• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
The Human Element In An Iindustrial Organization
 

The Human Element In An Iindustrial Organization

on

  • 249 views

 

Statistics

Views

Total Views
249
Views on SlideShare
249
Embed Views
0

Actions

Likes
0
Downloads
6
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    The Human Element In An Iindustrial Organization The Human Element In An Iindustrial Organization Presentation Transcript

    • MGNT 6 Aizell A. Bernal BSBA 3 Dr. Sande
    • Outline A. Employees are Human 1. Pride in Work 2. Acceptance by Fellow Employees B. Problems of Employees 1. Counseling 2. Guidelines to Follow C. Problem Employees D. Disciplinary Actions 1. Discipline Defined 2. Use of Disciplinary Rules 3. Employee Behavior
    • Outline 4. Absenteeism 5. Tardiness 6. Alcoholism 7. Gambling E. Disciplinary Program 1. Reminder 2. Reprimanded 3. Written Warning 4. Suspension 5. Dismissal 6. Corrective Action 7. Important Guidelines to Observe
    • Every human being is the most important person in the world  Every slight to his personal importance, every wound to his pride, every insult to his dignity will find some way to express itself.  The slight may be unintentional, the wound purely accidental, the insult resulting from mere carelessness; but the effect on the employee will be felt and will seek to make it heard. The employee wants his pride and dignity respected. 
    • Pride in Work     Every self-respecting man takes pride in his work. Pride in one’s work is a basic expression of individual dignity. It is one of the most useful characteristics for management to cultivate and develop. Pride in one’s work is a universal trait which runs through the whole gamut of industrial effort and it is not the sole property of those in top management
    • Acceptance by Fellow Employees    He wants and needs the acceptance and approval of his fellow employees. If the group, with or without union intervention, has agreed to restrict production to an agreed level, most employees will participate in controlling output, in order to retain the approval of fellow employees. Some employees seek to reinforce their sense of importance by seeking to become union stewards, because employees will come to them for help.
    • Problems of Employees Two kinds of Problems 1. Personal problems of employees relate to money, financing, mortgages, income tax, legal matters, personal or family health, housing, education of children and others. 2. Job-related problems relate to supervision, opportunities for advancement, transfer, relocation, wages and retirement.
    • Problems of Employees The following are employees’ concerns about their jobs, the company and the future. They feel inadequate. They feel neglected. They feel insecure.
    • Counseling   Counseling is a means of getting people to do the right things in their job and in their personal lives. Two techniques in counseling 1. Directive Counseling approach someone gives advice and guidance. 2. Nondirective counseling approach the counselor gives neither advice nor guidance but assists the other person to work out solutions to their own problems.
    • Guidelines to Follow 1. 2. 3. 4. 5. 6. 7. 8. Make the employee feel welcome and comfortable. Let him talk. Hear the problem. Get the pertinent facts. Don’t take sides. Help him gain insight into his problem. Let him suggest the solution. Conclude the visit.
    • Problem Employees Problem employees are simply employees with problems.  Their problems are employee have little or no control over the situation. These are the people in the workforce who have developed certain physical, emotional, or psychological ills. 
    • Disciplinary Action Areas of leadership, communication and motivation, is the need for discipline in the industrial organization.  Effective personnel administration requires maintenance of discipline without which the organization is bound to fail. 
    • Discipline defined Three concepts of discipline 1. As training – efforts of the individual in training himself at self-control for his development. 2. As sine qua non to orderly behavior - condition toward proper behavior in an organization and among his work group. 3. As judicial due process – this implies negative type of discipline in that its use involves restraints or punishment. Discipline is positive when it prompts the individual to observe, and adopt such ways and means deemed necessary to the attainment of the goals and objectives of the organization to which he is a member.
    • Use of Disciplinary Rules  The use of discipline which must be communicated to all the members of the organization entails the adoption of a program that shall not only provide corrective action but is designed to prevent the need for such action.  Examples of a good disciplinary program a. Punching the time card for another worker. b. Bringing intoxicating liquor into the plant, or working under the influence of intoxicating liquor. c. Smoking or non-smoking designated areas. d. Habitual tardiness or absenteeism. e. Refusal to obey reasonable orders given by proper authorities in the company. f. Sleeping at work g. Falsifying a time card, material order, or job ticket. h. Appropriating company properties for one’s personal use. i. Destruction of company property or the property of other employees.
    • Employee Behavior  may affect the interests of the organization and as such must be looked into with thoroughness and dispatch in order to prevent their severe repercussions and the necessary remedial measures be instituted as warranted under the circumstances.
    • Absenteeism      When an employee fails to report for work, some time is invariably lost until it is determined that he/she is absent. Its rate is highest among single men, next highest among married women than single women. Married men have the lowest rate of absenteeism. Workers under 20 years old have the highest rate of absenteeism. It is not only employees who suffer the cost of absenteeism in terms of reduced income rather the company also suffers in terms of idle machines, interruption of flow of work, and reduced production.
    • Tardiness   Two basic approaches used in dealing with the problem of tardiness: 1. Attempts to control through a. Punishment b. Reward 2. Acceptance A reward and punishment method means that offenders are punished for being docked, or the non-offenders are rewarded in some way over and above their usual pay.
    • Tardiness A typical punishment plan consists of three interrelated steps such as: 1. Confront the employee with the facts based on his time record. Ask reasons or causes behind. 2. If the employee seems not to care, it is time for another interview. This will make the employee aware of his repeated behavior and that management is determined to impose certain punishment. 3. If this doesn’t work, an oral reprimand, a written warning, suspension and discharge may follow next.
    • Alcoholism   United States - Established the Alcoholic Anonymous, designed to combat the growing problem of excessive consumption of alcoholic drinks which affects health, job performance, attitude and their behavior. Philippines - A growing number of men were observed to be addicted to alcohol especially with beer, which is responsible for their lawlessness many a time, reduced vitality and caused trouble in the family, not to say broken homes and neglected children.
    • Gambling Compulsive gambling  Is a progressive behavior disorder that psychiatrists look upon as a serious emotional illness.  Is an insidious illness, progressive in its nature without cure. Compulsive gamblers  Have lost their ability to control their urges to gamble  Is not necessarily a weak person or a bad one rather, he is a sick person who needs help.
    • Gambling Consequences of gambling  Financial losses  Daily emotional strain  Divorce  Neglected children  Broken home  Loss of sleep  Poor work performance  Bad debtors
    • Disciplinary Program Different offenses call for different disciplinary actions. The following steps or actions constitute their disciplinary actions:  Reminder  Reprimand  Written warning  Suspension  Dismissal  Corrective action  Important guidelines to observe
    • Reminder The employee concern should be told of his performance and reminded that unless he improves his work performance, management may be forced to take stern measures against him.
    • Reprimand Whenever reprimand or criticism is necessary on the part of company authorities, it should not be couched in profane language. It should not in any way be intended to hurt the feelings of the erring employee but merely to make him aware of his mistake so as to prevent its repetition. This should be done in private.
    • Written Warning What applies to reprimand doubtless applies also to written warning. In the case of written warning, a record is kept in the 201 files of the erring employee.
    • Suspension It becomes necessary to suspend the erring employee for a certain period of time to impress upon him the severity of his mistake or its frequency.
    • Dismissal When the employee is incapable of reform in spite of number of chances given to him by management, it might be necessary to terminate his services.
    • Corrective Action    Corrective action is a better term than disciplinary action. It implies an attempt to cure a fault in work production or attitude that an employee has developed. The following procedure is recommended for best results in administering discipline: 1. Identify the problem, get all the available facts and make certain there is common agreement on the specifics on both sides. 2. Get an explanation, evaluate the logic, consider the circumstances.
    • Corrective Action 3. Discuss the situation, point out the problem it is creating; try to gain understanding. 4. Explore alternate solutions, select the most feasible one, and obtain concurrence. 5. Explain the new course of action to all who are involved and proceed only when unanimity has been reached. Then install the action, monitor its progress from the sidelines and check and follow up occasionally. 6. Commend the individual who provoked the problem when he responds to the correction. Express appreciation to all who cooperated for their understanding in effecting the improvement.
    • Important Guidelines to Observe DO  Respect the dignity of the individual and talk with him privately.  Get all available facts before doing anything.  Listen to all sides of the story.  Give the employee a chance to be heard.  Be specific on any charges that are being made.  Be tactful, courteous and reasonable.  Make certain that reprimand is deserved.  Be thorough in explaining the action you contemplate.  Make your decision promptly.  Be firm but fair.  Show how the situation can be prevented from recurring.
    • Important Guidelines to Observe DON’T  Humiliate the employee.  Threaten  Be sarcastic  Lose your temper  Use profanity  Forfeit the initiative by procastinating  Fail to provide all the time it takes.  Be apologetic  Pass the buck expecting someone else to do your work.  Practice amateur psychology.
    • Thank You! 