module 3 human resource & industrial relations final

8/8/2019 Module 3 Human Resource & Industrial Relations Final

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HUMAN RESOURCE

&

INDUSTRIAL RELATIONS

By

ZAINOL ABDULLAH



RULES OF THE GAME

Linguistic and lingo.

Be happy, be jolly.

R & R (Rest & Relax).

Be democratic & Respect others.

e.g. arts of using HP

Interactive.

Slowly BUT surely.

If you are blur, its OK, you are a normal.

ABNORMAL IS THE BEST.

ENJOY & GOOD LUCK !!!!!!!!



Q UOTATIONS Ngarere, Ex-President of Tanzania:

THE TRANSFER OF WEALTH FROM THE RICH TO THE POOR IS NOTCHARITY, IT IS A JUSTICE.

Principle of Learning Organization:

LEARNING, UNLEARNING & RELEARNING.

Jedi Master, Star Wars:

DO IT OR DONT, DONT TRY.

Italian Job:

TRUST OTHERS, BUT NOT THE DEVIL IN THEM.

YOU COULD ONLY MAKE MISTAKE ONCE, IF YOU MAKE THE SAMEMISTAKE AGAIN, YOU JUST A FOOL.

OPPORTUNITIES MAY COME MANY TIMES, THE PROBLEM IS THAT AREYOU PREPARED TO TAKE IT.



MAJOR OBJECTIVES

Understand HRM and the importance of HRM. Understand the influence of environmental

factors toward the dynamic of HRM.

Understand the process of HRM. Managing productivity: employer & employee.

Understand the issues of human resourcemanagement and techniques to solve theproblems.



INTRODUCTION

WHAT IS

HUMAN RESOURCE?



Individuals f rom outsidef orming group.

Diff erent culture & values.

Diff erent needs & wants.

Diff erent abilities (knowledge & skills) &

motivation.

Asset to organization.

Main element/f actor to the survival of the

organization.

Need to manage to be productive.



ORGANIZATION

CUSTOMERS

HUMAN

RESOURCE

MANAGEMENT/S

YSTEM

PRODUCTS/

SERVICES

ENVIRONMENT

- HRM- PRODUCTION

- PROCESSING

- MARKETING

- LOGISTIC

- IT

- LEGAL

- ect

GOLDEN TRIANGLE

CONCEPT



IF YOUR EMPLOYEE LOOKS LIKE THIS PROBABLY EASY TO MANAGE



HUMAN FACTOR

(FAKTOR MANUSIA)



SIAPAKAH DIRI KITA

SEBENARNYA?



SIAPAKAH DIRI KITA SEBENARNYA?

KEJADIAN & KELAHIRAN

DIRI KITA

NILAI DIRI

PENINGKATAN NILAI DIRI



1: KEJADIAN & KELAHIRAN

IBU + BAPA DIRI KITA



HUMAN BEING

(MANUSIA)

UNIQ UE

COMPLEX

DIFFERENT

VISION/GOALS/

OBJECTIVES

DIFFERENT

CULTURE

COMPLICATEDDIFFERENT

ETNICS/BACKGROUND



IBU + BAPA

DIRI KITAFIZIKAL & MENTAL/SIPIRITUAL

OTAKKANAN & KIRI

AKAL

KEBAIKAN (+) KEBURUKAN (-)

NILA

I



2: DIRI KITA

LUARAN (FIZIKAL)

- Bentuk tubuh

- Rupa paras

DALAMAN (SIPIRITUAL)

- Dikuasai oleh: otak pemikiran (akal)

- Otak kanan (kreatif ) & otak kiri (logika)

- Akal mempertimbangkan baik/buruk (nilai).



FAKTOR-FAKTOR PEMBENTUKAN

NILAI DIRI

DIRI SENDIRI

PERSEKITARAN- Ibu & bapa- Keluarga- Kawan-kawan- Lain-lain f aktor persekitaran

Ekonomi Politik Sosial Budaya Demografi Geografi Persaingan Teknologi



KAITAN INDIVIDU & PEMBENTUKAN

NILAI DIRI DENGAN PERSEKITARAN

UDARA, TANAH

&

AIR

FLORA &

FAUNA

GLOBAL

NEGARA

MASYARAKAT

ORGANISASI

RAKAN

KELUARGA

INDIVIDU



KEPENTINGAN NILAI DIRI

ASAS pembentukan BUDAYA (culture).

BUDAYA: (cara hidup)

Elemen budaya:

- Hero : mentor, guru, dll

- Simbol : kostum, religion, dll

- Ritual : adat, perayaan, protokol, dll- NILAI



NILAI RAKYAT MALAYSIA

Keputusan ramai/demokrasi

(Focus on collectivity).

Orientasi hubungan (Relationship-oriented).

Menghormati orang tua (Respect elders). Ketaatan (Loyalty).

Lapisan kekeluargaan (Hierarchical).

Kef ahaman keugamaan (Religion). Kehamonian/Kedamaian (Harmony).

Maruah (Face/dignity).



3: PENINGKATAN NILAI DIRI

KEBOLEHAN & MOTIVASI

ISU PANDAI & CERDIK

BEKERJAYA KEPENTINGAN INDIVIDU DALAM

ORGANISASI

KITA SEBAGAI PEMIMPIN &

USAHAWAN/ INTRAPRENEUR



(i) KEBOLEHAN & MOTIVASI

(Asas produktiviti individu) Individu (sumber manusia) yg produktif iaitu seseorang yang mampumelaksanakan tugas dengan ef ektif & ef isien.

BERKAITAN DENGAN PERLAKSANAAN TUGAS

(JOB PERFORMANCE):

Perlaksanaan Tugas = f (Kebolehan) (Motivasi)

Kebolehan = Pengetahuan + Kemahiran

Pendidikan + Latihan

Motivasi = Sikap

Pembangunan



(ii) ISU PANDAI & CERDIK

PANDAI = KEBOLEHAN

(pengetahuan + kemahiran)

CERDIK = TAHU MENGGUNA AKAL/KEPINTARAN(tahu menggunakan KEBOLEHAN tertentu padaMASA tertentu dan di TEMPAT tertentu).



(iii)(iii) BEKERJAYABEKERJAYA

SUATU PEKERJAAN

MEMPUNYAI CIRI-CIRI BERIKUT:

- PROSPEK

- GANJARAN (EKTRINSIK &INTRINSIK)

- SUASANA PEKERJAAN



PEMBANGUNAN KERJAYA

1.Pekerja kepada majikan (pekerja).

2.Bekerja sendiri (self employed) (BOSS +pekerja).

3.Anda seorang BOSS (taukeh).



(iv) KAITAN INDIVIDU &

SUMBER MANUSIA DALAM ORGANISASI

INDIVIDU DATANGNYA DARI LUAR SESEBUAH

ORGANISASI.

SETELAH MENJALANI PROSES PEMILIHAN

SESEORANG INDIVIDU AKAN MENJADI

SUMBER MANUSIA TERPENTING PADA

SESEBUAH ORGANISASI.



PENTINGNYA SUMBER MANUSIA DALAM

PEMBANGUNAN ORGANISASI

Sumber terpenting & terhad.

Memiliki kebolehan (pengentahuan &kemahiran) & motivasi.

Susah dibangun & dikekalkan tahapkebolehan & motivasi.

Sensitif sukar memahami & memenuhi

keperluan ekonomi & sosial.



(v) KITA SEBAGAI PEMIMPIN &

USAHAWAN/INTRAPRENEUR

PEMIMPIN:

- Ada pengikut.

- Dilantik/diterima oleh pengikut.

USAHAWAN:

MEMPERNIAGAKAN HASIL KREATIVITI/INOVATIF SENDIRI.

PENIAGA:

MEMPERNIAGAKAN HASIL KREATIVITI/INOVATIF ORANG LAIN.

INTRAPRENEUR

:

- PEKERJA yang produktif

- mengutamakan produktiviti

(f aedah > kos)



Kata-kata Prof . Hamka:

Disaat KELAHIRAN kamu menangis tetapi orang lain

gembira menerimanya, oleh itu BERUSAHALAH

UNTUK KEJAYAAN SEMASA HIDUPMU agar

disaat KEMATIAN biar kamu tersenyum

menerimanya tetapi orang lain akan bersedih

menghadapinya.



DEFINITIONS OF HRMDefinition of Human Resource Management Human resource

management (HRM), as defined by Bratton, J. & Gold, J.(2003), is

A strategic approach to managing employment relationswhich emphasizes that leveraging peoples capabilities iscritical to achieving sustainable competitive advantage,

this being achieved through a distinctive set of integratedemployment policies, programs and practices.

Purpose: To ensure people employed by the organization are being

used as eff iciently and eff ectively as possible and they contribute towards achieving the organizational goals.

To improve the productive contribution of people to theorganization in ways that are strategically, ethically andsocially responsible.



The utilization of a firm¶s human r esour ces toachieve organizational objectives.

A group of people who work together toachieve common goals.

Human Resour ce Management (HRM) is the

function within an organization that focuses onrecruitment of, management of, and providingdirection for the people who work in theorganization.

µIt is the organizational f unction that deals with

issues related to people such as compensation,hiring, performance management, organizationdevelopment, safety, wellness, benefits,employee motivation, communication,administration and training´.



Benef its of eff ective

human resource management

Employees will be satisf ied and motivated thus enabling

them to perform their duties to the best of their

abilities.

Help an organization to improve its perf ormance andincrease success.

Encourage talent retention by making employees work

meaningful and providing them with career satisfaction.

Enables employees to develop their personal andorganizational skills and knowledge (abilities)

consequently increasing their market value.

Looks into the welf are and saf ety of the employees.



HISTORICAL FOUNDATIONS

1850 - 1920 : INDUSTRIAL REVOLUTION

- Specialization- Exploitation of workers- Worker alienation

1930 - 1950: HUMAN RELATION- Emphasis on supervisory training

- Recreational programs- Welf are programs

1960 - 1990: NEW DEVELOPMENTS- Increased labour legistlation- Organizational growth

- Rapid technological changes- Improvement of labour trainingrequirements

- Utilization of advanced technologies- Increasing of women labours- Less skilled labours



Development of modern human resource management

through:

- Involvement of the industrial welf aremovement (voluntary effort by employers) - to

improve the conditions of employees inside

and outside of the work place.

- To provide assistance to employees to

purchase a home, medical care, or

assistance f or education.

- Human relations movement - focused on

employees group behavior and employees

f eelings.



To improve the overall organizational perf ormance

by improving employees perf ormances as well as

training and giving them opportunities to be more

eff ective and productive.

To satisf y the needs of the employees, so in turn;

they are better equipped to be more productive inachieving the objectives of the organization.

TARGET OBJECTIVES



OBJECTIVES OF HRM

Organizational objective Functional objective

Societal objective

Personal objective

ORGANIZATIONAL OBJECTIVE:

- To contribute to organizational eff ectivenessand eff iciencies.

- To assist management to solve HR issues.



RELATION OF ACTIVITIES TO OBJECTIVES IN HRM

MANGEMENT OBJECTIVES SUPPORTING ACTIVITIES SOCIETAL OBJECTIVE 1. Legal compliance

2. Benef its

3. Union-management relations

ORGANIZATIONAL OBJECTIVE 1. Human resource planning

2. Employee relations

3. Selection

4. Training & development

5. Appraisal

6. Placement

7. Assessment

FUNCTIONAL OBJECTIVE 1. Appraisal

2. Placement

3. Assessment

PERSONAL OBJECTIVE 1. Training & development

2. Appraisal

3. Placement

4. Compensation

5. Assessment



AREAS OF HUMAN RESOURCE

FUNCTIONS

Must understand complex compensation andbenef it systems, apply labor relations law,f orecast working needs, increase individual

and organizational learning, and implementorganizational change.

Must possess broad based business acumenso that they can contribute to the businessstrategy and help manage operations.



Human Resources Managers posses a new importantrole, that requires demanding skills andresponsibilities, and multiple f unctions within the

organization:

Human Resources Development is dedicated toimproving the performance of individuals.

Organizational Development: is dedicated toimproving the performance of groups.

Human Resources Management is dedicated tomanaging the performance of individuals and groups.

Environmental Engineering is dedicated to providingthe tools and facilities that support improvedperformance.



CHARACTERISTICS OF A HUMAN

RESOURCE PROFESSIONAL

Energized by helping people

A good communicator

Calm under pressure Able to think critically

A good listener

Interested and savvy in business Good at analyzing data and people



THE HUMAN RESOURCE MANAGER

The f irm has more than 100 employees.

Employees are represented by a union.

Turnover is very high (and costly).

The need f or skilled or semi-skilled labourcreates problems in recruitment or selection.

Employee morale is low.

Competition f or good personnel is especiallykeen in the market area.



ENVIRONMENTAL

CHALLENGES



EXTERNAL CHALLENGES

1. WORKFORCE DIVERSITY:

Demographics.

- Ethnic, age, education level, income level, sex, marital status, etc

Cultural and attitudinal diversity.

- Cultural values, social norms.

Diversity through immigration and migration.

- Immigration movement inter countries.

- Migration movement intra country.

Diversity and prof essionals.- Increase aging workforce & professionals.

- Increase young workforce.

- Less work opportunities for new job entrants.



2. TECHNOLOGICAL CHALLANGES:

Robots

A

rtificial intelligence Shrink job opportunities

Increased demands for skilled workers

3. ORGAN

IZAT

IONAL CHALLENGES: Increasing pressure from unions higher wages &

better welfare.

4. INFORMATION SYSTEMS:

Requirement large amount of detailed information to make quality HR decisions.

To safeguard the privacy of employee records.



5. ORGANIZATIONAL CULTURE AND CONFLICTS:

Organizational culture reflects the past and shapes of

the future.

Need to adjust proactively to achieve acceptableorganizational culture.

Need to resolve conflicts in workplace.

6. PROFESSIONAL CHALLENGES:

Required personnel with high abilities (knowledge

and skills) and relevant dynamic job experiences.



INTERNATIONAL CHALLENGES

Globalization Legal requirements

Government interf erence Merging and acquisition Inf ormation accessibility Employee rights Equal employment & opportunities Training and development

Education and career development Overseas placement Orientation Age discrimination in employment Compensation and protection (saf ety & health) Employee relations and assessment

Immigration Workplace diversity Cultural awareness Changing roles of women Sexual harassment



MENGAPA PERLU SENSITIF TERHADAP

PERUBAHAN PERSEKITARAN

Tidak mampu mengubah/mempengaruhi

perubahan f aktor-f aktor persekitaran.

Terdapat peluang, ancaman & arus.

Mempengaruhi struktur oganisasi, sistem/budayakerja, dll

Mempengaruhi kelakuan individu.



KESAN JIKA TIDAK BERSEDIA MENGHADAPI

PERUBAHAN

Jadi manusia yang tidak berkebolehan &

bermotivasi.

Tidak mampu megeksploitasi peluang-peluang.

Rapuh menghadapi ancaman-ancaman.

Merugikan pengwujudan diri.

Menyusahkan masyarakat & negara.



HUMAN RESOURCE PLANNING

Systematically forecasts an organizations future demand forsupply of employees.

To develop staffing plans that support the organizationsstrategy by allowing it to fill job openings proactively.

DEMAND FOR HUMAN RESOURCES:

Causes of Demand:

External challenges

Organizational decisions

Workforce factors (retirement, termination, death, leaves)

Forecasting Techniques:

Expert forecasts

Trend projection forecasts

Other forecasting methods



SUPPLY OF HUMAN RESOURCES:

Estimates of internal supply:- Human resource audits

- Succession planning

- Replacement charts and summaries

Estimates of external supply:

- External needs

- Labour market analysis- Community attitude

- Demographics



SURPLUS OF EMPLOYEES:

Restricted hiring Reduced working hours

Early retirement

Layoff

DOWNSIZING: (restructuring/rightsizing)

A reduction in the number of peopleemployed by a firm.



PLANNING NEED & REQ UIREMENTS

Planning staff levels requires that an assessment of presentand f uture needs of the organization be compared withpresent resources and f uture predicted resources.

First step is to take a 'satellite picture' of the existingworkf orce prof ile (numbers, skills, ages, flexibility, gender,experience, forecast capabilities, character, potential, etc.of existing employees) and then to adjust this for 1, 3 and10 years ahead by amendments for normal turnover,planned staff movements, retirements, etc, in line with thebusiness plan for the corresponding time frames.



Future staff ing needs will derive f rom:

Sales and production f orecasts.

The eff ects of technological change on task needs

Variations in the eff iciency, productivity, f lexibility of laboras a result of training, work study, organizational change,new motivations, etc.

Changes in employment practices (e.g. use of subcontractorsor agency staff s, hiving-off tasks, buying in, substitution,etc.)

Variations, which respond to new legislation, e.g. payrolltaxes or their abolition, new health and saf ety requirements.

Changes in Government policies (investment incentives,regional or trade grants, etc.)



DEVELOPING A HRM STRATEGY

Two critical questions must be addressed:

What kinds of people do you need to manageand run your business to meet your strategic

business objectives?

What people programs and initiatives must

be designed and implemented to attract,develop and retain staff to competeeff ectively?



Seven steps to developing a human

resource strategy

Step 1: Get the 'big picture

Step 2: Develop a Mission Statement or Statement of

Intent

Step 3: Conduct a SWOT analysis of the organization Step 4: Conduct a detailed human resources analysis

Step 5: Determine critical people issues

Step 6: Develop consequences and solutions

Step 7: Implementation and evaluation of the actionplans



To answer these questions f our key dimensions of an

organization must be addressed

Culture:

the beliefs, values, norms and management style of the

organization

Organization:the structure, job roles and reporting lines of the organization

People:

the skill levels, staff potential and management capability

Human resources systems:

the people focused mechanisms which deliver the strategy -

employee selection, communications, training, rewards,

career development, etc.



LEGAL REQ UIREMENTS OF HUMAN

RESOURCE MANAGEMENT

MALAYSIAN LABOUR LAWS



MALAYSIAN LABOUR LAWS

Employment Act 1955 (incorporating 1998 amendments)- involved ALL aspects of employment.

Employees Provident Fund Act 1951- involved retirement benefits for employees.

Employees Social Security Act 1969- involved insurance and protection for employees and their families in cases of

injury or.death.

Workmens Compensation Act 1952- to compensate the employees in cases of injury during employment.

Occupational Saf ety and Health Act 1994- concerned the safety, health and welfare of employees.

Trade Union Act 1959- concerned the formation of trade union among employees.

Industrial Relation Act 1967- concerned with regulations of the relations between employers and workmen

and their trade unions.



The Industrial Relation Act 1967- concerned with relations between employers and employees andtheir trade unions & settlement of differences/disputes from therelationship and unions.

The Trade Union Act 1959- concerned with rights and limitations of employees and their tradeunions.

The Children and Young Persons (Employment) Act 1966- regulates the employment of children and young persons.

The Factories and Machinery Act 1967- provide control of factories regarding safety, health and welfare

of the employees.

The Wage Councils Act 1947- provides for statutory fixation of minimum wages for employees

in particular industries.



Characteristics of an eff ective system

Assessing needs.

Recruiting employees

Screening candidates Selecting and hiring

Orienting new employees to the new business

Deciding compensation issues

ASSESSING PERSONNEL NEEDS



ASSESSING PERSONNEL NEEDS

Most important principles:

All positions should be filled with people who

are motivated and possess the abilities

(knowledge & skills) to perform the job.

Accurate and realistic job specif ications.

Accurate and realistic job description.

Employees chosen on the basis of motivation

and abilities available. Specific job expectations are clearly spelled

out.

Assessing personnel needs



Assessing personnel needs

(audit of f uture requirements)

Can the work load you visualize be accomplished by thepresent workf orce? Does it need more or less employees?Consider seasonal patterns of demands and probableturnover rates.

Can any jobs be eliminated to f ree people f or other work?

What balance of f ull-time or part-time, temporary orpermanent, hourly or salaried personnel do you need?

What does the labor supply look like in the f uture?

Will you be able to f ill some of the jobs you have identif ied?How easily?

What qualif ications are needed?

S C IO OC SS



SELECTION PROCESS:

Process of selecting a competent person for eachposition is best accomplished through asystematic definition of the requirements foreach job, including the skills, knowledge andother qualifications that employees must possess

to perform each task.

To guarantee that personnel needs areadequately specified:

conduct a job analysis. develop a written job description.

prepare a job specif ication.



Job Analysis

Job analysis is a systematic investigation that collects

all information pertinent to each task performed by anemployee.

Identif y the skills, knowledge and abilities required of that employee, and determine the duties,responsibilities and requirements of each job.

Job analysis methods:- Questionnaires

- Observation- Interviews- Employee recording- Combination of methods



To obtain inf ormation f or a job analysis, your

need to seek answers to the f ollowing:

What is the purpose of the job?

What tasks are involved in the job?

What qualif ications and skills are needed to do iteff ectively?

In what kind of setting does the job take place?

Is there much public contact involved?

Does the job entail much time pressure?



Then identif y the f ollowing:

Job title.

Department. Supervision required.

Job description -- major and implied duties and responsibilities.

Unique characteristics of the job including location and physical setting.

Types of material used.

Types of equipment used.

Q ualif ication

Experience requirements.

Education requirements.

Mental and physical requirements. Manual dexterity required.

Working conditions (inside, outside, hot, cold, dry, wet, noisy, dirty, etc.).



Job Description

The job analysis is used to generate a job

description, which def ines the duties of each

task, and other responsibilities of the position.

The description covers the various task

requirements, such as mental or physicalactivities; working conditions and job hazards.

The approximate percentage of time the

employee should spend on each activity is also

specified.

Job descriptions focus on the what, why, where

and how of the job.

A d t th t id i f ti



- A document that provides inf ormationregarding the tasks, duties and

responsibilities of a job.

- Job title, location & grade.

- Relationships

- Purpose of the job.- Lists of duties & responsibilities.

- Terms & conditions.

- Negative aspects of the job.

- Future prospects.



Job Specif ication

The job specification describes the personexpected to f ill a job.

It details the knowledge (both educational

and experiential), qualities, skills and abilitiesneeded to perform the job satisfactorily.

The job specification provides a standard

against which to measure how well an

applicant matches a job opening and should

be used as the basis for recruiting.



Job specification



Job specif ication- A document that outlines the minimum

acceptable qualif ications a person

should possess to perform a particular job.

- Academic qualifications

- Working experience- Attainments/achievements- Attitude- Interests

- Physical factors- Disposition- References



RECRUITMENT



Job Analysis

- Job Description

- Job Specification

Attract applicants

Collect information on applicants

Offer jobs to suitable candidate

Hold induction program

Job analysis

Attract applicants

Collect information on applicants

Offer job to suitable candidate

Hold induction program

RECRUITING



RECRUITING Aware of the legal environment (legislation) in which the

business operates, especially:

- Malaysian Employment Act 1955

- Industrial Relations Act 1967

- Trade Union Act 1959

Extremely important to efficient recruiting.

Also a need to be aware of discriminatory elements such as:

- Race/Origin.

- Sex Pref erence

- Weight.- Disability.

- Handicap.

- Political activity, etc

f



Methods of Recruitment

Internal searches

Public and private employment agencies

Job f air and hiring exhibitions

College campuses and career off ices

Trade shows

Ref errals f rom employees or colleagues in theindustry

Newspaper and Internet advertising Corporate head-hunters (people who try to

attract people at other companies)

Normally the following approaches



Normally the f ollowing approaches

are taken:

Look inside the company

Networking and personal ref erences

Employment agency or search f irm

Unsolicited résumé Newspaper or Internet want ads

Eff ective recruiting requiresthat you know where and howto obtain qualif ied applicants.

Major Sources of Recruitment



Major Sources of Recruitment Present employees

- Promotion from within tends to keep employee morale high.

- Current employees should be given first consideration forany job openings.

- Shows support and appreciation of current employees.

Unsolicited applicants

-

Businesses receive many unsolicited applications fromindividuals.

- Should kept on file for future reference.

Education Institutions (Schools/Colleges/Universities)

- Recruitments at schools, trade schools, vocationalschools, colleges especially if prior work experience is not a

major factor in the job specification.

- Excellent sources for part-time employees.

NST



NST

10/7/2009

Public employment off ices



- The Employment Service of the Ministry of HumanResource and state employment offices to provide

no-cost brokerage of applicants who are seekingemployment.

- They also have an up-to-date file on potentialemployees who possess a wide range of skills.

Private employment agencies

- These firms provide a service for employers andapplicants by matching people to jobs in exchange for

a fee.

- Some fees are paid by the applicants, and there is nocost to the employer; for highly qualified applicants inshort supply, the employer sometimes pays the fee.

Advertising



Advertising

- Gaining access to the pool of potential employees.

- Simplest BU

T could be costly.- More sophisticated methods involve using local

media, primarily print sources such as daily andweekly newspapers.

- The classified pages of newspapers are frequently consulted by active job seekers, includingcurrently employed individuals who may betempted by a more attractive position.

- Other advertising media include radio and

television. Tend to have a wider appeal than thenewspaper; however, the price of anadvertisement is correspondingly higher.

Employee ref errals



- References by current employees may provideexcellent prospects for the business.

- Evidence suggests that current employeeshesitate to recommend applicants with belowaverage ability.

Specialty media publications- Such as trade association magazines and

newsletters, may also produce quality jobapplicants.

- There are efforts in some parts of the country tooffer business employers access to internet andcommunity bulletin boards.

W d f M h



Word of Mouth

- Most commonly used & effective recruiting

sources in the business community.

Specialty media publications

- Such as trade association magazines andnewsletters, may also produce quality jobapplicants.

- There are efforts in some parts of the country to offer business employers access to internetand community bulletin boards.

SCREENING



SCREENING Screening process provides information about an

individual's skills, knowledge and attitudes,enabling a potential employer to determinewhether that person is suited to, and qualifiedfor, the position.

Hiring an overqualified person can be as harmfulas hiring an under-qualified person.

Job application started with:

- Application f orms

- Resume

COLLECT INFORMATION ON APPLICANTS



Application f orm- Provides information on the person's background and

training and is the first means of comparing the applicantwith the job description.

- Following information is asked on an employmentapplication form: name, address, telephone number,national registered identity card number (myKad), kind of work desired, work experience, education, hobby,

computer skills and references.

Resume (CV)- Provide information about the applicant, regarding

personal profile, education background, working

experience, achievements, skills, hobbies and references.- Appropriate for executive, professional and other relevant

managerial positions.

RESUME/CV



RESUME/CV

Self promotion

Communication medium(observed by potential employer: Average:10 20 sec. Maximum: 2 3 minutes).

Objective: to win an interview.

Mission: create an outstanding resume as a

superior candidate f or the job.

HINTS ON RESUME WRITING



HINTS ON RESUME WRITING

Specif ic & direct

Create interest

COMMON FAULTS IN RESUME WRITING

Lengthy

Very sketchy & short Very wordy

Exaggerated

Not prof essional

Grammatical errors & misspelled words

Lacking career objectives

Boasting

Fraud



Papers and Publications:

Li t ll l t d bli ti (i l d titl d t & b i f l ti f



List all relevant papers and publications (include: titles, date & brief explanation of the papers and publications).

Awards and Achievements:

List all relevant awards and achievements (include dates).

Memberships:

List all participated clubs & associations during studies & outside (include theappointed posts in the clubs & associations).

Sports & Extracurricular Activities:List all participated sports & extracurricular activities (include any appointed posts& duration participated).

Skills:

List all acquired skills, e.g. linguistic, IT programs, etc

Personal Interest and Hobbies:

State your personal interest and hobbies.

Ref erees:

List at least TWO distinguished referees who could provide recommendations.

Experienced Applicant



Experienced Applicant Personal Prof ile:

- Name

- Address

- Contact Numbers & E-Mail

Summary:

Brief summary about positive values of yourself.

Objective:State you career objective, normally related to the job you applied

Job Experiences:

List all relevant job experiences (include: posts, duration, brief explanationabout the jobs & achievements).

Papers and Publications:

List all relevant papers and publications (include: titles, date & brief explanation of the papers and publications).

Awards and Achievements:



List all relevant awards and achievements (include dates).

Memberships:List all participated clubs & associations during studies & outside (include

the appointed posts in the clubs & associations).

Sports & Extracurricular Activities:

List all participated sports & extracurricular activities (include any appointed posts & duration participated).

Academic Q ualif ications:

- List all relevant academic qualifications (include: qualification types,

dates offered & brief explanation about the study

contents/modules).

- Enclosed the detail transcripts.

Skills:



List all acquired skills, e.g. linguistic, IT programs, etc

Personal Interest and Hobbies:

State your personal interest and hobbies.

Ref erees:

List at least TWO distinguished referees (with full information) who couldprovide recommendations. Please informed the referees before listedtheir information.

IMPORTANT:

List the most recent events/inf ormation f irst.

Use PROPER English f or corporate resume/application & Bahasa Malaysia f orgovernment resume/application.

Enclose a cover letter, stated current and expected pay (BUT be caref ul not to be

trapped with expected pay). Enclose a recent pleasant & presentable (off icial) photograph.

Prepare a presentable cover and properly binded (advisable to f urnish withplastic cover).

Enclose ALL photocopies of diplomas, certif icates & letter of attendances(advisable ALL documents to be certif ied f or government resume/application).



JOB INTERVIEW



DEFIN

ITION

- A job interview is a process in which apotential employee is evaluated by anemployer for prospective employment in their

company, organization, or f irm, and wasestablished in the late 16th century.

- The job interview gives the potentialemployee and potential employer a chanceto learn more about each other.

During the interview the manager learns more about



During the interview, the manager learns more aboutthe applicant through f ace-to-f ace contact, includingobservation of personal appearance.

The interview should be guided, but not dominated, by the manager as it is important to let the candidatespeak freely.

Whenever possible, the interviewer should askquestions that are directly related to the job.

Devise a list of questions that will adequately assessthe applicant's qualifications while meeting thespecifications for the job.

Other screening techniques include employment tests

and physical examinations. Some employment testsmeasure aptitude, achievement, intelligence,personality and honesty. A physical examinationdetermines if the applicant meets the health standardsand physical demands of the job.

Three major errors of ten committed in



the personal interview

Failure to analyze the requirements of the job insuff icient detail to generate valid questions.

Failure to ask candidates the right questions to

determine their strengths and weaknesses, and

their f it with the job.

Too much reliance on gut reaction instead of objective evaluation of candidates based on criteria

established in the job specif ication.

List of techniques to select the right applicant for



the job

Review the job description bef ore the interview.

Break the ice -- establish a f riendly atmosphere.

Develop an interview time plan and stick to it.

Keep an open mind, i.e., don't f orm an opinion too early.

Give the candidate time to tell his or her story; do not talk

too much. Present a truthf ul picture of the company and the job.

Listen caref ully, concentrate and take notes.

Avoid detailed discussion of salary too early in theinterview.

Be courteous. Do not leave the candidate hanging -- discuss the next

step in the hiring process and the timing



HOW TO DRESS FOR A JOB INTERVIEW



Neat hair.

Clean look. Prof essional outf it.

Brief case/portf olio.

Comf ortable shoes.

OPTIONAL:

Tastef ul jewelry.

Suble f ragrance.

Manicure. Natural looking make-up.

New haircut.

Some tips:



Some tips:

Ask dress code. Align with what other employees wear.

Dont be over-dressed.

Tastef ul. Clean.

Prepare early.

Reach early.

No drink & smoke.

P l G i



Personal Grooming

Personal grooming (also called titivating) isthe art of cleaning, grooming, and maintainingparts of the body.

Grooming in humans typically includesbathroom activities such as primping: washingand cleansing the hair, combing it to extracttangles and snarls, and styling. It can also

include cosmetic care of the body, such asshaving.

Elements of Personal Grooming



Elements of Personal Grooming

First impression.

- Conversation.- Punctuality.

- Honest.

- Presentable.

- Smile.

- Attitude.

Appearance

- Clothes

- Shoes

- Belt/handbag- Watches

- Hair

- Nail

Body language

- Facial



Facial

- Eye contact

- Smile

- Hand/leg

Voice

- Tone (loudness)

- Slang/lingo

- Pronunciation

- Sound sincere & confident

Breath

Smell

Handshake- Not bone crushing

- Eye contact while handshake

Etiquette

- Respect culture including values.

Personal Grooming Tips for Business Men



Personal Grooming Tips f or Business Men

Take a hard look at the condition of your shoes and clothing

(careful with colours & fashions). Better be conservative (exceptional if you are in the

entertainment of fashion industry).

Clean your face at least twice a day with a face cleanser.

Apply a moisturizer.

use a solar protector - the most effective anti-agingsolution.

Keep your hair in good shape; a good haircut every 4 to 6weeks will keep your hair looking great.

K

eep your eyebrows in control. Know the right tie knot.

Choose the right belts (colours & buckels).

Apply proper & appropriate fragrant (for day/night &relevant to the functions official/casual) .

Personal Grooming Tips for Business Women



Personal Grooming Tips f or Business Women

Perf umes, Scents, and Odors in the Workplace:

- Avoid wearing perfume and heavily- scentedproducts in all business settings.

- Never smell like smoke

How to Present Prof essional Looking Fingernails andHands:

- Women often use their hands to talk with so they become a focal point.

- It is important to have hands and fingernails

looking professional -- not like you are heading outfor a wild night on the town.

- Nails should be clean, and trimmed or sculpted. Avoidwearing unusual or shocking nail colors. Nail art andnail jewels are not acceptable for business meetings.

Hairstyling Tips f or Business Women:

l h ld b d d f bl ff



- Style should be neat and conservative, and preferably off the face.

- With few exceptions, hair color should not be shocking orunusual (leave blue hair for Halloween).

- Hair sprays and gels that have a strong scent or odorshould be avoided.

Business Makeup Advice:

- Keep it simple and appropriate for daytime. Wearing nomakeup at all is almost as bad as wearing too muchmakeup.

Appropriate Jewelry f or Business Women:

-J

ewelry should not be noisy (no metal bangle bracelets),too large, or costume jewelry.

- Keep earrings small, simple, and above the earlobe.

- It is better to wear no jewelry at all, than too wear too much jewelry. But all business women should at least wear a nice,

conservative wrist watch.

HOW TO OVERCOME NERVOUSNESS



HOW TO OVERCOME NERVOUSNESS

Preparation

± Know yourself.

± Know your target employer.

Practice.

Rowboat technique.

3 THINGS FOR A SUCCESSFUL



INTERVIEW

1. You must have a strategy.

2. You must prepare f or the interview.

3. You must know how to conduct

yourself in the interview.

INTERVIEW STRATEGY



INTERVIEW STRATEGY

MAKE SURE YOU CAN BE REMEMBERED:

- Skills

- Knowledge/qualif ications

- Experience

TWO THINGS NEED TO UNDERSTAND ABOUT THE INTERVIEWPROCESS:

1. Its all about the equal exchange of inf ormation in the interview.

2. You need to understand what the interviewer is looking f or:

(i) Can you do the job?(ii) Can you do the job at their company?

(iii) Do you f it?

Interview Preparation



Interview Preparation(i) Personal Preparation

Physical Preparation: ± Health awareness to remain healthy.

± Personal grooming to look smart.

± Prepare proper dressing. ± Prepare favourable f ragrant and cosmetic (for ladies).

Mental/Mind Preparation: Acquire detail inf ormation about the organization. Need to

visit the organization and some information could be retrievefrom internet and libraries.

Advisable to make personal analysis about the organizationand the related activities.

(ii) Document Preparation:



( ) p

Ready all original diplomas and certif icates

relevant to academic qualifications and

intended seminar/training (all documents

should be properly labeled and arranged in aclear folder).



Conducting the interview



Conducting the interview- Timing

- Venue- Condition of interview room

- Number of interviewers

- Topics/subjects to be discussed inthe interview

- Ask the right questions

- Avoid stress techniques

- Establish rapport- Closing remarks

- After the interview



What is wrong with the situation?



What is wrong with the candidate and interviewers?

How should the candidate present himself at the interview?

How should the interview being conducted?

How You Will Be Assessed?



First impression.

Your answers to questions. How you speak.

Your attitude and manner.

Body language.

Facial expression. Eye-contact.

Nervousness.

Your personal appearance.

The question you ask.

Tests and other assessment techniques.

EXECUTING THE INTERVIEW



10 things to do to perf orm your BEST in aninterview:

1. Arrive early.

2. Know about the position.

3. Listen caref ully to questions.

4. Always be positive.5. Tailor your resume.

6. Delay salary discussions.

7. Make the interview a conversation.

8. Know what the next steps af ter the interview.9. Completes your notes.

10.Send a f ollow up letter (within 24 days).

ANSWERING INTERVIEW QUESTIONS



ANSWERING INTERVIEW Q UESTIONS

1. Listen to the question.

2. Be honest.

3. Be positive.

4. Answer only the question asked.5. Give a structured answer.

- what you did?

- why you did it?- what you learned from experiences?



IMPORTANT REMINDER



IMPORTANT REMINDER

CALM

ORGANIZE

FOCUS

CONFIDENT

HONEST PUNCTUAL

Categories of Q uestions You Be Asked?



Education & Training.

Work History & Experience.

Interests.

Ambitions & Motivations.

Jobs & Organization. General Topics.

Specialist & Technical Topics.

Family Background & Circumstances.

Health. Self -assessment.



TELL ME ABOUT YOURSELF?



Good eye contact.

Relevant experiences. Personal qualities.

Specif ic examples.

Connecting examples to reliability.

Connecting personal qualities to results.

Connecting communication skills to teaching.

Relevant character traits.

Examples of management experiences. Reconnecting the f it with opportunity.

Asking a question in the great way to close andshow interest.

WHY YOU SHOULD BE HIRED?



Conf idence that you can do the job is a good start.

Mentioning traits & convictions speaks of who you are. Support claims with examples that can be conf irmed.

Researching the company & connecting it to your f it showsyou are serious.

Good use connecting ethics to success.

Continue highlighting traits you know the company lookingf or employee.

Sharing what makes you happy shows what motivates you.

End strong by reinstating your belief that you are a solid f it.

WHY DO YOU WANT TO WORK HERE?



Use lif e experiences that correlate with the opportunity.

Nice examples of tying value to relevant skills.

Its appropriate to share the argument that inf luenced yourcareer path.

Site a variety of duties appropriate to the position.

Shows progressive in your career.

Researching company shows seriousness of ambition.

Its good to touch upon common philosophies.

Tie in research f indings to f urther support your desires.

Be truthf ul about the challenge and address it.

Coming back to point is a strong way to close.

WHAT ARE YOUR SALARY EXPECTATIONS?



Researching shows you understand your marketvalue.

Using f air relay your intentions.

Highlight the match.

Unless pressed, share general expectations.

OR

Reasonable shows you are open & f air.

State expectations without specif ics when possible. Ending with a question is a good way to start

negotiations.

WHERE DO YOU SEE YOURSELF IN 5 YEARS?



Share the key reasons you want to work f or the

company. Outline your recent position to what you like

about it.

State prof essional improvements youve donethat support your goals.

Tie your career goals to specif ic duties that arepossible with the company.

Be clear about what you want - the morespecif ic the better.

A touch of personality at the end is a great wayto close.

WHAT IS YOUR IDEAL JOB?



Great eye contact. Support your answer with personal traits.

Showing that you are a team player in a good thing.

Tie together those personal traits to tasks that the

job would entail.

List strengths relevant to the opportunities.

End strong with the most signif icant responsibility

of the job.

WHAT IS YOUR GREATEST ACHIEVEMENT?



Start with an overview then go into thedetails.

Highlight characteristics that contribute to

your achievements. Connecting examples to the position in a

strong way to end.

SHARE A CONFLICT RESOLUTION



Set the stage with detailed examples.

Its good to speak up & state your ethics.

Did not bad-mouth the employer.

Conf lict resolution style is using scenarios.

Showing diligence to get a result.

WHAT WOULD YOU DO TO GAIN RESPECT?



Start by brief ly highlighting your generalplan.

Brief ly state the actions you would take to

enact your general plan.

Observing and questioning shows your

respect f or your new co-workers.

Making an eff ort to know your co-workers

shows you are a team player.

HOW DO YOU STAY CURRENT?



State your memberships relevant to yourdiscipline.

Attending events shows true passion f orgrowth.

Rather than just listing publications, statewhat you gain f rom them.

Listing a variety of sources shows your

learning approach is well-rounded. End conf idently.

WHAT IS YOUR DISCIPLINARY STYLE?



Share how much & why you value discipline. Explain the details & the benef its of your

styles.

Give detailed examples of how you handled

disciplinary actions.

Share with you like it & the positive traits it

can help develop in a person.

WHAT ARE YOUR MAJOR

WEAKNESSES?



WEAKNESSES?

State your weaknesses that could

be positive values to the

organization.

Dont discredit yourself .

Justif y that you are willing to learn& upgrade yourself .



WHATIS AN

EXIT INTERVIEW?

Do you prepare f or that?

UNCERTAINTIES/CONFLICTS FOR JOB OFFER

(Lingering Q uestions)



Am I qualif ied to perf orm the job?

Can I perf ormed the job eff ectively & eff iciently? What about the competition in the workplace?

Can I adapt to the job environment & workplace?

How long can I survived with the job?

Am I ready to be relocated away f rom f amily & f riends?

Can I survived with the salary?

How long can I be promoted?

Should I f urther my studies?

Should I getting married soon?

ShouldI

depend to somebody tof inance my li

f e? Should I relax and depend to f ate?

I dont care what happen to my lif e?

SELECTING, HIRING & ORIENTATION



Before making the final selection, one last step should

be taken:the top candidate's ref erences should be checked foraccuracy and input.

Off er letter (Job Off er) is awarded to selectedcandidate.

Job offer is a contract

(Contract of Service/Contract of Employment).

Need to read caref ully and understand the wholeterms and conditions before signing and agree with the

job offer.

The Contract of Service/Contract of Employment:



A contract of service can be either oral or writing.

Where an employee begins employment with an

employer for a period exceeding 1 month, the

employer shall give to the employee a writtenstatement of particulars of employment.

You can provide better terms and conditions to your

employee in a contract of service but not less favorablethen the minimum requirements provided in the

Employment Act 1955.

A contract of service shall contain particulars of : ± the names of employer and employee

the date when the employment began



± the date when the employment began

± the place of work or an indication of that and of the address of

the employer ± the title of the job which the employee is employed to do or a

brief description of the work for which a person is employed

± the commencement salary and where applicable otherallowances and bonus

± any terms and conditions relating to : probation period

hours of work

entitlement to holidays, including public holidays

overtime pay and leave in lieu

incapacity f or work due to sickness or injury, including any provisionf or sick pay and medical bills

EPF and SOCSO schemes

± the length of notice which the employee is obliged to give andentitled to receive to terminate the contract of service or aclause on the manner in which the contract of service may beterminated.

An employee handbook should be provided to all newemployees as it communicates important information



p y pabout the company to the employee.

Employee Handbook should cover the following topics:

- Welcome note f rom the CEO, MD orowner of the company

- History of the company- Introduction to the company codes of ethics

- Company products and services

- Human Resources Policy- Gazette Holidays

- Disciplinary procedures and appeals, etc

ORIENTATION/INDUCTION:

P t f ili i th it ith



- Process to familiarize the new recruits with

the working environment.

Important to consider:

- Content of the induction program.- Organized induction committee.

- Determine when and duration of inductionprogram.

- Determine how to organize the inductionprogram.



Understanding of Probation

Probation is a period during which the employer monitors the



employee's perf ormance also known as a working test period.

The probation period is normally spelt out in the contract of serviceor letter of appointment.

If an employer deems it necessary, probationary period can beextended.

During the probation period, an employer has the right to terminatethe service for poor performance, misconduct, lacks the necessary aptitude or skill required in the position or under other similarconditions. Termination under these conditions may be withoutnotice.

Upon satisfactory completion of the probation period, the employeemust be inf ormed in writing by the employer stating revised wagesand other terms and conditions where applicable.



IMPORTANCE OF MOTIVATING EMPLOYEES



To retain good staff and to encourage them to

give of their best.

Productivity differences among staffs.

MOTIVATION AS THE KEY TO PERFORMANCE

IMPROVEMENT

Job perf ormance = f (ability)(motivation)

.

Seven strategies f or motivation



Positive reinforcement / high expectations Effective discipline and punishment

Treating people fairly

Satisf ying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

Desire most f rom their job



security (the highest rated)

advancement

type of work company - proud to work f or

MOTIVATION THEORIES



Theory X & Theory Y

Maslow's theory

- physiological needs (Lowest)

- safety needs;

- belonging/love needs;

- esteem needs; and- self-actualization needs (Highest)

APPLICATION OF MOTIVATION THEORIES



'Stick' or 'carrot' approach?

Manager's motivation 'toolkit'

- approval, praise and recognition- trust, respect and high expectations

- loyalty, given that it may be received

- removing organizational barriers that stand in the way

of individual and group performance job enrichment- good communications

- financial incentives

Persuasion

The three basic components in persuasion:



The three basic components in persuasion:

- suggest;- play on the person's sentiments;

- appeal to logic.

Job satisf action

Job Satisf action Findings

White collar workers Blue collar workers



White-collar workers Blue-collar workers

A. Interesting work A. Good pay

B. Opportunities for development B. Enough help and resources

C. Enough information C. Job security

D. Enough authority D. Enough information

E. Enough help and resources E. Interesting work

F. Friendly, helpful coworkers F. Friendly, helpful co-workers

G. See results of own efforts G.Clearly defined responsibilities

H. Competent supervision H.See results of own work

I. Clearly defined responsibilities I. Enough Authority

J. Good pay J. Competent supervision

INDIVIDUALIZED MOTIVATION POLICIES



Fairness, decisiveness, giving praise and

constructive criticism can be more eff ective

than money in the matter of motivation.

Three essentials for creating such an

environment are:

- f airness;

- job security; and

- involvement

BU ILDING EMPLOYEE TRU ST & PRODU CTIVITY



Honesty

Suggestions on how to avoid this dilemma:

- Take time to talk with your workers.

- Find out what they're thinking.

- Find out what they'd like to know and tell themwhenever possible.

- Dont tell only good things

- Allow employees an opportunity to provide you with

inf ormation, questions, and suggestions. In this waycommunications is two way.

Fairness

Communication



Communication

Some practical human relations techniques that stimulatetwo-way communications include:

- Periodic perf ormance review sessions

(every three months).

- Bulletin boards.

- Suggestion boxes.

- Newsletters.

- Regular open meetings.

Legal Environment

Laws to protect workers, eg. OSHA



DEFINITION OF A TEAM



A TEAM IS A GROUP OF PEOPLE WITH

DIFFERENT ABILITIES, TALENTS, EXPERIENCE

AND BACKGROUND WHO HAVE COME

TOGETHER FOR A SHARED PURPOSE. DESPITETHEIR INDIVIDUAL DIFFERENCES, THAT

COMMON GOAL PROVIDES THE THREAD

THAT DEFINES THEM AS A TEAM.



Characteristics of eff ective teams share several



They operate with clearly def ined goals and expectations. Their leaders lead by example, not by virtue of job titles.

Their members are allowed a great deal of personal f reedom

to get the job done.

They make decisions in groups. They share inf ormation.

They set high standards f or themselves.

They are self disciplined.

They acknowledge one anothers contribution and support.

Team Development



Four key variables in the team development process.



24 LESSONS FOR WORKING

TOGETHER SUCCESSFULLYMichael Maginn

1: FORGE A CLEAR, COMMON GOAL



Move in the same direction.

- Be concise.

- Ask what the goal is.

- Check f easibility: skills, resources &

commitment.

2: CLARIFY MEMBER SKILL AND

RESPONSIBILIES



Expect that everyone knows what to do.

- Teach team skills.

- Give f eedback.

- Seek expertise.

3: TAKE TIME FOR RULES



Plunge right into the work.

- Write a constitution (rules, policies,

operating procedures and values).- Create rules at the beginning of the

teams lif e.

- Start with values (use to create theteams rules.

4: AVOID PREDICTABLE PROBLEMS



Discount the past.

- Anticipate common problems.

- Take action.

- Stay alert.

5: USE THE TEAM CONSTITUTION



Patiently let the team process take care of

itself .

- Take time to talk about it.

- Change it when it isnt working.

- Document it.

6: TELL THE NEW FOLKS



Expect new members to catch on.

- Be aware that new members need an

orientation.

- Focus on the basics f irst.

- Spend time debrief ing the new member

af ter the f irst meeting.

7: COLLABORATE, COLLABORATE,

COLLABORATE



Figure it out yourself .

- Point out team member diff erences in

background and interests.

- Practice collaboration skills.

- Relax and have f un.

8: BRING IDEAS TO LIFE



Be caref ul about what you say.

- Ask team members to be creative.

- Have f un.

- Be patient.

9: LEAP TO CREATIVITY



Dont expect your team to come up withgreat ideas.

- Practice collaboration like an athletepractice a sport.

- Change the ambiance to f oster

collaboration.- Watch the behaviour.

10: MAKE SOLID DECISIONS



Dance around the issues.

- Look at decisions as a series of

projections about the f uture.

- Use data to help the team determinewhat the consequences of diff erent

actions might be.

- If data is not available, use the intuitionof the team.

11: DONT COMPROMISE



Go with the majority.

- Spot the compromise.

- Watch the implementation.

- Do it better.

12: DISCOVER CONSENSUS



Continue to compromise.

- Recognize consensus decisions are

never going to be perf ect.

- Work at it.

- Learn consensus skills.

13: SEEK A SHARED VIEW



Fight it out.

- Explain how consensus works.

- Involve everyone.

- Have a lot of patience.

14: PRACTICE CONSENSUS

DECISION MAKING



Consensus is easy.

- Explain how consensus works.

- Check the consensus decisions that the

team makes.

- Reward consensus behaviors when you

see them.



16: SQ UASH CONFLICT VIRUSES



Let conf lict f ester.

- Ensure that everyone accepts the

team goal and their role on the team.

- Ask members to f orget the past and

f ocus on the f uture.

- Practice listening.

17: ACTIVELY MANAGE DIFFERENCES



Let it slide.

- Deal with f acts and data.

- Ask probing questions.

- Leave emotion out of it.

18: TRUST EACH OTHER



Be wary and protective.

- Work on trust.

- Resolve conf lict.

- Recognize trust when you see and f eel

it.

19: RUN GOOD MEETING



Let meetings ramble.

- Think good meetings.

- Use the agenda as the engine of the

meeting.

- Ensure participation.

20: REWARD EACH OTHER



Assume people f eel valued.

- Give team members a choice of

assignment f or the next project.

- Post pictures of the team in a public

setting.

- Say thank you f or the work.



22: LEAD WITHOUT DOMINATING



Closely control the team.

- Share power.

- Develop individual team players.

- Learn how to control without directing.

23: ASK FOR HELP



Tough it out.

- Run simulations.

- Find experts.

- Give permission to not know all the

answers.

24: DONT GIVE UP



Give it a couple of honest tries.

- Ref ocus on the goal.

- Assess how and what the team has

tried.

- Creativity and courage are strong

medicine f or diff icult team problems.



1: WAGES AND PAYMENT SYSTEM

PAYMENT STRUCTURE:



Elements of payment structure paid by employers: Basic pay (salary or wages)

Incentives

Benefits

WHO DECIDE PAYMENT STRUCTURE?

Employer (company profitability)

Trade Union

Government intervention

COMPENSATION:

OUTLINES & DEFINITIONS



Compensation is a systematic approach to providingmonetary value to employees in exchange for workperformed.

Compensation may achieve several purposes assistingin recruitment, job perf ormance, and job satisf action.

Compensation takes two forms:

- direct compensation (wages and salaries) and

- indirect compensation (f ringe benef its).

Direct Compensation

- Wages and salaries are the compensation peoplereceive on a regular monthly basis. Employees are paid

th b i f ti ( th) th b i f t t (



on the basis of time (month) or on the basis of output (anincentive plan).

Indirect Compensation

- Fringe benef its are an important part of the overall

compensation package in most businesses.- Employee benefits now account for about 40

percent of payroll costs.

- The profitability of the company is one of theprimary determinants of what benefits are offered by

the firm.

How is compensation used?

Recruit and retain qualified employees



Recruit and retain qualif ied employees.

Increase or maintain morale/satisf action.

Reward and encourage peak perf ormance.

Achieve internal and external equity.

Reduce turnover and encourage company

loyalty.

Modif y (through negotiations) practices of

unions.

What are diff erent types of

compensation?



Base Pay Commissions

Overtime Pay

Bonuses, Prof it Sharing, Merit Pay Stock Options

Travel/Meal/Housing Allowance

Benef its including: dental, insurance,medical, vacation, leaves, retirement,taxes...

Below is a list of options to consider when deciding

which fringe benefits to offer employees.

Medical & Hospitalization

Maternity & Child Birth



Maternity & Child Birth

Dental & Eye Care Employees Provident Fund Contributions

Company Car, Notebook, Mobile Phone

House/Apartment Rental

Mileage & Subsistence Claims

Leaves and Paid Vacations

Prof it Sharing & Share Options

Pension & Retirement Plans

Bonuses (Contractual & Merit)

Lif e & Personal Accident Insurance

Education Reimbursement

Worker's Compensation (SOCSO) Discounts on goods/services produced by the company

Child care

Employee Meals

Free Unif orms, etc

WAGE SYSTEMObjectives:

Attract employees to work in the organization.

Retain efficient employees



Retain efficient employees.

Motivate employees to perform effectively.

Establish a simple, easy to administer system.

TWO major system of payment:

Time-related system. Piece-related system.

Factors aff ecting individual level of pay:

Seniority

Performance Degree of skill



MINIMUM WAGES:

Malaysia has NO fixed minimum wages except in certainindustries where exist Wages Councils.



g

The appropriate minimum wages for:- Shopworkers

- Hotel & catering industry workers

- Cinema workers

- Penang port stevedores & cargo handlers

REDUCTION IN WAGES:

No reduction of wages is permitted.

A

ny mutual agreement to reduce wages new (reduced)wages become the new terms of the contract.

2: WORKING HOURS(According to Employment Act)

WORKING HOURS:N l h ld i d t k



No employee should required to work:

More than 8 hours per day, OR

More than 48 hours per week, OR

More than 10 hours per day when involved a spread-over period, AND

More than 5 consecutive hours without a 30 minute break.

REST DAYS:All employees are entitled at least ONE rest day per week.

PUBLIC HOLIDAYS: All employees must be granted at least 10 public days per year.

Gazetted public holidays:

- National Day

- Agongs Birthday

- Relevant State Sultans or Governors Birthday

- Labour Day

For ungazetted public holiday employees are NOT entitled up to discretion of the employer whether to grant the holiday or not.



Under the f ollowing circumstances, an employer may

also require an employee to work on a rest day :



± accident ± actual or threatened in the workplace

± work which is essential to the lif e of the community

± work which is essential to the def ence or security of the country

± urgent work need to be done to the machinery orplant

± an interruption of work which was impossible tof oresee

± work to be perf ormed by employees in any industrialundertaking essential to the economy of Malaysia orany essential service as def ined in the IndustrialRelations Act 1967.

In Peninsular Malaysia, under the Children and Young

Persons (Employment) Act 1966 (Act 350), children

under the age of 14 years are:



under the age of 14 years are:

± only allow to work between 7 AM until 8 PM

± not allow to work f or 3 consecutive hours

without a period of

rest. Period of

rest shall be atleast 30 minutes

± not allow to work more than 6 hours a day. If

attending school, total working and schooling

hours shall not be more than 7 hours a day



OVERTIME:

Any working hours in excess of the normal daily working hours.

Working longer hours than normal can be requirement in case of :

Accident actual or threatened in or with respect to the place of work



Accident, actual or threatened, in or with respect to the place of work.

Work essential to life of the community.

Urgent work to be done to machinery or plant.

An interruption of work which it was impossible to foresee.

Work essential to the economy of Malaysia or any essential service asdefined in the Industrial Relation Act 1967.

Essential services:

Maximum overtime hours 104 per month.

Overtime rates:

Ordinary working day 1.5 times the normal hourly rate.

Rest day 2 times the normal hourly rate. Public holiday 3 times the normal hourly rate.

Reasons f or overtime: Temporary shortage of manpower. Temporary increase in workload. Low productivity of employees.



Difficulty in recruiting additional employees.

Problems caused by excessive overtime: Increased costs. Effect on morale.

Effect on productivity.

Steps to reduce overtime work: Recruiting new staffs. Improving supervision and training.

Investment in new technology.

Changing the mode of payment.

SHIFT WORK:

Involve:

Hour of work include hours outside the normal ortraditional 8 to 4, or 9 to 5 pattern.



Two or more groups of workers who take turn to man the workstations.

Double-Day Shif ts:

Working: 16 hours per day.

Shift 1: 7.00am 3.00pmShift 2: 3.00pm 11.00pm

Three-Shif t Work:

Working: 24 hours per day.

Shift 1: 7.00am 3.00pm

Shift 2: 3.00pm 11.00pm

Shift 3: 11.00pm 7.00am

Split Shif t:

Working several hours early in the morning, havingtime off and then continuing the same shift later inthe day eg: hotel business



the day. eg: hotel business

Problems caused by shif t work:

Woman and night work.

- No woman workers should work between10.00pm 5.00am. If necessary, uponapproval by Dept. of Labour must be paidcompensation & provided transport.

Increase in costs.

Workers health and shift work. Stress and psychological problems.



3: BENEFITS AND REWARDS

BENEFITS:



Can be BOTH financial & non-financialAND they can be statutory required ORoptional.

Given relevant to the contract of employment.

Given to ALL employees BUT different

according to the categories.

ADVANTAGES OF EMPLOYEE BENEFITS

Employer advantages

Helps attracts and retain better qualified employees.



Provides high risk coverage at low costs easing thecompany's financial burden.

Improves efficiency and productivity as employees areassured of security for themselves and their families.

Premiums are tax deductible as corporation expense, which

means savings with quality coverage.

Advantages to employee

Peace of mind leading to better productivity as employeesare assured of provision for themselves and families in any

mishap. Employees with personal life insurance enjoy additional

protection

Confidence in company's EB schemes boost staff moraleand pride in company

Disadvantages to Employee

Taxed at the individuals normal tax rate,

which can prove expensive if there is no



which can prove expensive if there is no

f inancial advantage to the individual f rom the

benef it.

Statutory Benef its:Mandatory benef its given based on legal requirements, suchas: Employment Act, Employee Provident Fund Act & SocialSecurity Act.



Requirements of Employment Act:

Maternity Protection:

- Maternity leave: Not less than 60 days.

- Maternity allowance: payable no more than 5

surviving children.

Time-off payments:

- Weekly rest day.

- Public holidays.

- Annual holidays.

- Sick leave.

Annual Leave:

- After every 12 months of continuous service with thesame employer, an employee is entitled to annual leave,as follows:



- Less than 2 years service - 8 days

- 2 to less than 5 years service - 12 days

- More than 5 years service - 16 days

- Paid annual leave is an additional to rest days andpublic holidays.

- If an employee is ABSENT more than 10% of the

working days without permission/excuse, theemployee is NOT entitled to any annual leave for thatyear.

Sick Leave:Where hospitalization is not necessary:

- Less than 2 years service - 14 days

- 2 to less than 5 years service - 18 days



- More than 5 years service - 22 days

Where hospitalization is necessary:

- 60 days

- Subject to certification by:

- Company doctor/dental surgeon

- Government medical off icer

- Any other registered medical doctors

Requirements of Employee Provident Fund (EPF) Act:

- Retirement saving f or employees.

- Employment up to age 55 years:



- deduction employee monthly salary: 11%- contribution from employer: 12% of employeesmonthly salary.

- Employment af ter age 55 years:

- deduction employee monthly salary: 5.5%

- contribution from employer: 6% of employeesmonthly salary.

- Withdrawal Schemes:

- 55 & 50 years

- Housing

- Medical

- Education- Investment

Requirements of Social Security Act (SOCSO)Requirements of Social Security Act (SOCSO)::

- Insurance coverage during employment.

- For employees monthly salary less than RM2,000

- Salary above RM2,000 could opt.



Salary above RM2,000 could opt.

- Salary deduction f rom employee (0.5% of monthly salary) &premium paid by employer (1.25% of employees monthlysalary).

- Benef its:

- Invalidity pension- Disablement benef it (temporary & permanent)

- Dependants benef it

- Funeral benef it/expenses

- Constant-attendance allowance

- Medical treatment

- Survivors pension

Non-Statutory Benef its:

Optional benefits given to employees.

Time-off Payments:



y

Marriage

Emergencies

Studies

Death of relative

Health Care: employee & dependants

Insurance: life & accident coverage

Subsidies & Services: canteen, transportation,childcare, etc

Retirement Benef its: superannuation fundAllowances: travel/transport, meal, housing,

entertainment, etc

Educational f acilities & ref und: scholarship, study loan

PERFORMANCE RELATED REWARDS

REWARDS:

Given to employees who performed their jobs excellently (high



p y p j y g

performer).

Reward can act as the 'catalyst' for improved performance andbetter productivity.

Certain basic criteria are essential for rewards to be effective.- Reward should be quick.

- Reward should be signif icant.

- The goals and rewards must be; known, understandable,and attainable.

- Reward must be distinctly and directly related toperf ormance.

- Reward should be irrevocable.

- Reward should be compatible with job measurement.

The financial rewards are basically of three types:

- profit sharing;

- job evaluation; and



- merit rating.

Prof it sharing:

± Profit sharing could be on a macro basis or on a microbasis.

± On a macro level, it would be difficult to identif y andreward outstanding performance.

± This is possible on a micro level by treating theparticular activity as a cost and profit center by itself.

Job evaluation:

± the various component factors have to be isolated andevaluated for purposes of inter-job comparison.

± Each factor is assigned a rating on the basis of a scale



agreed beforehand by the union and the management jointcommittee.

± The total rating for each job then forms the basis of wagestructure.

± there must be a base level, representing, in effect, the

'minimum wage', depending on the nature of work and thegeographical area.

± list of job factors is as follows:

- working environment;

- physical characteristics;

- mental characteristics- extent of responsibility;

- training and experience

Merit rating:

± Merit rating has been used as an indicator of performance.



± Each employee is rated, typically as excellent,good, average or poor, in respect of thefollowing abilities:

communication human relations, including leadership

and motivation

intelligence

judgment

knowledge

Non-Financial Rewards:

Perf ormance awards

f



Letter of

appreciation Sponsorship to seminars, conf erences &oversea tours.

Financial Rewards:

Salary increases (increment)

Bonus & prof it sharing

Commission



SEPERATION/TERMINATION

Employees leaving the organizations. Either employer/employee can terminate the employment



p y p y p y

contract.

TYPES OF SEPERATIONS/TERMINATION:

Retirement Resignation

Retrenchment Dismissal

RETIREMENT:- Mandatory separation.

- No legal requirement.- Normally 55 years (but some organizations up to 56

or even 60 years retirement age).

RESIGNATION:

- Voluntary separation/termination by employee.- Should give written notice & appropriate time

(relevant to employment contract).- Reasons:



- Personal reasons.- Joining other organization.- Start own business/self-employed.

RETRENCHMENT:

- Forced separation/termination, initiated by employersbecause of REDUNDANCY.- Reason of redundancy:

- Change of technology.- Reduced demand.

- Financial losses.- Mergers and organizational restructuring.- Bankruptcy.

DISMISSAL:- Forced separation/termination, initiated by employers,because:

- Misconduct- Absence



- Inadequate/poor quality job performance- Termination after unsuccessful

probationary period.- Frustration/breach of employment contract

eg: imprisoned, serious illness, etc

- Constructive Dismissal:Employee walk out of the job because of the actionsof the employer which constitute a fundamentalbreach of contract.eg: unreasonably payout, lack of work, etc



WH AT IS PERFORMANCE APPRAISAL

Perf ormance appraisal is the systematic evaluationof employees job perf ormance.



communication tool designed to assess eachindividual's contribution to the business.

to measure skills and accomplishments withreasonable accuracy and unif ormity.

identif y obstacles to top perf ormance.

identif y areas f or prof essional growth.

Open lines of communication throughout the

year help to make effective working relationships.



Each employee is entitled to a thoughtful and

careful appraisal.

Its success depends on the supervisor's

willingness to complete a constructive and

objective assessment, and on the employee's

willingness to respond to constructive criticismand to work with the supervisor to overcome

performance barriers.

A performance appraisal is a review and discussion of

an employee's perf ormance of assigned duties and

responsibilities.



The appraisal is based on results obtained by the

employee in their job, not on the employee's

personality characteristics.

Personality should be considered only when it

relates to perf ormance of assigned duties and

responsibilities.

Reasons of perf ormance appraisal:

Encourage consistent quality job perf ormance.



Reward high perf ormance employees. Identif y training needs. Initiate f air discipline proceedings. Provide communication channel f or employees.

Requirements f or eff ective appraisal systems: Receive top management support. Customized to the organizations needs.

Acceptable and understandable. Reliable and unbiased.

Why Appraise Performance?

Periodic review helps supervisors gain a better

f '



understanding of each employee's abilities withthe goal to help train and develop skills andstrengths.

It provides a chance to evaluate job progress,stimulate interest and improve job perf ormanceby recognizing productive work and by pointingout areas of growth and development.

It provides a f eedback mechanism that mightotherwise be overlooked.

When is it Completed?

Normally a performance appraisal is carried



put for each employee once a year.

But appraisals can be carried out at other

times of the year. For example, an appraisal is

used to evaluate a new employee who

completing a probationary period.

WHO SHOULD INVOLVED IN APPRAISAL? Superiors (Supervisors/Managers) Worker (self -appraisal/evaluation) Co-workers (peer evaluation)



Other staff s Customers

WHEN AND HOW OFTEN APPRAISAL BECONDUCTED?

Probationary period. During services (depend on the nature of job

perf ormance, normally 6 months & yearly BUT

there is monthly, quarterly, weekly, or even dailyappraisal). Separation/termination

(retirement/resignation/retrenchment/dismissal)

BASIC PURPOSES

The most important purpose or goal of the

i l i i f i h



appraisal is to improve perf ormance in thef uture.

Effective performance appraisal systemscontain two basic systems operating in

together:

- an evaluation system- a f eedback system

The main aim of the evaluation system is toidentif y the per f ormance ga p (if any). This gap isthe shortfall that occurs when performance does

h d d by

h i i



not meet the standard set b the organization asacceptable.

The main aim of the f eedback system is toinf orm the employee about the quality of his orher perf ormance. However, the information flowis not exclusively one way. The appraisers alsoreceive feedback from the employee about jobproblems.

BENEFITS OF APPRAISAL

Appraisal offers a valuable opportunity:

f k i i i d l



to f ocus on work activities and goals, to identif y and correct existing problems,

to encourage better f uture perf ormance.

Relevant areas benefited from appraisal:

Motivation and satisf action

Training and Development

Recruitment and Induction

Employee Evaluation

APPRAISAL TECHNIQ UES: Comparative procedures Trait rating scales

E h i



Essay technique Interview

Examples of bias appraisal systems:

Recency eff ect Halo eff ect Central tendency Prejudice

Leniency & strictness bias



TRAINING DEVELOPMENT Training:

- The organizational activity which to improve anl t f



employees current performance.

- Improve current working abilities (current workingknowledge & skills)

Education:

- Consists of activities designed to prepare employeesfor future jobs.

- Improve overall abilities (knowledge & skills).

Development:- Learning activities designed to help the individual

employee grow but not confined to a particular job.

- Improve employees attitude toward works.

TRAINING DEVELOPMENT RELATED TO JOBPERFORMANCE: (Vroom)

JOB PERFORMANCE = f (ABILITY) (MOTIVATION)

JOB PERFORMANCE = f (ABILITY) (MOTIVATION)



ABILITY = Knowledge + Skill

Education + Training

MOTIVATION = Attitude

Development

TRAINING DEVELOPMENT MATRIX

HIGH



ABILITY

MOTIVATION

MAINTAINER STAR

DEADWOOD TRAINABLE

HIGH

LOW

LOW HIGH

Benef its of Training Development:

Increase workers productivity.

I d ffi i lti i fi i l



Increased eff iciency resulting in f inancialgains.

Increase workers job satisf action.

Retain productive workers. Motivate workers.

Reduced employee turnover.

Decreased needf

or supervision.

WHEN TRAINING DEVELOPMENT IS NECESSARY?

Workers performance deteriorating/declining.

New recruits.

Introduction of new technologies or procedures



ntroduction of new technologies or procedures. Transferred or promoted workers.

REQ UIRED TO PERFORM TRAINING NEED ANALYSIS (TNA) &TRAINING NEED IDENTIFICATION (TNI)

TNA: Determine the perf ormance problems & thebest solutions to solve the problems.

TNI: Determine the relevant training programs &

identif y appropriate staff s to attend the trainingprograms.

STEPS IN THE TRAINING PROCESS

Organizational Objectives

Needs Assessment



Needs Assessment

Is there a gap?

Training Objectives

Select the Trainees---

Select the Training Methods & Mode

Evaluating

Administer Training

Evaluate the Training

IDENTIFYING TRAINING NEEDS

Training needs can be assessed by analyzing three

major human resource areas:



major human resource areas:- the organization as a whole,

- the job characteristics

- the needs of the individuals

This analysis will provide answers to the followingquestions:

- Where is training needed?

- What specif ically must an employee learn inorder to be more productive?

- Who needs to be trained?

STEPS OF TRAINING NEED ANALYSIS

Assessing the companys current status



Assessing the companys current status.

Financial capability.

Determine where training is needed.

Design the content of the program.

TRAINING METHODS

On-the-job

On-the-job training is delivered to employees while they perform their

regular jobs



regular jobs.

Off -the-job

Off-the-job techniques include lectures, special study, films, televisionconferences or discussions, case studies, role playing, simulation,programmed instruction and laboratory training.

TRAINING TECHNIQ UES:

Lectures

Role play ing and simulation

Audiovi sual method s

J ob rotation

A pprenticeshi ps

I nternshi ps and assi stant shi ps

P rogrammed learning, com puter-aided instruction and interactive video

Laborator y training



TRAINING ADMINISTRATION

Factors should be considered before training

begins include:



begins include: Location.

Facilities.

Accessibility.

Comf ort.

Equipment.

Timing.

An eff ective training program administrator

should f ollow these steps:

Define the organizational objectives



Def ine the organizational objectives. Determine the needs of the training program.

Def ine training goals.

Develop training methods. Decide whom to train.

Decide who should do the training.

Administer the training.

Evaluate the training program.

EVALUATION OF TRAINING

Training should be evaluated several times during

the process



the process.

Determine these milestones when you developthe training.

Employees should be evaluated by comparingtheir newly acquired skills with the skills definedby the goals of the training program.

Any discrepancies should be noted and

adjustments made to the training program toenable it to meet specified goals.



INTRODUCTION

Human resources have two roles in risk

management:



management:

People are a source of risk.

e.g., shortage of employees, people doing sloppy work,an employee refusing to take on additional responsibility or a key employee leaving two months after completionof a one-year training program.

People are important in handling risk.

Human resources include more than

regular f ull-time employees. They include:

ll t d l b l



all management and labor personnel,

f amily and non f amily members,

f ull-time and part-time people,

seasonal and year around employees.

Risk specialists have traditionally f ocused mostly on important causes of risk such as weather,disease and natural calamities, and ways to deal

with the risk



with the risk.

Risk management has paid little attention tohuman resources and human resource calamitiessuch as:

divorce,

chronic illness,

accidental death

the impact of interpersonal relations onbusinesses and f amilies.

HUMAN RESOURCE PARADIGMS

People are an unf ortunate and unavoidableobstacle.

G d l d t t t k i t i



Good people do not want to work in certainsectors.

Hired labor does not care about the business.

People are one of the keys to success in riskmanagement.

Employees are creative and an important sourceof new ideas.

Appreciated people will respond with dedicationand loyalty.

HUMAN RESOURCE MANAGEMENT/

RISK MANAGEMENT INTERFACE

Human resource management is a processh b b k f



Human resource management is a processthat can be broken down into specific

activities:

job analysis, writing job descriptions, hiring,

orientation, training, employer/employee

interactions, perf ormance appraisal,

compensation and discipline.

Human resource activities lead to f our

important implications f or risk management.

These activities are necessary to keep human resources in



These activities are necessary to keep human resources in

harmony with the risk management tools adopted by the

management team.

Human resource calamities, e.g., divorce, chronic illness,

accidental death, can hamper caref ully made andappropriate risk management decisions.

No management team stays together indef initely.

Human resource perf ormance evaluation should be tied to

risk management.

MANAGERS SKILLS

Leadership



Leadership Communication

Training

Motivation Conf lict management

Evaluation.



HANDLING EMPLOYEES DISCIPLINE

Disciplinary actions should be viewed as follows:



Disciplinary actions should be viewed as follows: Shall be considered as constructive procedures f or the purpose of

correcting inappropriate work behavior.

Consisting of oral and written reprimands, suspensions, demotions,

reassignments and terminations, may be imposed on employees by their

supervisors/managers in as direct proportion as possible to specif icoff enses.

Should be administered on a unif orm basis throughout the company.

A temporary suspension may be imposed

All actions of suspension or termination should require approval of the

head of Human Resources Department or a designee prior to thediscipline being administered.

PROGRESSIVE DISCIPLINE

The progressive disciplinary process does not have to

be applied to probationary employees.



WHY HAVE DISCIPLINARY PROCEDU RES

Disciplinary rules and procedures help to promote orderly

employment relations as well as f airness and consistency in

the treatment of individuals. Disciplinary procedures are also a legal requirement in certain

circumstances

Disciplinary rules tell employees what behaviour employers

expect f rom them. When an employee breaks specif ic rulesabout behaviour, it is called a misconduct.

Examples of gross misconduct include: physical violence or bullying;

deliberate and serious damage to property;

serious misuse of an organisations property or name;

deliberately accessing internet sites containing pornographic,



y g g p g p ,

offensive or obscene material;

serious insubordination;

unlawful discrimination or harassment;

bringing the organisation into serious disrepute;

serious incapability at work brought on by alcohol or illegal

drugs;

causing loss, damage or injury through serious negligence;

a serious breach of health and safety rules; and

a serious breach of confidence.

Possible disciplinary issues:

bad behaviour, such as fighting or

drunkenness;ti f t k f



drunkenness; unsatisfactory work performance;

harassment or victimisation;

misuse of company facilities (for exampleemail and internet);

poor timekeeping;

unauthorised absences; and

repeated or serious failure to followinstructions.

Good disciplinary procedures should:

be put in writing;

say to whom they apply;

be non discriminatory;



be non-discriminatory;

allow f or matters to be dealt without unduedelay;

allow f or inf ormation to be kept conf idential;

tell employees what disciplinary action mightbe taken;

say what levels of management have theauthority to take disciplinary action;

require employees to be inf ormed of thecomplaints against them and supportingevidence, bef ore a meeting;

give employees a chance to have their sayb f h d i i



give employees a chance to have their saybef ore management reaches decision;

provide employees with the right to beaccompanied;

provide that no employee is dismissed f or a f irstbreach of discipline, except in cases of grossmisconduct;

require management to investigate f ully bef oreany disciplinary action is taken;

ensure that employees are given an

explanation f or any sanction; and

allow employees to appeal against a decision.



allow employees to appeal against a decision.

APPLYING DISCIPLINARY PROCEDURES

Make necessary investigations by employer toestablish the f acts promptly and make written recordf

or later ref

erence.



Having established the f acts, the employer shoulddecide whether to drop the matter, deal with itinf ormally or arrange f or it to be handled f ormally.

If necessary a brief period of suspension with f ull payshould be imposed f or f urther investigation isconducted.

Make reasonable adjustments to cater f or employeeswho have a disability, f or example providing f orwheelchair access if necessary.

DISCIPLINARY HEARING

A formal warning being issued to a worker (ie

a warning that will be placed on the workers



a warning that will be placed on the worker srecord);

The taking of some other disciplinary action

(such as suspension without pay, demotion ordismissal) or other action; or

The confirmation of a warning or some otherdisciplinary action (such as an appeal hearing).

INFORMAL ACTION

Cases of minor misconduct or unsatisfactory

performance are usually best dealt with inf ormally.



p y The informal approach may be particularly helpful in

small firms, where problems can be dealt with

quickly and confidentially.

If informal action does not bring about an

improvement, employers should provide employees

with a clear signal of their dissatisfaction by taking

f ormal action.

FORMAL ACTION The first step in any formal process is to let the

employee know in writing what it is they are alleged

to have done wrong.



g The letter or note should also invite the individual to

a meeting at which the problem can be discussed,and it should inform the individual of their right to be

accompanied at the meeting. The timing and location of the meeting should be

agreed with the employee.

The employer should explain the complaint against

the employee and go through the evidence that hasbeen gathered.

ACTIONS:

First f ormal action misconduct

If an employee is f ound guilty of misconduct, the usual f irst step wouldbe to give them a written warning setting out the nature of themisconduct and the change in behaviour required.



Final written warning

There is a f ailure to improve or change behaviour in the timescale set atthe f irst f ormal stage, or where the off ence is suff iciently serious, theemployee should normally be issued with a f inal written warning butonly af ter they have been given a chance to present their case at a

meeting.

Dismissal or other penalty

If the employees conduct or perf ormance still f ails to improve, the f inalstage in the disciplinary process might be dismissal or (if the employeescontract allows it or it is mutually agreed) some other penalty such as

demotion, disciplinary transf er, or loss of seniority/ pay.

DEALING WITH GROSS MISCONDUCT

If an employer considers an employee guilty of gross misconduct, and thus potentially liable f or

summary dismissal, it is still important to establishthe facts before taking any action



y pthe f acts bef ore taking any action.

A short period of suspension with f ull pay may be

helpf ul or necessary, although it should only beimposed af ter caref ul consideration and should be

kept under review.

It should be made clear to the employee that the

suspension is not a disciplinary action and does notinvolve any pre-judgement.

It is a core principle of reasonable behaviour thatemployers should give employees the opportunity of putting their case at a disciplinary meeting before decidingwhether to take action.

This principle applies as much to cases of gross misconductas it does to ordinary cases of misconduct or unsatisfactory



as it does to ordinary cases of misconduct or unsatisfactory performance.

There may however be some very limited cases where

despite the fact that an employer has dismissed anemployee immediately without a meeting an employmenttribunal will, very exceptionally, find the dismissal to be fair.

To allow for these cases there is a statutory modified

procedure under which the employer is required to writeto the employee af ter the dismissal setting out thereasons f or the dismissal and to hold an appeal meeting, if the employee wants one.



When thinking about how to handle these

cases, it is helpf ul to consider:

± how soon the employees health and attendancewill improve;



will improve;

± whether alternative work is available;

± the eff ect of the absence on the organization;

± how similar situations have been handled in thepast; and

± whether the illness is a result of disability then

the provisions of the on Disability Act will apply.

DEALING WITH SPECIAL SITUATIONS

Special arrangements might be required f orhandling disciplinary matters among nightshif temployees, employees in isolated locations or



depots, or others who may be diff icult to reach.

Nevertheless the appropriate statutory proceduremust be followed where it applies:

Trade union representatives

After obtaining the employees agreement - asenior trade union representative or permanentunion official should present in the meeting.

Criminal charges or convictions not related to

employment

- If an employee is charged with, or convicted

of, a criminal offence not related to work, thisis not in itself reason for disciplinary action



is not in itself reason f or disciplinary action.

- An employee should not be dismissed

solely because they are absent from work as a

result of being remanded in custody.

APPEALS

Employees who have had disciplinary action taken against themshould be given the opportunity to appeal. It is useful to set a

time limit for asking for an appeal f ive working days is usually enough



enough.

An employee may choose to appeal for example because:

- they think af inding or penalty is un

f air;

- new evidence comes to light; or

- they think the disciplinary procedurewas not used correctly.

The tribunal may reduce any award of compensation if theemployee did not exercise the right of appeal.

KEEPING RECORDS It is important, and in the interests of both employers and

employees, to keep written records during the disciplinary process. Records should include:

the complaint against the employee; the employees defence;



the employee s def ence;

f indings made and actions taken;

the reason f or actions taken;

whether an appeal was lodged;

the outcome of the appeal;

any grievances raised during the disciplinaryprocedure; and

subsequent developments.

Records should be treated as conf idential and be kept nolonger than necessary. Individual employees have the rightto request and have access to certain personal data.

THE MALAYSIAN LABOUR LAW ²

TERMINATION OF EMPLOYEES

The Circumstances a Contract of Service beTerminated by Either Employer or Employee

Wh f i i id d b k



- Where a contract of service is considered broken, anemployer can dismiss an employee.

- A contract of service is considered to have been broken when

an employee has been absent f rom work f or more than 2 consecutive working days without prior leave from theemployer or without informing or attempting to inform theemployer at the earliest opportunity during such absencewith reasonable excuse.

- An employer may terminate the contract of service where theemployee is found guilty of misconduct, misdemeanor ornegligence.

- An employee has the right to terminate the contractof service, where an employer f ails to pay wageswithin seven days af ter the wages period.

- A contract of service can also be terminated withoutnotice :



notice :

± by paying to the other party or indemnity in lieuof notice

± if there is a willful breach by the other party of aterm or condition of the contract of service

- Where the contract of service has expired or workbeing completed, the contract may also beterminated. Written notice being given by eitherparty may also terminates a contract of service.

Termination without Cause Or Excuse by My Employer- If employer terminated without cause or excuse, the employee can

enforce civil right and remedies for any breach or non-performanceof the contract of service by any suit in court or you can file in awritten representation within 60 days of the dismissal to theDirector General of Industrial Relations Department to be

reinstated pursuant to section 20 of the Industrial Relations Act,1967.



96

- The Industrial Relations Act 1967 provides for the regulation of relations between employers and employee and their trade unionsand the prevention and settlement of disputes between employerand employee which is connected with the employment or non-employment or the terms of employment or the conditions of workof such employee.

- Where you are a female employee and your employer is found

guilty of terminating you during your maternity leave, youremployer shall be liable, on conviction to a fine not exceedingRM2,000.

The Circumstances an Employee as Not Entitled to Termination orLay-Off Benef its

There are certain circumstances under which an employee is notentitled to termination or layoff benef its :

± Employed for less than 12 months on date of termination



± The employee voluntarily terminates the contract of service

± Where the employee commits misconduct inconsistent with thefulfillment of the expression or implied condition of service after dueinquiry.

± Where the employee attains the age of retirement as stipulated in thecontract of service

± The contract of service is renewed

± The employee re-engaged on terms and conditions not less f avorablethan his previous contract

± 7 days bef ore the date of termination, the employer has offered to

renew the contract on no less favorable terms ± The employee leaves the services without paying the employer theindemnity due contract of service after receiving due notice of termination of the contract or without employer's prior consent

Actual Amount of Layoff Benefits Payable

Under the Employment (Termination and Layoff Benefits)Regulations 1980, an employee will be entitled to layoff benefits not less than the following :



± 1 to 2 years service - 10 days wages f or each year service

± more than 2 years but less 5 years service - 15 days wages f oreach year service

± 5 years service or more - 20 days wages f or each year service

For an incomplete year, the calculation will be on a pro-rata basis to the nearest month.

An employer shall pay termination or layoff benef its to anemployee not later than 7 days af ter the termination.



GRIEVANCE PROCEDURES

Grievances are concerns, problems or complaintsthat employees raise with their employers.



Grievance procedures are used by employers to dealwith employees grievances.

These procedures allow employers to deal withgrievances f airly, consistently and speedily.

Employers must have procedures available to

employees so that their grievances can be properly considered.

Grievance procedures should make it easy for employees to raiseissues with management and should:

- be simple and put in writing;

- enable an employees line manager

to deal inf ormally with a grievance, if possible;- keep proceedings conf idential; and



p p g ;

- allow the employee to have a companion atmeetings.

Employees should aim to resolve most grievances inf ormally withtheir immediate superior/supervisor.

If a grievance cannot be settled informally, the employee should

raise it f ormally with management.

RAISING GRIEVANCES Employees should normally raise a grievance with their

immediate manager unless someone else is specified in theorganizations procedure.

If the complaint is against the person with whom the



p g pgrievance would normally be raised the employee canapproach that persons manager or another manager in theorganization.

In small businesses where this is not possible, theimmediate manager should hear the grievance and dealwith it as impartially as possible.

Managers should deal with all grievances raised, whetheror not the grievance is presented in writing.

Grievances should be presented in writing.

Issues that may cause grievances include:

terms and conditions of employment;

health and saf ety;k l i



work relations;

bullying and harassment;

new working practices;

working environment;

organisational change; and

equal opportunities f or diff erent gender

Sexual Harassment Sexual harassment means any unwelcome verbal,

non-verbal, visual, psychological or physical conductof a sexual nature that might, on reasonable

grounds, be perceived by the victim as placing acondition of a sexual nature on his or her



condition of a sexual nature on his or heremployment because of his or her sex.

Sexual harassment may also consist of an unwelcomeverbal, non-verbal, psychological or physical conductof sexual nature that might, on reasonable grounds,be perceived by the victim as an insult or

humiliation, or a threat to his or her well-being, andhas no connection with his or her employment.

Sexual harassment in the office includes workrelated harassment which happens outside theoff ice. Such work related harassment may includessituations taking place at work-related social

gathering or f unctions, conf erences, workshop ortraining sessions and during work assignments



g g goutside the off ice.

Sexual harassment in the course of work-relatedtravel is also considered sexual harassment in theoffice. Where sexual harassment occurs as a result of employment responsibilities or relationship over thephone and through electronic media, it is also

considered sexual harassment in the work place.

Types of Sexual Harassment

1. Sexual coercion

It is known as quid pro quo sexual harassment in the UnitedStates.



Sexual Coercion is a type of harassment which has directresults in some consequence to the victim's employment. It is

an employments discrimination.

Sexual coercion is under a condition of employment, where anopenly or implicitly offer in keeping a job or getting apromotion is made by a supervisor to an employee in

exchange f or sexual f avors. Such person normally has thepower over promotion or raise of the employee.

2. Sexual annoyance

It is also known as hostile environment sexualharassment.



Sexual annoyance is a demeaning and unwelcomesexually related behavior that is off ensive, hostile orintimidating to the victim, but has no direct connection

to any job benef its. However, the annoying behaviorcreates an offensive working environment which aff ectsthe victim's ability to continue working.

Sexual annoyance includes sexual harassment by an

employee against a co-employee. Similarly, sexualharassment

The Differences Between V erbal, Non-V erbal,V isual, Psychological And Physical Harassment

Verbal harassment is in oral form and includes uncomfortable and offensive teasing, joking, questioning, jesting or making suggestive remarks or sounds, or verbal repartee.

Non-verbal harassment a leer with indecent overtone, sexual activity or desiredenoted by hand signal, lips licking or food eating and persistent flirting.



Visual harassment covering the wall with pin-up, calendars, drawings, photographs of naked and scantily clad women or other sex-based materials and writing sex-basedletter. Sexual exposure also falls under this form of sexual harassment.

Psychological harassment harms a person's psychological well being and includesoppressively constant proposals for dates, repeated undesirable physical intimacy orsocial invitations.

Physical harassment includes distasteful action such as touching of an intimate body part, patting, pinching, stroking, brushing up against the body, hugging, kissing, fondlingand sexual assault.

All forms of sexual harassment are behavior that elicit sexual attention.

THE COMPANION The companion may be:

- a f ellow employee

(i.e. another of the employers workers)

ffi i l l d b d i



- an off icial employed by a trade union, or anordinary trade union off icial.

If employees are disabled, employers should considerwhether it might be reasonable to allow them to beaccompanied because of their disability.

Employees may ask an official from any trade union toaccompany them at a disciplinary or grievancehearing, regardless of whether the union is recognizedor not.

The companion should be allowed to address thehearing in order to:

- put up the case

- sum up the case

- respond on the employees behalf to any viewexpressed at the hearing.



It is good practice to allow the companion toparticipate as f ully as possible in the hearing,including asking witnesses questions.

The companion has no right to answer questions onthe employees behalf , or to address the hearing if the

employee does not wish it, or to prevent the employerfrom explaining their case.

THE PROCESS OF HANDLINGGRIEV ANCES

1. Grievance Hearing/ Meeting

2. Appeals

3 S i l id i



3. Special considerations

4. Keeping Records

1. Grievance Hearing/ Meeting

± On receiving a formal grievance, a manager should

invite the employee to a meeting as soon as

possible and inform them that they have the right

to be accompanied.

2. Appeals

- If an employee informs the employer that they are unhappy with thedecision after a grievance meeting, the employer should arrange an appeal.It should be noted that the appeal stage is part of the statutory procedure.

3. Special considerations

- Complaints about discrimination, bullying and harassment in theworkplace are sensitive issues, and large organizations often have separate



p g g pgrievance procedures for dealing with these.

- It is important that these procedures meet the statutory minimumrequirements.

4. Keeping Records- Records should include during the grievance process:

the nature of the grievance raised;

a copy of the written grievance;

the employers response;

action taken;

reasons f or action taken;

whether there was an appeal and, if so, the outcome; and

subsequent developments.



INDUSTRIAL RELATIONS Ref ers to the relationship between an employer and

the employees particularly when later beingunionized.

If there is no union being established, themanagement should be interested in human

l ti hi



relationship. Trade union is an association of workers (7 or more

workers) who join together to improve their

working conditions. Top management must have positive attitudetoward union.

Collective bargaining is the process wherebyemployers and employees negotiate over the terms

and conditions of employment. Any industrial disputes should be handled withrespects.

TRADE UNION IN MALAYSIA

An organization of workers who have bandedtogether to achieve common goals in key areas

such as wages, working hours, and workingconditions.



Started in 1940.

Regulated by the Industrial Relations Act (IRA)1967.

The IRA protects the right of every worker inMalaysia to join or not to join a trade union.

It protects workers from being victimized by anemployer for joining a union.

Unions may undertake collective bargainingon behalf of members if they have obtainedrecognition from the employer.

A general practice is for unions to requesti i f b i i h 50% f



recognition after obtaining more than 50% of the staff as their members.

TWO main Trade Unions for employees:

1. Congress of Union of Employees in Public andCivil Services (CUEPACS)

2. Malaysian Trades Unions Congress (MTUC)

OBJECTIVE OF TRADE UNIONS

Provision of benef its to members

- provided a range of benefits to insuremembers against unemployment,



g p y ,

ill health, old age and f uneral

expenses.

- provision of professional training, legal

advice and representation for members

is still an important benefit of trade

union membership.

Collective bargaining

- Able to operate openly, they may negotiate withemployers over wages and working conditions.

Industrial action



- may enforce strikes or resistance to lockouts infurtherance of particular goals.

Political activity

- may promote legislation favorable to theinterests of their members or workers as a

whole.

Activities of Trade Unions:- Encouraging industrial relations, improvingemployment terms and conditions, economystatus, social or increasing productivity.

- Representing employees.

Managing matters related to conflicts



- Managing matters related to conf licts.

- Encouraging, organizing or supportingstrikes or pickets in business.

- Maintaining skilled employees in theorganization.

- Stabilizing employees empowerment.

- Increasing employees living status.

COLLECTIVE BARGAINING

The process whereby workers organize

together to meet, converse, and compromiseupon the work environment with their



upon the work environment with their

employers.

The practice in which union and company representatives meet to negotiate a new

labor contract.

Dual purpose:

It provides a means of determining the wagesand conditions of work applying to the group

of workers covered by the ensuing agreementthrough free and voluntary negotiations



through free and voluntary negotiationsbetween the two independent partiesconcerned.

Enables employers and workers to def ine byagreement the rules governing their

relationship.

COLLECTIVE AGREEMENT

The ultimate goal of the collective bargaining

process.

A collective agreement is a labor contract



between an employer and one or more

unions.

The agreement establishes wages, hours,

promotions, benef its, and other employment

terms as well as procedures f or handling

disputes arising under it.

STRIKES: (Trade Union 1959)

Strike is a work stoppage by one group of employees.



p y

Strikes are permitted provided certain procedures.

Only members of a registered trade union may

strike.

Political & sympathy strikes are illegal.

Only if two thirds of the workers support the strike

can it go ahead.

THE PICKET



PICKET: (Trade Union 1959)

Purpose of picket:To give publicity on any disputes.

Procedures:



Procedures:- Cannot obstruct exit or entrance.- Cannot threaten other people.- Activities need to be organized in

peace.

DISPUTES

Trade dispute under the Industrial Relations

Act 1967 means any disagreement between

the employer and workman or employee

h h d h h l



which is connected with the employment or

non-employment or the terms of

employment or the conditions of work of such workman or employee leading to

industrial action.

There are TWO main methods to settle disputes:

- Conciliation:

Process whereby the Department of Industrial Relations

helps to settle disputes between employers and



helps to settle disputes between employers and

employees.

- Arbitration:

Settlement of a dispute between an employer and

employees by a neutral third party.



MINISTRY OF HUMAN RESOURCE(MOHR)

To update and implement labor policies and laws to createefficient, productive and discipline workforce with positive

values and good work ethics. To update and implement occupational safety and health

policies and laws to ensure a healthy and safe work



policies and laws to ensure a healthy and safe workenvironment.

To efficiently manage and independently resolve industrial

dispute between employer and employee in order to createa conducive work environment.

To monitor and facilitate development and movement of trade unions to be orderly for the benefit of the nation.

To manage international relations in Labor Management

field, technical co-operation in labor related matters andhuman resources development.

To encourage and coordinate tripartisme amongemployees, employers and Government and to createharmonized relation toward Vision 2020.

To plan and develop human resource through controland labor market analysis to formulate policies relating

to employment, development of skilled workforce andproductivity linked wage system.



To create job opportunities and job placement.

To update and implement National Vocational Training

Policy and strategies that will fulfill the training needsin the private sector.

To revise, update and develop the syllabus of skillstraining (NOSS), Skills Certification System (MOSQ) andskills standard for implementation.

To update and effective implementation of social safety facility to ensure sufficient safety net for workers.

HUMAN RESOURCE DEVELOPMENT FUND

(HRDF)

Upgrading the knowledge and skills of workers

Equipping workers with the latest and specific skills

Facilitating the transfer of technology in industry



Facilitating the transfer of technology in industry operations

Increasing productivity and value-added operations

Preventing workers' skills from becoming obsolete inan environment of technological change

Creating multi-skilled workers for functional flexibility and

Enhancing the training culture amongst employers



The Rate of SOCSO Contribution

The principal employer must make a monthly contribution for each eligible employee accordingto the rates specified under the Act.

The employer pays 1.75% for the Employment



The employer pays 1.75% for the EmploymentInjury Insurance Scheme and the Invalidity Pension Scheme while the employee's share of

0.5% of wages should be paid for coverage underthe Invalidity Pension Scheme.

The rate of contribution is based on the monthly

wage of the employee in accordance to 24categories.

EMPLOYEES PROV IDENT FUND(EPF)

The EPF is a social security institution formed accordingto the Laws of Malaysia, Employees Provident FundAct 1991 (Act 452) which provides retirement benefitsfor members through management of their savings in



an efficient and reliable manner.

The EPF also provides a convenient framework foremployers to meet their statutory and moralobligations to their employees.

The current rate of contribution is 23% of the

employee's wages of which 11 % is from theemployee's monthly wage while 12% is contributed by the employer.

WORKMEN·S COMPENSATION

Workmen's compensation is a compensation

f or injury to an employee or worker arisingout of and in the course of employment that



p y

is paid to the worker or dependants.

The employer will have to purchase a

workmen's compensation insurance f or

workmen's compensation claims by injured

employees or workers.

The Workmen's Compensation Act 1952.

This Act provides f or the compensation payment to aninjured employee or worker arising out of and in the

course of employment or contracting occupationaldisease.



Where the employee or worker dies in the event of f atalaccident or contracting an occupational disease or in the

course and arising out of perf orming his duty or work, theWorkmen's

Compensation Act 1952 provides f or the compensationpayment to the worker's dependants.

This Act is administered by the Department of Labour andapplies throughout Malaysia.

OCCUPATIONAL SAFETY AND HEALTH

The aims of this Act are : ± to secure the saf ety, health and welf are of persons at

work against risks to saf ety or health arising out of theactivities of persons at work

± to protect person at a place of work other than personst k i t i k t f t h lth i i t f th



at work against risks to saf ety or health arising out of theactivities of persons at work

± to promote an occupational environment f or persons at

work which is adapted to their physiological andpsychological needs

± to provide the means whereby the associatedoccupational saf ety and health legislation may beprogressively replaced by a system of regulations and

approved industry codes of

practice operating incombination with the provisions of this Act designed tomaintain or improve the standards of saf ety and health.

PENSION & RETIREMENT

Pension

Pension means money paid under given conditions to a

person following retirement or to surviving dependants. The Pensions Act 1980 which came into force on the 1st

January 1976 is the governing act for pensions benefits in



January 1976 is the governing act for pensions benefits inMalaysia. This Act provide for the administration of pensions, gratuities and other benefits for officers in the

public service and their dependants. Under the Pensions Act 1980, pension, gratuity or otherbenefit granted shall be charged on the FederalConsolidated Fund.

Pension does not include any cash award granted in lieu of

accumulated vacation leave to an officer whose salary isnot paid out of the Federal Consolidated Fund.

Compulsory Retirement

An officer shall retire from the public service on attaining the age of 55years.

Nevertheless, the above is not applicable to :

± Clerk to the House of Representatives or the Clerk to the Senate

± Officers who have retired after the coming into force of the PensionsAct 1980 but before the publication thereof



Act 1980 but before the publication thereof

± Officers who are in service and who within 6 months after thepublication of the Pensions Act 1980 have attained the age of 55 yearsor more.

Where an officer attains the age of 55 years, and a criminal or disciplinary proceeding which may result in his conviction or dismissal is notconcluded, his service shall be deemed to have been extended beyondthat age but on no-pay leave until his case is determined.

However, if the criminal or disciplinary proceeding does not result in hisconviction or dismissal, he shall retire on attaining the age of 55 years and

the period of service after this age shall not be reckonable service.

Optional Retirement An officer may apply for retirement after

attaining the age of 45 years for : ± a woman officer

± an officer of the fire service holding the rank of sub-officer and below



± a police officer below the rank of AssistantSuperintendent of Police

± a prison officer below the rank of Superintendent ± a male nurse of a mental hospital.

Optional retirement also includes retirement

after attaining the age of 50 years for a maleofficer other than those officers stated above.

MAJOR ISSUES

OF HUMAN RESOURCEMANAGEMENT



MANAGEMENT

DECISION MAKING

DELEGATION

CRISIS MANAGEMENT

TIME MANAGEMENT

STRESS MANAGEMENT

COMMUNICATION

LEADERSHIP

MOTIVAT

ING EMPLOYEES

TIME MANAGEMENT

Why should you make a special effort tomanage your time?



± You will get employees to a better start

± You will be less f rustrated

± You will have time you need to plan

± You will have more f amily, leisure time and

manage your lif estyle better



Other Important Tips of

Time Management

Determine personal goals, objectives & policies.

Planning.

Justif y personal actions. Always supervised.

Eff icient jobs & responsibilities delegation.



ff c e t jobs & espo s b t es de egat o

Upgrade knowledge & skills.

Eff icient communication skills.

Eff ective conf lict management. Appreciate value of time.

List job priorities.

Dont pool important jobs.

Give ample time to decide important decisions.

Discipline.

Eff ective stress management.

DECISION MAKING

High-consequence work-oriented problems:

- Avoid the temptation to make a quick

decision.

- If you decide to make an autocratic decision,



write down and analyze options.

-If

a clear choice is not evident, consult yoursupervisor.

- Af ter some weighing, choose a solution you

f eel best and ref er it to your immediate

superior f or approval and reaction.- Follow up.

High-consequence people problems:

± Listen caref ully to all problems or complaints.

± Gather inf ormation f rom all sides.

± Weigh all facts carefully before you decide



Weigh all f acts caref ully bef ore you decide.

± Use good counseling techniques, openly

communicate to all parties involved yourdecision and why you made it.

± Follow up by working to restore or rebuild anyrelationships that may have been injured by yourdecision.

DELEGATION To entrust to another

Why failure to delegate:

N f i h i b di



No f aith in subordinates

Fear of superiorsDesire f or personal credit

Misjudgment of time

Benef its of Delegating

Accomplish more work.

Increase involvement.

Manage your workload.

Manage remote locations better.



g

Develop your subordinates.

Builds a high-perf ormance team.

Draws upon the strengths of entireorganization.

Work is done at the lowest cost possible.

Reduces your stress.

When & How Should You Delegate?

When you need more time f or work.

When delegating will help involve employees,

improve morale etc



improve morale, etc.

When it will not show undue f avouritism.

When you are willing to take time and eff ort to do askillf ul job of delegating.

When you are under pressure and must let go of

some responsibilities in order to protect your

physical and mental health.

DELEGATION TECHNIQ UES

OBJECTIVES:

Reduce work load.

Faster decision making. Utilize subordinates abilities.



TECHNIQ UES:

Selection of subordinate with abilities & capabilities.

Delegate jobs & responsibilities.

Delegate authorities.

Provide proper directives.

Justif y jobs relevant to organizational objectives.

Justif y job standards. Always guide & support.

Recognition.

CRISIS MANAGEMENT Face the problem: dont avoid or minimize it; tell thetruth.

Take your lump in one big news story rather than

in bits and pieces, no comment answers implyguilt.



Recognize that, in the age of instant news, no suchthing as a secret or private crisis exists.

Stage war games to observe how your crisis planholds up under pressure. Train executives to practicepress conf erences and train teams to respond tocrises that may aff ect other f unctional areas or

divisions.

Use f irms philosophy, motto or mission statementto respond to a crisis, e.g. We believe in ourcustomer. Service is our business.

Use the f irms closeness to customers and end usersf or early entry f eedback on the crisis and evaluateyour eff ectiveness in responding and addressing the



events.

Issues and crisis management methods and preventivetechniques are eff ective in corporations only if :

Top management is supportive and participates.

Involvement is cross-departmental.

The issues management unit f its with the f irms culture.

Output, instead of process, is the f ocus.

STRESS MANAGEMENT

Sources of Stress:

Role ambiguity



Role conf lict

Job overload

Managerial work

Working condition

Dual-career f amily

Financial problems Living conditions

How to handle stress: Clarif y of job description to determine proper roles and

f unctions among employees.

Provide proper staff allocations.

Learn to appreciate the prof ession and job nature.

Compromise between husband and wif e regarding theirduties.

Practice effective personal financial management



Practice eff ective personal f inancial management.

Choose proper living condition.

Prioritize job tasks and personal problems.

Solve only crucial/critical problems.

Do not bundled and solved critical problems at one time.

Practice healthy living.

Particular about diet.

Practice aerobic. Pray.

Meditation.

COMMUNICATION

The art and science of human transforms or sendsinformation/messages to others in order to achieve a goal

through a media communication.

Process:



Sender

Receiver

Encode

Message

Communication channel

Decode

Response

Barriers

Importance of Communications

Increase productivity

Making good decision

F lfill l ti f ti



Fulf ill employee satisf action

Problem-solving Increase work commitment

Important Tips f or Eff ectiveCommunication

Create daily two-way communication

Set up a bulletin board as a communication



Set up a bulletin board as a communication

center

Hold group meetings

Send inter-off ice communications

Use other communication techniques

EFFECTIVE MEETING

Set meeting objectives.

Set meeting agenda.

Determine meeting date, time & venue.

Al id h i



Always guide the meeting.

Supervise the meeting. Encourage discussion & interaction.

Record.

Summarize findings. Prepare report.

INTERPERSONAL COMMUNICATION SKILLS

Always listen.

Be humble.

Think bef ore act. Dont make self decision.

Dont be prejudice



Don t be prejudice.

Have interest.

Think of others.

Be f ocus.

Not emotional.

Dont interrupt. Avoid conf licts.

LEADERSHIP

Leadership is the capability to create group in

achieving organizational goal effectiveness,maximum and cooperation from every individual.



Leadership means inf luence; a process which can

influence people to work harder voluntarily towardsthe achievement.

Leadership is a process of influencing between leader

and subordinate.

Characteristics of Leadership

Honest & integrity

Vision & goal setting

Ability

Inspirational Risk taker & accountable

Capable to guide others



Capable to guide others

Charisma

Empowerment Trust & loyal

Sharing

Ethical

Team spirit

Self conf idence

Functions of Leadership

Goal setting

Decision-making

Communication



Communication

Motivation Grouping

Control

Human relationship



Important tips f or the leader

Talk about issues when they f irst aff ect you.

Of

ten speak up what is on your mind. Tell it the way it is.

Let the employees feel that you are leading them



Let the employees f eel that you are leading them.

Seek respect rather than popularity.

Avoid over-promising and breaking promises.

Enjoying your managerial roles.

Making yourself visible.

MOTIVATING EMPLOYEES

Five Foundations f orMotivating Employees:

1 Give clear and complete instructions



1. Give clear and complete instructions.

2. Communicate: Let your people know howthey are doing.

3. Give credit when due.

4. Involve people in decisions.

5. Maintain an open door.



Characteristics of an Environment

Conducive to Self -motivation

Purposef ul and meaningf ul workInvolve them in planning changes

Meet with employees as a group on a regular



Meet with employees as a group on a regularbasis

Show them how their contribution aff ects thedepartments welf are.

Continuous learning

Engage in continuous improvementProvide opportunity f or education beyond

the job.

Accurate, timely, and specif ic f eedback on

perf ormance

Do the appraisal on or bef ore the due date.Take time to cover the results of the appraisal

with the employee.



with the employee.

Allow the employee being appraised to ask

questions f or clarif ication.

Encourage self -appraisal.

OTHER IMPENDING ISSUES



OF HUMAN RESOURCE

UNEMPLOYMENT MINIMUM WAGE JOB DISCRIMINATION

- gender- ethnic- new job applicants (f resh graduate)- older workers- handicaps

OTHER DIVERSITY PROBLEMS- single parents & working mother- rights for women



- rights f or women- dual-career employees- lack abilities (knowledge & skills)

- immigration RIGID JOB SELECTION NOT FULLY UTILIZING LABOUR FORCE ABILITIES MIGRATION LIMITED RETIREMENT BENEFITS EFFECTS OF INFORMATION TECHNOLOGY

LACK OF CAREER DEVELOPMENT LACK OF ENFORCEMENT

HOW TO BE SUCCESSFUL

PROFESSIONAL IN

BUSINESS AND LIFE



Ref : Bill Rancic

(First Winner of The Apprentice),Youre Hired

ON GOALS:

Goals setting.

Objectives setting.

Works with pleasure.

Willing to take risks.



Anticipate outcome, consider every

possibilities. Celebrate your achievements.

ON VALUES:

Dont lie to be prof essional.

Thankf ul to God.

Analyzing & knowing your capabilities.

Develop f riendships.



Dont be arrogant.

Dont demand and give something back to others. Play a healthy competition.

Say what you mean and mean what you say.

Build relationships (develop networking).

ON VISION:

Build a like-minded team (surround yourself

with smart, hardworking, self -motivatedpeople who share a common goal).



Accept blame (accept criticisms).

Inspire.

Set the standard.

Willing to empowerment.

Tighten your own belt bef ore asking youremployees to tighten theirs/ willing to share

hardships).

Think diff erent than others).

Need to develop new radical approaches.

Minimize the drama in your lif e (ability to f ocus,



avoid drama kings and queens, positive and

proactive in prof essional and personal relationship). Look back to look ahead (able to analyze previous

perf ormance).

Do what you can.

Own initiative.

Seal the deal (secure contracts).

Count onf amily (attached & seek

f amilysassistances).

Accept failures



Accept f ailures.

Get new ideas outside. Job terminations end well with your

associates.

Think like a bigf

ish in a small pond(be conf idence & optimistic).

Maintain f ocus.

Strive.

Be reasonable. Contribute back to get more.

di i



Proper direction.

Ability to deliver ideas. Rally your troops (during crisis gather your

closest and most trusted advisers to assist in

solving problems).

ON STRATEGY:

Develop cooperation among peers to perf orm taskstogether.

Be diff erent than others. Anticipate problems and ready to overcome them.

Exploit above potentials.



Exploit above potentials.

Working extra hours everyday.

No empty promises & deliver above expectations. Act f ast, agility and adaptability are important.

Take pride in your work.

Get a good nights sleep.

ON LEADERSHIP:

Planning & anticipated outcomes.

Always learning. Realize your values/net worth.

Conquer the fear factor.



Conquer the f ear f actor.

Anticipate change.

Willing to change or handle multiple jobs.

Pursue you passion.

Being dynamic & generate new

ideas/strategies.

Provide proper direction, support, encouragement

& incentives.

Sensitive to environment.

Always evaluate perf ormance.

Recruit personnel with high ability and motivation

to perform works



to perf orm works.

Power derived f rom wisdom and conf idence. Listen (accept recommendations).

Capitalize all available resources.

Theres no place like home (return to f amily).

ON EXECUTION:

Make a decision (brave to make big decision).

Just do it (brave to execute jobs) .

Take on the diff icult assignments.

Style counts (image, impression and appearanceimportant)



important).

Sweat the details, but dont sweat the outcome.

Strike f irst (immediate action to capitalize marketpotentials).

Think outside the box (creative thinking).

Think like an astronaut (f ailure is not an option/zero

def ect).

Meet the deadlines.

Be strong.

Give the customer what he wants (satisf y customer

needs). Be prof essional in doing works.

Maximize utilization of available resources).



Materialize your promises at any costs.

Hate to lose (never give up). Keep f luid (be f lexible).

Be realistic.

Be humble.

Be optimistic and positive.

ON SUCCESS:

Be certain on your decision and the path toimplement jobs.

Take inventory. Be a team player.

Understand your core purpose (knowing your vision



y p p ( g yand mission) .

Draw a personal building plan (personal planning). Balance (again) (able to measure success in

business and lif e).

Give something back (willing to contribute back to

others).

STRATEGIC PLANNING

(systematic managerial analysis)



(systematic managerial analysis)

1: SITUATION ANALYSIS

2: VISION, GOALS & OBJECTIVE SETTING

3: PROBLEM ANALYSIS

4:IDENT

IFY ALTERNAT

IVES & DEC

ISION MAK

ING

5. POTENTIAL PROBLEM ANALYSIS

6: STRATEGIES



7: IMPLEMENTATION PLAN

8: CONTROL & SUPERVISION9: BUDGET

10: WORK SCHEDULE

11: ORGANIZATIONAL STRUCTURE

12: EVALUATION

Q & A



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THANK YOU

module 3 human resource & industrial relations final

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