challenges for the hrm model in the public service

8/17/2019 Challenges for the HRM Model in the Public Service

http://slidepdf.com/reader/full/challenges-for-the-hrm-model-in-the-public-service 1/89

Challenges for the HRM

Model in the Public Service

Equal Employment

OpportunityCompensating Employees

Collective Bargaining



Gold to Diamond 2012-2022

• Gold to Diamond (G2D) representste !ourney to"ards te #ene"al $%odernisation o& te 'rinidad and

'oago ulic *ervice+

• 'is !ourney represents a ten (10)year vision, it egan in 2012 "it te

national pulic services .0t goldenanniversary and culminates in 2022/te 0t diamond anniversary+



• t is an integrated approac &ocusingon ecellence in service delivery anduman resource management

modernisation+



#easons &or te re&orm remain tesame3 domestic pressure

• 'e criteria "ere &ormulated to directlyaddress te concerns and epectations o& teciti4ens o& 'rinidad and 'oago in relation to

te delivery o& pulic services/ especially teissues tat citi4ens ave consistently identi5edas important to tem+

• 'ese included te demand &or a customer

service orientation &rom pulic services/improved attitudes o& pulic o6cers/ etter&acilities "itin pulic service o6ces/ timelyservice/ and easier service transactions+



• n addition/ te criteria ave een aligned toGovernments national policy position andpriorities regarding people-centred/

sustainale development "itin 'rinidad and 'oago/ good governance/ innovation andte use o& C's/ national competitiveness/and te ease o& doing usiness+

• 'e criteria represent a olistic approac toaddressing te core issues impacting tiscountrys gloal competitiveness+

#easons &or te re&orm remain tesame3 international pressure



• 'e core o!ectives o& te 'rinidad and 'oagoDiamond *tandard (Citi4en *ervice Certi5cationrogramme) are to37 Develop and promote a citi4en-centric approac to

te delivery o& services across te pulic service+7 Enale te development and adoption o& clearstandards o& service delivery per&ormance across tepulic service+7 #ecognise and re"ard ecellence in citi4en-centred

service delivery+7 rovide a mecanism &or continuous improvementand innovation in te quality o& services delivered ypulic service agencies+



• 'e programme promotes a citi4en-centricapproac to te delivery o& our pulic servicestat elps agencies increase value to citi4ens

and oter sta8eolders+ Bene5ts include3• 9or citizens37 Better service7 Commitment to putting tings rigt

7 :alue &or money7 ntegrity/ onesty and genuine interest7 ;no"ing o" long do ave to "ait



• 9or Public Ofcers37 ride in !o7 Empo"erment

7 Opportunities to in&orm cange andimprove service7 Opportunities &or sel&-development7 #ecognition

7 %eaning&ul "or8 environment7 Opportunity to "or8 in teams7 <ccess to training



ulic *ector #e&orm=eeded

• >uman #esource Development – -'raining and Development

– Organi4ational Development

– Career Development• er&ormance %anagement

• ;no"ledge %anagement

• Organi4ational and employee restructuring• 'eam"or8 and team uilding eercises

• %onitoring and Evaluations



• %otivating sta?

• #e"ards and recognition

• @or8 li&e alance and Aeiility

• 9eedac8

• Consultation

• 9latter lines

• *trategic >uman #esource %anagement

• *uccession planning



• @at are your tougts concerningte citi4en centered approac/ as"ell as/ uman resource

moderni4ation



Further Challenges to the HRM Model

• Equal Employment Opportunity

• Compensating Employees

• Collective Bargaining



Challenges for Human Resource Managers

• >uman resource management asepanded and moved eyond mereadministration o& te traditional

activities o& employment/ laourrelations/ compensation/ and ene5ts+

• 'oday >#% is muc more integrated intoot te management and te strategicplanning process o& te organisation



• One reason &or te epanded role istat te organisational environmentas ecome muc more diverse and

comple

• Diversity in te "or8 &orce

encompasses many di?erentdimensions including gender/ race/national origin/ religion/ age and

disaility+



• 9or instance

• 1+ C*%E 9ree movement o& laour and itsimpact on te "or8&orce

• Free movement of labour - troug measuressuc as removing all ostacles to intra-regionalmovement o& s8ills/ laour and travel/

armonising social services (education/ ealt/etc+)/ providing &or te trans&er o& social securityene5ts and estalising common standards andmeasures &or accreditation and equivalency+



• 2+ arger percentage o& "omenentering te "or8&orce todaycompared to tirty years ago – <lso more &emales pursuing and

graduating &rom tertiary institutionstan males



• + Bay Boomers te <geing"or8&orce – Old "or8&orce may e more

eperienced/ reliale/ and stale utpossily less adaptale to cange andretraining



• + <noter dimension o& diversity is related tote increasing gloalisation o& manycompanies+ Companies must e de5ned ingloal and not !ust regional andFor @esternterms+

• De5ning diversity on gloal terms means

loo8ing at all people and everyting tat ma8estem di?erent &rom one anoter3 culture/language/ religion/ values/ customs/ and so on



• 'ere&ore diversity in te "or8&orcepresents ne" and di?erentcallenges &or managers



• Overall/ organisations must movea"ay &rom te tradition o& 5ttingemployees into a single corporate

mold+

• Organi4ations must create ne"

uman resource policies to eplicitlyrecognise and respond to te uniqueneeds o& employees



Equal Opportunity

• Bac8ground

• *colars ave argued tat discriminationin terms o& etnicity andFor gender remain

prolems in te pulic service o& manyCariean countries+

• 9or instance/ Bissessar (2002) argued tattere "ere grave discrimination issues inte iring and promotion practices in tepulic sector o& 'rinidad and 'oago+



• Bissessar (2002) argued tese un&airpractices can e attriuted topolitical inAuence/ organisational

culture/ net"or8ing and pre&erentialtreatment+

• Bissessar (1) also notes genderissues and gender discrimination asprolems in te pulic sector



• *uc discriminatory practices giverise to pulic outcry and actionsaimed at addressing tese issues+

• 'rinidad and 'oago implementationo& te Equal Opportunity <ct 2000

aimed at addressing issues o&discrimination



Equal EmploymentOpportunity

@at is te Equal Opportunity <ctH

t is an <ct "ic see8s to proiitcertain 8inds o& discrimination/ topromote equality o& opportunityet"een persons o& di?erent statusand circumstance and to estalis an

Equal Opportunity Commission and anEqual Opportunity 'riunal



• The functions of the Commission are:

• (a) to "or8 to"ards te elimination o& discrimination,

• () to promote equality o& opportunity and good relations et"een persons o&di?erent status generally,

• (c) to 8eep under revie" te "or8ing o& tis <ct and any relevant la" and/"en so required y te %inister/ or oter"ise tin8s it necessary/ dra" up

and sumit to te %inister proposals &or amending tem,

• (d) to receive/ investigate and/ as &ar as possile/ conciliate allegations o&discrimination,

• (e) to develop/ conduct and &oster researc and educational programmes andoter programmes &or te purpose o& eliminating discrimination andpromoting equality o& opportunity and good relations et"een persons o&

di?erent status,• (&) to prepare and to pulis appropriate guidelines &or te avoidance o&

discrimination,

• (g) to do any oter ting conducive or incidental to te carrying out o& its&unctions+



• #ace under te EEO is interpreted as a group o&persons o& common etnic origin or colour or o& miedrace+

Discrimination on te grounds o& a persons raceoccurs "ere a person o& one race or o& mied race istreated less &avouraly tan anoter person o& anoterrace or mied race/ in circumstances tat are same ornot materially di?erent+

'e acts o& discrimination can e in employment/education/ provision o& goods and services andprovision o& accommodation

Equal Employment OpportunityEqual Employment <ct 2000 ('rinidad and 'oago)



• Etnicity under te EO< isinterpreted as a group o& people "osare te same origin/

caracteristics/ classi5cation and tedistinctive cultural or aestetictraditions o& tat group o& people+

'e acts o& discrimination can e inemployment/ education/ provision o&

goods and services and provision o&




• Disaility in relation to a person under te EO< means3

i) 'otal or partial loss o& a odily &unction,ii) 'otal or partial loss o& a part o& te ody,iii) %al&unction o& a part o& te ody including a mental or

psycological disease or disorder,iv) %al&ormation or dis5gurement o& part o& te ody+

'e acts o& discrimination can e in employment/ education/provision o& goods and services and provision o& accommodation+

Discrimination o& a person ecause o& teir disaility is proiitedunder te EO</ ecept "ere tere is undue ardsip on teemployerFprospective employer/ te provider o& goods or servicesor &acilities+




PART III

DISCRIMINATION IN EMPLOYMENT

Discrimination against applicants

8. An employer or a prospective employer shall notdiscriminate against a person—

(a) in the arrangements he makes for the purpose of

determining who should be offered employment

(b) in the terms or conditions on which employment is offered or

(c) by refusing or deliberately omitting to offer employment.




Discrimination against employees

!.

An employer shall not discriminate against a person employed by him—

(a)in the terms or conditions of employment that the employer affords the

person

(b) in the way the employer affords the person access to opportunities

for promotion" transfer or training or to any other benefit" facility

(b)or service associated with employment" or by refusing or deliberately

omitting to afford the person access to them or

(c) by dismissing the person or sub#ecting the person to any other

detriment.



Vocational training

$%. A person shall not discriminate against another

person where that other person is seeking or undergoing

training for any employment—

(a) in the terms or conditions on which that other person isafforded access to any training course or other facilities

concerned with such training or

(b) by terminating that other person&s training or sub#ectingthat other person to any detriment during the course of

training.

Exception: Genuine occupational qualification



$$. ($) 'ections 8 to ! shall not apply in respect of discrimination on the

grounds of se in a case where being of a particular se is a genuine

occupational ualification for employment" promotion" transfer or training.

$$. (*) +ithout limiting the generality of subsection ($)" being of a particular se is a genuine

occupational ualification if—(a) the duties relating to the employment can be performed only by a person having physical attributes

(ecluding physical strength or stamina) which only a person of a particular se possesses

(b) the duties relating to the employment or training involve participation in a dramatic performance or

other entertainment in a capacity for which a person of a particular se is reuired for reasons of

authenticity

(c) the duties relating to the employment or training involve participation as an artist&s photographic orehibition model in the production of a work of art" visual image or seuence of visual images for which a

person of a particular se is reuired for reasons of authenticity

(d) the duties relating to the employment or training need to be performed by a person of a particular se to

preserve decency or privacy

(e) the nature of the establishment" or the part of it within which the work is done" reuires the employment

to be held by a person of a particular se or

(f) the person employed or being trained provides or is to provide persons of a particular se with personal

services concerning their welfare" education or health or similar personal services" and those services can

most effectively be provided by a person of that particular se.



$$. (,) 'ections 8 to $% shall not apply in a case where

—

(a) the duties relating to the employment or training involve

participation in a dramatic performance or other

entertainment in a capacity for which a person of aparticular race is reuired for reasons of authenticity

(b) the duties relating to the employment or training involve

participation as an artist&s photographic or ehibition modelin the production of a work or art" visual image or

seuence of visual images for which a person of a

particular race is reuired for reasons of authenticity.



$*. 'ections 8 to $% shall not apply in respect of discrimination on the ground of religion in a case where being

of a particular religion is a necessary ualification for employment in a religious shop.

Exception: Domestic services and family business

$,. ($) 'ections 8 to $% shall not apply to the employment of not more than three persons in domestic or personal

services in or in relation to the home of the employer.

$,. (*) -otwithstanding sections 8 to $%" a family business may employ relatives in favour of nonrelatives.

Exception: Inherent requirements, unjustifiable hardship, ris

$/. 'ections 8 to $% shall not apply to the employment of a person with a disability if—

(a) taking into account the person&s past training" ualifications and eperience relevant to the particular employment

and" if the person is already employed by the employer" the person&s performance as an employee" and all other

relevant factors that it is reasonable to take into account" the person because of disability—

(i) would be unable to carry out the inherent reuirements of the particular employment or

(ii) would" in order to carry out those reuirements" reuire services or facilities that are not reuired by persons

without a disability and the provision of which would impose an un#ustifiable hardship on the employer(b) because of the nature of the disability and the environment in which the person works or is to work or the nature

of the work performed or to be performed" there is or likely to be—

(i) a risk that the person will in#ure others" and it is not reasonable in all the circumstances to take that risk or

(ii) a substantial risk that the person will in#ure himself.



Discussion

• @at <reas o& >#% a?ected y EqualEmploymentH



Areas of HRM affected by Equal Employment

• <ll &unctions o& >#% a?ected y EEO

• >iring Io evaluation/ !o analysis/recruitment/ acquisition

• 'raining and development

• romotion

• DisciplineF*anction• 'ermination



Equal opportunity legislation and therecruitment process

• Equal opportunity legislation assigni5cantly inAuenced recruitmentactivities

• 9or instance3 ntervie"ers must ecautious o& te type o& questionsas8ed3 questions suc as race/ seual

orientation/ marital status/ numer o&cildren during te intervie"/ can eseen as iased questions



• =ote3 seual Orientation is notincluded in te Equal EmploymentOpportunity <ct

• *ould te legislation address tisparticular areaH @at are your

tougtsH



• 'ere&ore all recruitment procedures&or eac !o category sould eanaly4ed and revie"ed to identi&y

and eliminate discriminatory arriers



• 9or e?ective recruiting it is necessary to &ullyunderstand te type o& employees you need and"at s8ills and 8no"ledge your employees need tosucceed at your usiness+ *8ills are tose ailities

needed to per&orm te !o "ile 8no"ledge is "atte employee needs to 8no" to per&orm te !o+

• 'e second step is to identi&y potential employees

"o ave te necessary s8ills and 8no"ledge+ t isimportant at tis point tat you tin8 eyond tetraditional employee groups &rom "ic you aveal"ays ired+



Sourcing applicants

• <dvertising &or ne" employees sould e &ree

&rom discrimination• %ultiple sources sould e used to otain applicants

– =ot limited to internet source ("e advertising)as it may eliminate lo"er income groups orgroups "it little or no access to te internet

– =ot limited to career &airs at teuniversitiesFcolleges as it may eliminate recentgraduates or unemployed persons

– =ot limited to te organi4ation(internal sources)

especially i& it is a pulic sector !o+ ulicsould ave te opportunity to apply &or teparticular !o and sould ave te &airopportunity to e intervie"ed and considered &orte position



• >iring practices sould e &ree &romdiscrimination

• >iring ased on cominationquali5cation/ s8ills/ 8no"ledge andeperience



• Equal Employment Opportunities"ould tere&ore mean tat traditionaland non traditional recruitment

metods sould e used• Campus recruitment/ as "ell as/ non

traditional recruitment suc as

targeting =GOs/ groups etc in "ic alarge numer o& minorities/ &emale/disale persons can e sourced



• Ensure ias-&ree selection processesy &orming diverse selection

committees/ evaluating candidates on !o-related criteria/ and completingand maintaining necessary records

suc as te ntervie" Data 9orm+• romote accountaility &or EEOF<< y

ensuring tat responsiilities in tis

area are clearly indicated in teapplicale !o descriptions o&managers and supervisors "o reportto you+



Training and Development

• 'raining a learning process tatinvolves te acquisition o& s8ills/concepts/ rules or attitudes to

enance te per&ormance o&employees

• The quality of this initial trainingcan have a signicant inuenceon the employee’s productivity

and attitude toward the ob



• 'raining must e directed to"ardaccomplisment o& someorganisational o!ective suc as

more e6cient production metods/improved quality o& products etc

• 'is means tat an organisation

sould commit its resources only totose training activities tat can estelp in acieving its o!ectives



Development

• <n employee development plan re&ers to te entiresequence o& concurrent activities/ initiatives and

programs tat an organi4ation is involved "it tomaintain/ improve and enance te s8ills/ capailitiesand per&ormance levels o& its "or8&orce and oter sta?memers+

• <n employee development plan as to e Auid enougto adapt to canging organi4ation scenarios/ crisissituations and overall gro"t plans+ 'e umanresources (>#) department or team is responsile &ordeveloping an employee development plan and

eecuting all te tas8s and responsiilities related toits implementation and success



Equal Employment Opportunity and Training andDevelopment

%anagement development activities can3• Educate temselves y participating in relevant training

and education programs and encouraging suordinatesta? "it EEOF<< responsiilities to do te same+

• Encourage gro"t and career development o&

employees• mprove s8ills and 8no"ledge tat can e immediately

applied at "or8

• ncrease motivation and !o satis&action

• Create a net"or8 o& colleagues &or prolem-solving andsupport

• romote communication and planning trougout teorganisation



• <nnually/ conduct an individual developmentplan and career discussion "it employees andrequire oter supervisors in te department todo te same+

• >old supervisors in various departmentaccountale &or supporting employeedevelopment e?orts+

• Create programs and activities to provide s8illdevelopment/ suc as !o rotation/ cross-training/ mentoring/ internsips/ coacing/ andcareer strategy groups+



• n sum ensure tat all employees inte organisation are eposed toregular training and development

• Encourage and invest in sta?development/ ensuring tat all sta?ave access to opportunities+



Promotions, Discipline and Termination

• er&ormance <ppraisal• Can e a 8ey mecanism in reducing

discrimination in terms o&

promotions/ discipline andtermination, providing o!ectivestandards are used to evaluate teemployee



• t is te process o& determining andcommunicating to an employee o" se ore is per&orming on te !o and/ ideally/

estalising a plan o& improvement

• er&ormance appraisals are used as ameans o& communicating to te employees

o" tey are doing and suggesting neededcanges in eaviour/ attitude/ s8ills or8no"ledge



• @en properly conducted/per&ormance appraisals not only letemployees 8no" o" "ell tey are

per&orming ut also inAuence teir&uture level o& e?ort and tas8direction+



• One o& te most common uses o&per&ormance appraisals is &or ma8ingadministrative decisions relating to

promotions/ 5ring/ layo?s and meritpay increases+

• Can also provide input &or determiningot individual and organi4ationaltraining and development needs



Organi4ational Culture does not encouragediscrimination

• rovide reasonale accommodations suc asassistive devices/ !o restructuring/ and sitemodi5cation &or disaled sta? memers+

• %aintain a ospitale "or8 environment, etnic

!o8es and arassment o& any 8ind sould not etolerated+

• #evie" all personnel activities &or potentialdi?erential impacts on di?erent groups and

unintentional ias in suc personnel actions asselection/ salary increases/ promotion/reclassi5cation/ layo?/ corrective action/ training/and termination+



Focus on Affirmative Action

• <6rmative action is a set o& speci5c/results-oriented programs andactivities designed to correct

underutili4ation o& minorities and"omen in te "or8place+



Discussion

• @at prolems can emerge "it teimplementation o& equal opportunityla"sH



• 'ere is general agreement tatprograms to ring aout certaintypes o& equality o& opportunity can

e di6cult/ and tat e?orts to causeone result o&ten ave unintendedconsequences or cause oter

prolems+



Resistance to change

• Government trying to implement equalopportunities may not receive &ull cooperation&rom ># managers/ supervisors/ line or operationmanagers and memers o& sta? ecause some o&

tem may still ave predisposedFpre!udiced elie&s

• Employees/ "eter management or lo"er levelsta? may still iased ased on seual orientation/

gender/ etnicity andFor age+



9or instance3

• %anagers trying to implement equal opportunitiesin Cina may e &aced "it te prolem o& dealing"it seual pre&erence issues+

• 'e Cinese society is quite conservative in tis

regard+ t is only recently tat te Cinesegovernment canged teir la"s/ ust a few yearsago! the country used to considerhomose"uality a crime+ 'is does not mean tat

tere is open discrimination in te "or8placeagainst gay men and "omen+ >o"ever/ mostindigenous memers o& society still ave some&orm o& ias against tem+



• 9or instance J* studies so"ed tat"ile "omen ave !oinedmanagement ran8s in large numers

a Kglass ceilingL iniits teiradvancement to top corporate ran8s

(lorens et al 200M)



Targets based mainly on underrepresentation

'o use te approac o& ma8ing reasonale e?orts in teprocess o& recruiting persons "o ave eenunderrepresented in te past+

• rolem may e tat ma!ority or &ormerly protectedgroup may no" e discriminated against+

• #esistance y groups tat perceived tese la"s astreatening to teir !o and 5nancial prospects

• J* cases3 #icmond v Croson and <darand v ena



CompensatingEmployees



Compensating Employees

• Compensating employees presents acallenge to te >#% model+ – Employees o&ten interpret te design

and use o& te organisational re"ardsystem as a reAection o& managementattitudes/ intentions/ and te entireorganisational climate

– 'ere&ore te organisational re"ardsystem is one o& te most e?ectivemotivation tools managers ave at teir

disposal+



• Organisational re"ards consists o&te types o& re"ards to e o?eredand teir distriution+

• 'ey include ot intrinsic andetrinsic re"ards tat are received as

a result o& employment y teorganisation+



• ntrinsic re"ards internal to te individual and arenormally derived &rom involvement in certain activitiesor tas8s+

• ntrinsic motivation re&ers to motivation tat comes&rom inside an individual rater tan &rom any eternalor outside re"ards/ suc as money or grades+

'e motivation comes &rom te pleasure one gets &romte tas8 itsel& or &rom te sense o& satis&action in

completing or even "or8ing on a tas8+

• Eample o& ntrinsic #e"ards – Io *atis&action / &eelings o& accomplisment/ acievement/

perception o& recognition/ personal gro"t/ perception o&ones statusF!o title



• Etrinsic re"ards – <re directly controlled and distriuted y te

organisation and are more tangile tanintrinsic re"ards

– Eamples include3 salary/ &ormal recognition/&ringe ene5ts (suc as sic8 and casual days,paid vacation/ company veicle/ personaldriver/ ousing allo"ance/ travel allo"ance)/incentive payments/ promotion/ "or8environment



• *election o& te re"ards to e o?eredis critical i& te re"ard system is to&unction e?ectively

• %anagement must recogni4e "atemployees perceive as meaning&ulre"ards



• *tudies ave so"n (Capman andOttemann/ 1M./ >ills et al 1NM)tat many variales suc as age/

se/ marital status/ numer o&dependents/ years o& service caninAuence employee pre&erences &or

certain re"ards• &or eample older employees it is

argued are usually muc more

concerned "it pension ene5ts tan



Job Satisfaction/Job enrichment

• Io *atis&action a?ects anemployees general attitude to"ardte !o+

• 'e organisational re"ard systemo&ten as a signi5cant impact on televel o& employee !o satis&action



• 'e manner in "ic te etrinsic re"ardsare dispersed can a?ect te intrinsic re"ards

(and !o satis&action) o& te recipients

• t is argued/ &or instance3 i& everyone receivesan across te oard pay increase o& 1./ it is

ard to derive any &eeling o& accomplisment&rom te re"ard+

• >o"ever i& te pay raises are related directlyto per&ormance te employee "ill more tan

li8ely eperience &eelings o& accomplismentand satis&action

• @at do you tin8H



Components of Job satisfaction

• <ttitude to"ard te "or8 group

• General "or8ing conditions

• <ttitude to"ard te company

• %onetary ene5ts

• <ttitude to"ard supervision



Employee Compensation

• Compensation re&ers to all te etrinsicre"ards employees receive in ecange &orteir "or8

• ay re&ers only to te actual dollarsemployees receive in ecange &or teir "or8

• Jsually compensation is composed o& tease "age or salary/ any incentives or

onuses and any ene5ts



Bene5ts can include

• aid vacation

• >ealt insurance

• i&e insurance

• #etirement pension



• ncentives include

• <nnual onus

• Commissions

• ro5t saring



ay equity

• ay equity concerns "eter employeeselieve tat tey are eing &airly paid

• nternal equity concerns "at an

employee is eing paid &or doing a given !o compared to "at oter employees inte same organisation are eing paid to doteir !o

• Eternal equity concerns "at employeesin oter organisations are eing paid &orper&orming similar !os



• #ecall Epectancy teory is aout temental processes regarding coice/ orcoosing+ t eplains te processes

tat an individual undergoes to ma8ecoices

• #ecall Equity 'eory >o" &airly teemployee elie&s tat eFse is treatedin relation to oter employees



• Epectancy3 'is teory empasi4este need &or organi4ations to relatere"ards directly to per&ormance and

to ensure tat te re"ards providedare tose re"ards deserved and"anted y te recipients+



Pay-for-Performance

• reconditions – 'rust in management

– <sence o& per&ormance constraints

– 'rained supervisors and managers – Good measurement systems

– <ility to pay

– Clear distinction et"een te cost o&living/ seniority and merit

– @ell-communicated total pay policy



• <lternative to traditional pay systemsin te pulic sector

• #eplacing pay increments ased on

seniority "it tose ased onper&ormance/

• <lso re&erred to as merit pay

Pay-for-Performance

C ll & >#%



Callenge &or >#%

• ay and compensation as a motivator – Employee %otivation ased on suitale

pay/ compensation or ene5ts

• ay &or er&ormance – 9air3 o!ective as opposed to su!ective

– %otivates employees



• ># manager must ensure tat tesystem is &air to all employees+

• 'is places te urden o& minimi4ing

re"ard inequities and employeesperception o& re"ard inequitiessquarely on te uman resource

manager



• @at are some o& te callenges &ortrade unions concerningcompensating employeesH




Cll




• ConAict et"een interest o& Jnionand tose o& >#%

• Jnion pre&ers to negotiate "ages &or

teir "or8ers and see individualincentive or merit plans as "ays o&pitting one union memer against

anoter and introducing conditions"ere managers can &avour oneemployee over anoter



• 'rade Jnions/ >#% and managementmust also adere to la"s as stated inte ndustrial #elations <ct

• 9or stance



• Every "or8er as et"een imsel&/ is employer and co-

"or8ers sall ave te &ollo"ing rigts/ tat is to say3(a) te rigt to e a memer o& any trade union or any

numer o& trade unions o& is coice,

() te rigt not to e a memer o& any trade union oroter organisation o& "or8ers or to re&use to e a

memer o& any particular trade union or oterorganisation o& "or8ers,

(c) "ere e is a memer o& a trade union/ te rigt/su!ect to tis <ct/ to ta8e part in te activities o& te

trade union (including any activities as/ or "it a vie" toecoming an o6cial o& te trade union) and (i& appointed

or elected) to old o6ce as suc an o6cial+

• 'a8en &rom3 ndustrial #elations <ct 1M2o& 'rinidad and 'oago



• ndividualism vs Collectivism

– ndividual along "it >#% determine

pay/ compensation ene5ts/ continuedemployment/ per&ormance/ training anddevelopment



• Collectivism – Determined troug government/ trade

unions (representing employees) and

ersonnel Department (Cie& ersonnelO6cer)

challenges for the hrm model in the public service

Documents