING (CONFLICT ..CONFRONTATION 3. NORMING ( SETTLING DOWN) 4. PERFORMING ( EXECUTION) 5. ADJORNING ( RELEVANT IN PROJECTS)