hrm full presentation
TRANSCRIPT
![Page 1: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/1.jpg)
Cambridge International Diploma in Business
![Page 2: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/2.jpg)
IntroductionWhat are organizational assets??
![Page 3: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/3.jpg)
Module ContentsOverview of the HRM: definition, purposes and HRM
approachesThe employment market: features, organization
functions, technical change in HR, legal environmentMeeting human resources requirements: HR types of
contracts, selection processes, ending contracts, organizing different working patterns
Working together in groups “Team participation”: measuring performance, communication, resolving problems
Motivation and training: payment methods, fringe benefits, working conditions, training & development
![Page 4: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/4.jpg)
ActivityQualifications, training & skill sets for HR
personnel
![Page 5: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/5.jpg)
How to be a successful HR professional?Organizational
CapabilitiesTalent ManagerOrganizational designerCulture & change
stewardStrategy architect
Systems & ProcessesOrganizational ExecuterBusiness Ally
RelationshipsCredible Activist
![Page 6: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/6.jpg)
I) Human Resources OverviewObjectives
Understand the meaning, purposes and organization of the HR management.
Understand why organizations must manage people effectively and efficiently
Understand different approaches to the management of human resources.
![Page 7: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/7.jpg)
HRM: Meaning / Definition
HR management is the process of creating and maintaining
relationships between organizations and the people who work for and with
them
![Page 8: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/8.jpg)
Purposes of the HRM
(right skill mix)
(wages & salaries, support & admin costs, social costs)
(ensures the organization has the
ability to change)
![Page 9: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/9.jpg)
1.Providing the right mix of skillsDifferent jobs require different skillsThe HRM should ensure that the business
has enough employees with the appropriate skills to carry out all its functions
This can be done by:Determining the HR needs of the organizationDetermining the current and future job needsRecruiting and selecting employees with the
right skills, experiences
![Page 10: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/10.jpg)
Where does the vacancy come from?Employee leaving e.g. retirement, going to
another jobEmployee promotingIncreasing workloadDepartmental or organization expansion e.g.
new province, acquiring technological systems
![Page 11: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/11.jpg)
2.Controlling employment costsEmployment of people involves cost, what are
these costs?SalariesThe HR functions e.g. recruitingBenefits e.g. training & development, fleet,
clothing, insurance.Social costs
![Page 12: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/12.jpg)
3.Reacting effectively to changeWhat is a change?What are the kinds of change?
Internal “personal, group, organizational”External “customer-related, environmental”
Examples:Change in customer perception towards a product
(marketing)Change in the local regulations affecting the industryChange in organizational priorities
How could the HRM ensure employees are correctly reacting to changes?Communicating with themConsulting them about the change Involving themHelp them casting away their fearsGaining their commitment and support
![Page 13: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/13.jpg)
ActivityListing HR functions
![Page 14: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/14.jpg)
![Page 15: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/15.jpg)
Approaches to HR managementCentralized approach
All HR functions are carried out by a central personnel department
Dictatorial decisionsTop-down approachCauses confrontationSometimes loses
coordination between employers and employees
BU=Business Unit
HR
![Page 16: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/16.jpg)
Approaches to HR managementDecentralized approach
Employees are involved in the workplace
Employee relations and HR management is the responsibility of all managers
Increased motivation, commitment
All HR functions are managed by both managers and HR department
HR
![Page 17: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/17.jpg)
1.0 Assignment (a) Explain the meaning of Human Resource
Management (HRM). (b) List four purposes of HRM.
![Page 18: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/18.jpg)
Activity Case studies
![Page 19: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/19.jpg)
Line Managers as HR ManagersInvolved in HR & personnel mattersMotivationOrganizing workHR planningRecruitmentDiscipline
![Page 20: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/20.jpg)
HR Modern Central RoleMonitoring legal HR mattersCentralized HR functions; recruitment &
selection, disciplinary procedures Implementing company’s policiesAdministering pay (compensations) and
benefits Industrial RelationsEmployee Welfare
![Page 21: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/21.jpg)
Centralized or Decentralized?SizeTypeSpan of controlChain of command
![Page 22: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/22.jpg)
The Employment MarketMeaning / DefinitionMain featuresFunction of organizationsInfluence of technical change on HRMLegal Environment
![Page 23: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/23.jpg)
What makes the employment market?
![Page 24: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/24.jpg)
Features of Employment MarketEmployment seekersBusinesses & organizationsChange in employment marketImpact of change
Learning new skillsAdapt to new working practices / conditionsNew industries
![Page 25: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/25.jpg)
Features of Employment Market . . (continued)Sectors of employmentTrends in age & genderFull time employment vs. self employment
![Page 26: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/26.jpg)
Full-time employment Vs
Self employmentFull-time employment Self employmentHigh capital investmentsIncreased job securityFixed working periodsRequires a defined set of
skillsDecisions are made by
othersDecreased riskBenefits package
Attractive growing trend for professionals and trade people
Incorporates freedom of working
Low capital investmentsSupplemented with full and
part-time employmentLonger working periodsRequires a larger set of skillsDecisions made by yourselfSubstantial financial risk
![Page 27: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/27.jpg)
ActivityTrendsSectors of employmentComparison of employment
![Page 28: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/28.jpg)
Organizations affecting how HR are Managed Trade & Labour Unions
Their strength varies from country to countryNegotiate with employers matters as pay, working hoursRepresent employees unfairly treatedProvide information to employees on their rightsServices, training
Employers associations and professional bodiesAdvice & support servicesEx Hong Kong Management Association, American
Society of Training & DevelopmentLocal chambers of trade / commerce / industryResearch, PR, lobbying, negotiation, maintaining
professional standards
![Page 29: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/29.jpg)
Organizations affecting how HR are Managed . . continuedGovernment Agencies
Encourages co-operation between employers & employees
Resolve disagreementsGovernmental departments responsible for
employment, industry & tradeSettling industrial disputes
![Page 30: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/30.jpg)
Organizations influencing the way HR are managedTrade Union “Labor Union” - EMPLOYEES
Could represent one small industry or many different industries
Their strength vary from country to anotherTheir services:
Negotiate with employers over some matters i.e. pay, working periods, working practices, etc.
They represent the employee(s) in cases of unfair treatment or discrimination. They resolve the issue either by negotiation or by legal actions
Source of information, benefits and training for employees
![Page 31: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/31.jpg)
Organizations influencing the way HR are managedEmployers’ Associations
They represent the interests of employers either in one small industry or many different industries
Their services: Research Public relations Negotiation Lobbying
![Page 32: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/32.jpg)
Organizations influencing the way HR are managedProfessional Bodies or Associations
They are regarded as trade unions for it members who belong to one profession i.e. Lawyers and doctors syndicate
Their services: Public relations Negotiation Maintaining professional standards
![Page 33: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/33.jpg)
Activity1. Trade unions2. Organizations
![Page 34: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/34.jpg)
Development of new technologyComputer Aided Manufacturing – CAM
Computer controls machinery & equipmentReduces the need of labourAccurateHigh quality product
Computer Integrated Manufacturing – CIMComputer controls entire production lineReducing the need of labourAvoiding boredom of repetitive routine jobs
![Page 35: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/35.jpg)
Development of new technology . . . continuedComputer aided design (CAD)
Design can be tested using computer programsCar and many other household repairers identify
problems using hand held computersBank cashiers use computer terminals for money
deposits & withdrawalsElectronic funds transfer at point of sale (EFTPOA)
Retailers have electronic tills linked directly to the banking system
Avoids need for customers to carry cashUpdate stock records
Office applicationsComputers
![Page 36: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/36.jpg)
The influence of technical change on HRMReducing number of labour neededTraining Acquiring learning new skills
![Page 37: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/37.jpg)
Activity3. Technological change
![Page 38: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/38.jpg)
The Legal EnvironmentTerms & conditions of employmentWagesEqual opportunitiesMaternity / paternityHealth & safetyTraining
![Page 39: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/39.jpg)
Case StudyApplied Chemical Co.
![Page 40: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/40.jpg)
III. Meeting HR RequirementsDifferent Types of Employment ContractsRecruitment & Selection ProcessHow the contract of employment can end
![Page 41: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/41.jpg)
The Contract of employmentType of employment contracts: full time part
time, free lance, fixed term, service contractLegal agreement between employer & employeeFollows an offer of employmentIncludes:
Name of employer - Name of employeeJob title - Commencement dateHours of work – remuneration level & benefitsTermination notice – grievance & disciplinary
proceduresContract duration
![Page 42: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/42.jpg)
ContractsFull time vs. part timeFixed term contracts vs. services contract
![Page 43: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/43.jpg)
ActivityMeeting HR requirements 1
![Page 44: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/44.jpg)
Employment vacancies are due to:Employee resigned, retiredBusiness expandingIntroducing new productsIncreased work load
![Page 45: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/45.jpg)
Recruitment & Selection ProcessJob descriptionPerson specificationJob advertisementJob application, applicants’ responseReceiving applications, closing date, sortingInterviewsSelecting the right candidateEmployment offer & employment contractEnding the contract of employment
![Page 46: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/46.jpg)
Job descriptionsDefinition: a detailed statement identifying what a job
entails; nature of the work, responsibilities, tasks, measurement of performance, accountability
Importance: help in advertising for suitable applicants, only appropriate applicants will apply, serves as guidelines for selection process
Includes:Job titleDutiesResponsibilitiesAccountability
Prepared by HR & department managers
![Page 47: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/47.jpg)
Personal SpecificationsIt describes the qualities, attributes and
characteristics required in a person to carry out a particular jobPhysical and mental abilitiesSkillsAcademic backgroundProfessional experienceAge, gender
![Page 48: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/48.jpg)
Job Advertisement & Attracting candidatesJob advertisement based on JD & job specificationInternal announcementExternal announcement
Advertisement Attractive Sufficient job information Where & how to apply Closing date
Recruitment agenciesHead hunting
![Page 49: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/49.jpg)
In depth readingJob descriptions
![Page 50: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/50.jpg)
Job application, applicants’ responseEmployers providing more details on the job
details on the business (websites)Details on the job, sometimes JD
Application formsCVs / resumesCreating a pool of candidates
![Page 51: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/51.jpg)
ActivityJob announcement AdvertisementApplication formResume / CV
![Page 52: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/52.jpg)
Receiving applications, closing date, sortingReceiving applications until closing dateSorting according to preset criteria, JDShort listingInterviews scheduling
![Page 53: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/53.jpg)
InterviewsOne to one interviewsPanel interviewsPlanned / structured interview vs.
unstructuredInterview tests;
Ability in specific areas Mental abilitiesPsychometric – IQ - behavioral – situational -
stress
![Page 54: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/54.jpg)
Selecting the right candidateMatching JD & job specificationApplicationInterview performanceTest resultsEmployment offer
Starting dateCompensation / pay
![Page 55: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/55.jpg)
ActivitiesJob specificationReferencesAssessing candidates
![Page 56: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/56.jpg)
Ending the contract of employmentResignationRetirementRedundancy, job/function ceases to existDismissal
![Page 57: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/57.jpg)
Skill Inventory Your company has the following
vacancies: computer programmer catering staff Accountant Receptionist Cleaner Senior Marketing Product
Manager Fork-lift truck driver General clerical assistant Semi-skilled general labourer Accountant Regional HR Director Management trainee
Task: Advise the HR department (by completing the grid) which medium you would use for each post
Media VacancyLocal newspaperNational newspaperInternetLocal RadioTVProfessional JournalsRecruitment AgenciesUniversity Appointment BoardOther (Specify)
![Page 58: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/58.jpg)
Skill InventoryConsequences of wrong candidate
selectionConsider a salesperson’s career, draw the
possible consequences and costs incurred in selecting the wrong candidate
Source: Charles A. Peck, Compensating Field Force Sales Representatives, Report No.828, New York Conference Board, 1982
![Page 59: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/59.jpg)
IV. Working Together1. Different ways of organizing work2. How organizations measure & monitor
people’s performance3. Systems for communication & resolving
problems
![Page 60: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/60.jpg)
1. Different Patterns of WorkDay work (8-9 hours)Shift systems (24 hours)
StrainAntisocialCompensated
FlexitimeMotivationIncrease productivity
![Page 61: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/61.jpg)
In Depth Job enrichment / enlargement
![Page 62: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/62.jpg)
Pattern of workDay work system:
Typically most people work for a certain set of hours per day for 5 or 6 days a week i.e. 8 hrs/day
Breaks could be established during these working periods for a reason i.e. Hot climate
Shift system:Employees work for their normal hours per day, but different
teams of employees work at different set of hours i.e. 3 shifts * 8 hrs in a 24 hr cycle
Considered “Antisocial” for early or late workers, thus maybe paid better
Flexitime system:Organizations allow some employees to work hours which suit
them, with start and end times being at the employee’s discretion, however, a set number of hours must be worked in a particular period.
![Page 63: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/63.jpg)
ActivitiesOrganizing work
![Page 64: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/64.jpg)
2. Measuring & Monitoring Performance at WorkComparing performance to:
Standards; JD, person specification, job holdersTargets; sales target – production units
Realistic Achievable Agreed with jobholder If not: Demotivation
Key accountabilities & competencies
![Page 65: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/65.jpg)
2. Measuring & Monitoring Performance at Work . . .continued
Accountabilities: responsibilities, maximizing sales for example
Competencies: knowledge & skills required, communication skills
Appraisal systemMeaningone to one - 360 degrees
![Page 66: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/66.jpg)
Measuring and monitoring performance at work
![Page 67: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/67.jpg)
Appraisal systemsAppraisal is the process of assessing the progress and
effectiveness of employeesIt typically involves an interview between an employee
(appraisee) and the employee’s direct manager (Appraiser)
A well-structured appraisal will:Help employee accept credit of being valuedDiscuss areas of concerns of both partiesDiscuss forthcoming targetsSupport the employee i.e. need for trainingMay involve other people contacted with the employee
(360 Degrees Appraisal)
![Page 68: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/68.jpg)
ActivityPerformance appraisal documentMeasuring performance
![Page 69: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/69.jpg)
3. Communicating & Resolving ProblemsImpact of employer – employee problems / conflicts
Disruption / tensionLoss of productivity & profitDissatisfactionUncertaintyUnemployment
Possible systems of resolving problems include: Individual problem solving mechanisms Improvement MechanismsFormal consultations & negotiations systems
![Page 70: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/70.jpg)
Individual Problem Solving MechanismsGrievance procedure: employees can seek to
resolve complaints
Disciplinary procedure: employers seek to put their employees back on the right track
![Page 71: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/71.jpg)
Grievance Procedure is the means by which employees can seek to resolve complains of alleged or real breaches of the terms and conditions of their employment
The complain should be first discussed with the employer’s immediate manager
If unresolved, the employee may seek discussion with higher management level
A formal investigation of the complain should be conducted.
![Page 72: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/72.jpg)
Disciplinary Procedures is the process by which employees are reprimanded, punished or even dismissed in the event of their failure to work according to their employment contract and/or company code of conduct
•Problem will be discussed giving the employee given date to improve
•If there was no improvement; formal warning in writing
•Continued failure to improve; final warning in writing
•Employee’s dismissal
•Fraud, fighting at work, severe negligence = gross misconduct = instant dismissal
![Page 73: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/73.jpg)
Improvement MechanismsAimed at avoiding problems through
communicating and involving employees in their work
Communications designed to increase employees awareness, involvement and commitment to their employer, including:Company magazine / newspaperReports on the company to employeesRegular department or briefing sessions
![Page 74: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/74.jpg)
Improvement Mechanisms . . contdOther improvement mechanisms aim to
increase employees motivation by involving them in improving company’s overall performance:Suggestion schemesAttitude surveysQuality circlesTotal quality managementCustomer care programs
![Page 75: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/75.jpg)
Total quality management (TQM) is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and other organizational objectives.
TQM empowers an entire organization, from the most junior employee to the CEO, with the responsibility of ensuring quality in their processes.
In particular, TQM provides management with the ability to ensure quality through more streamlined and effective process-improvement channels.
A great range of organizations have deployed TQM, including small companies, large companies, and government departments (e.g., NASA.
TQM is no more relevant to any one type of organization than any other; on the contrary, it is a philosophy appropriate to any situation in which quality assurance is important.
![Page 76: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/76.jpg)
Improvement Mechanisms
![Page 77: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/77.jpg)
In depth readingOrganizational Suggestion Schemes
![Page 78: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/78.jpg)
Formal Consultation & Negotiation Systems
These systems aim largely to seek the views of others before coming to a decision.
Based on regular meetings and discussions between employer & employees
CommitteesOf general scope (discuss general matters
between employees and employer) i.e. Works Council, Workers Directors
Of specific scope (discuss specific matters of interest) i.e. Health & Safety Committee
![Page 79: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/79.jpg)
Committees examples & dynamics Work councils;
Discuss employees matters Consists of elected representatives of employees +
representatives of management of the company Objective: act as two channel of communication between
employees & management of a business Work directors;
Some larger businesses appoint them in company board They represent the views of employees at the highest level in
the company at board meeting Health & safety committee
Established to: Consult Discuss Take action Avoid and resolve problem in specific area
![Page 80: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/80.jpg)
Activities Communicating & Resolving Problems
![Page 81: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/81.jpg)
V. Motivation & TrainingMotivations theoriesDifferent methods of paymentThe use of fringe benefits How the nature of work contributes to
motivationThe main features of training & development
![Page 82: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/82.jpg)
Why do people work??MoneySecurityJob SatisfactionA sense of self importanceA sense of belonging
![Page 83: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/83.jpg)
Maslow’s Hierarchy of Needs (1935)Physiological needs, basic; food, water,
shelter, warmthSafety & securitySocial needs; belonging to a family or a groupNeeds for recognition & esteemSelf realization & achieving personal goals
![Page 84: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/84.jpg)
Maslow’s hierarchy of needs
Personal growth & fulfillment
Achievement, status, responsibility, reputation
Family, affection, relationships, work group, etc
Protection, security, order, law, limits, stability, etc
Basic life needs, air, food, drink, shelter, warmth, sex sleep, etc
![Page 85: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/85.jpg)
McGregor’s Theory X & Theory YTheory X: Organizations
Assume employees dislike work & avoid it
They must be persuaded to work with high wages
Controlled with strict supervision
Threatened with punishment as motivation
Theory Y: PeoplePeople enjoy workWill strive to meet
targets & objectivesCommitment is
increased when they feel ownership of their jobs; through increased responsibility & participation in decision making
![Page 86: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/86.jpg)
McGregor’s Theory X and Theory Y
![Page 87: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/87.jpg)
McGregor’s Theory X & Theory YTest
![Page 88: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/88.jpg)
Implementation of Theory YDelegating responsibility to employeeConsulting employees about their work,
problems, or concernsParticipation in decision making
![Page 89: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/89.jpg)
Herzberg’s Hygiene Motivator Theory
Hygiene Factors Pay Satisfactory working
conditions Helpful organizational
policies Management & supervision
Motivation factors Relating to the job itself Interesting job Achievement
opportunities job provides
Recognition Promotion Added responsibility
•Hygiene factors are important
•Businesses can improve employees motivation by improving the nature and content of the actual job
![Page 90: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/90.jpg)
Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed in order to motivate an employee to higher performance
Herzberg’s Hygiene/motivator theory
![Page 91: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/91.jpg)
Motivation in PracticePeople are individualsMotivators vary from individual to individualTheories can give general guidanceBusinesses MUST tailor their own motivation
strategies to their workforceEffective motivation package MUST include
both financial & non-financial incentives (fringe benefits)
![Page 92: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/92.jpg)
Financial Incentives Wages: based on fixed hourly rate paid for the number of hours
worked Incentive for employees to work longer hours so as to increase the
wage they receive Employees may maximize the time they take to do the job to increase
their wages Salaries: a method of pay based on a year’s work regardless of the
hours it takes Employees would work hard during their contractual hours in order to
avoid working unpaid overtime There is no additional payment for hours worked in excess
Piece work: a method of pay based n output, how many pieces or units employee produced Only appropriate for workers who produce identifiable and uniform
units Can encourage employees to work harder and produce more Can lead to poor quality if quality is sacrificed for speed
![Page 93: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/93.jpg)
Financial Incentives . . . continued Bonuses & Commissions:
Bonus: an extra payment in recognition of employee’s contribution to company’s success
Commissions: normally paid to sales executives and similar employees who have a responsibility of selling company’s products
Profit sharing: employees are paid a share of company’s profits usually in the form of annual cash bonus Employees strive for the increase of profit of the company as they will
receive a share of this profit Pensions: schemes intended to provide employees with an income
after retirement Contributory schemes: employees pay into the scheme by regular
deductions from their pay, usually with a additional contribution by the employer
Non contributory: where the scheme is entirely funded by the employer
![Page 94: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/94.jpg)
Non-Financial Incentives & Fringe BenefitsFringe benefits are subject to income tax in many
countries, examples of non-financial benefitsCompany carsCheap loansSubsidized food and accommodation; canteens, staff
cafeteria, staff restaurantsHealth & insuranceCompany stocks optionReduced prices for company products
![Page 95: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/95.jpg)
ActivitiesIncentives
![Page 96: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/96.jpg)
Management TheoriesFredrick Taylor: Scientific Management
Taylor believed that the industrial management of his day was amateurish (unprofessional), that management could be formulated as an academic discipline, and that the best results would come from the partnership between a trained and qualified management and a cooperative and innovative workforce. Each side needed the other, and there was no need for trade unions.
Taylor's scientific management consisted of four principles:Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. Scientifically select, train, and develop each employee rather than passively leaving them to train themselves. Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task". Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to
planning the work and the workers actually perform the tasks.
Managers and workersTaylor had very precise ideas about how to introduce his system:It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced
cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone.
Workers were supposed to be incapable of understanding what they were doing. According to Taylor this was true even for rather simple tasks.
The introduction of his system was often resented by workers and provoked numerous strikes. Taylor believed the labourer was worthy of his hire, and pay was linked to productivity. His workers were able to earn substantially more than those in similar industries and this earned him enemies among the owners of factories where scientific management was not in use.
http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor
![Page 97: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/97.jpg)
Management Theories . . continuedElton Mayo is known as the founder of the Human Relations Movement
He carried out a number of investigations to look at ways of improving productivity, for example changing lighting conditions in the workplace. What he found however was that work satisfaction depended to a large extent on the informal social pattern of the work group. Where norms of cooperation and higher output were established because of a feeling of importance, physical conditions or financial incentives had little motivational value. People will form work groups and this can be used by management to benefit the organization. He concluded that people's work performance is dependent on both social issues and job content. He suggested a tension between workers' 'logic of sentiment' and managers' 'logic of cost and efficiency' which could lead to conflict within organizations.
Summary of Mayo's Beliefs:Individual workers cannot be treated in isolation, but must be seen as members of a group. Monetary incentives and good working condition are less important to the individual than the need to
belong to a group. Informal or unofficial groups formed at work have a strong influence on the behavior of those workers in a
group. Managers must be aware of these 'social needs' and cater for them to ensure that employees collaborate
with the official organization rather than work against it.
http://en.wikipedia.org/wiki/Elton_Mayo
![Page 98: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/98.jpg)
Motivation & the Nature of WorkJob satisfactionJob enrichment & job enlargementJob rotationDeveloping working relationship
![Page 99: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/99.jpg)
ActivityJob satisfaction surveyThe container store videoMotivation & job satisfaction
![Page 100: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/100.jpg)
Training & DevelopmentImportance:
Employees to know how to do their jobsAdapting to changing circumstances as new
technologiesEmployer gains:
employees’ increased motivation & commitment Increased quantity & quality of output
Employees gains: Enhanced career & promotion prospects Feeling of being valued
![Page 101: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/101.jpg)
Training & Development . . continuedTraining Methods:
Internally: Subject to office pressure & distractions
Externally: More expensive Takes employees out of workplace Exposure to different ideas & cultures
![Page 102: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/102.jpg)
Types of TrainingInduction trainingOn the job trainingOff the job training
![Page 103: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/103.jpg)
Induction Training (orientation)Initial introductory program designed to ease new
employees into an organizationIntroduce new employees to the businessFamiliarize new employees with practices of the
organizationNew employees to feel comfortable with their new
employerGive new employees confidence & competence in their
working environmentHelp them carry out their jobs
![Page 104: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/104.jpg)
On-the-job TrainingTraining carried out at the actual place of workLearning job specific skills Individual training for employees to be able to carry
out their duties & their specific tasksDelivered by staying close to a an experienced
worker / senior colleague Advantage: immediate gain of productivityDisadvantage: quality of training highly depends n the
abilities of the trainer
![Page 105: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/105.jpg)
Off-the-job TrainingAll forms of training carried out away from the
actual workplaceAim to develop more skills and knowledgeDelivered both externally & internally
![Page 106: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/106.jpg)
ActivityDefining trainingInvesting in trainingInduction training
![Page 107: HRM full presentation](https://reader035.vdocuments.mx/reader035/viewer/2022062306/58a5eb4a1a28aba5728b4e51/html5/thumbnails/107.jpg)
Case StudyMotivation in the building trade