I completed a Lynda certification titled Practicing Fairness as a Manager and created a slideshow to summarize the information discussed in the session. Please relay any feedback or comments!
The document discusses the main drivers for attracting, retaining, and engaging employees according to Towers Perrin's 2011 reference scores. For attraction, the top drivers included competitive pay, career advancement opportunities, convenient work location, and flexible schedules. For retention, the top drivers were the organization's reputation as a great place to work, satisfaction with people decisions, and good relationships with supervisors. For engagement, the top drivers included senior management interest in employee well-being, improved skills, input in decision making, and good relationships with supervisors.
This document outlines key concepts related to organizational reward systems and compensation. It defines intrinsic and extrinsic rewards and discusses how organizations should select rewards that are meaningful to employees. Intrinsic rewards come from performing tasks while extrinsic rewards are distributed directly by the organization. The document also discusses job satisfaction, its relationship to performance, and government legislation impacting compensation policies.
This document discusses factors that influence employee performance and choice to perform. It examines job attitudes like organizational commitment, job satisfaction, trust in supervision, fairness perceptions, and engagement. These attitudes are shaped by aspects of the job like pay, opportunities, coworkers, work itself and supervisor. The document recommends that organizations measure commitment and satisfaction regularly, be honest about results, invite accountability, treat the organization as a prototype, and encourage meaningful work to improve employee performance. Personality traits like conscientiousness and an internal locus of control are also recommended for hiring to boost performance.
The document discusses ethics and human resource management. It defines ethics and discusses its importance in organizations and HRM. It outlines some ethical issues in areas like compensation, employment practices, and privacy. It also provides solutions for addressing ethical problems, such as establishing policies, training employees, and designating an ethics executive. The document concludes with a case study of an Indian company that has built its HRM practices around core values like empowerment and respect, helping it compete globally while maintaining an ethical culture.
This document discusses organizational justice, which refers to employees' perceptions of fairness in the workplace. It outlines the evolution of organizational justice theory and defines the main types as distributive justice, procedural justice, and interactional justice. Antecedents that can influence justice perceptions, like employee participation and communication, are examined. Key outcomes of organizational justice like job satisfaction, performance, and absenteeism are also summarized. The document concludes with recommendations for implementing justice practices like ensuring benefits are distributed fairly and procedures are transparent.
Equity theory proposes that individuals are motivated when they perceive fair and equitable treatment compared to others. The theory was developed by John Stacey Adams in 1963 and suggests that people evaluate the fairness of their job inputs (like effort, skills) and outcomes (like pay, benefits) compared to referent others. If they perceive an imbalance or inequity between their inputs/outcomes ratio and that of others, they will feel distressed and be demotivated. The theory is used to understand employee motivation and satisfaction in organizational behavior.
This document discusses best practices for compensation management. It covers total rewards approaches, compensation components like base pay and benefits, pay structures using grades and ranges, and individual pay determination. The goal is to attract, motivate and retain employees through legally compliant, cost effective, and equitable compensation that recognizes individual contribution and performance.
This document discusses the importance of business ethics. It notes that ethical behavior and corporate social responsibility can boost sales, reduce employee turnover, attract more talented employees, and attract investors, protecting a company's share price. Unethical behavior may damage a company's reputation and lower profits. The document outlines foundations of ethical behavior like treating others well and outlines some common ethical issues businesses face like honesty, fair compensation, and respecting others. It discusses how ethics can contribute to employee commitment, investor loyalty, customer satisfaction, and relationships with stakeholders. The conclusion emphasizes that an integrity approach to business can strengthen competitiveness and improve work life and relationships.
The document discusses the main drivers for attracting, retaining, and engaging employees according to Towers Perrin's 2011 reference scores. For attraction, the top drivers included competitive pay, career advancement opportunities, convenient work location, and flexible schedules. For retention, the top drivers were the organization's reputation as a great place to work, satisfaction with people decisions, and good relationships with supervisors. For engagement, the top drivers included senior management interest in employee well-being, improved skills, input in decision making, and good relationships with supervisors.
This document outlines key concepts related to organizational reward systems and compensation. It defines intrinsic and extrinsic rewards and discusses how organizations should select rewards that are meaningful to employees. Intrinsic rewards come from performing tasks while extrinsic rewards are distributed directly by the organization. The document also discusses job satisfaction, its relationship to performance, and government legislation impacting compensation policies.
This document discusses factors that influence employee performance and choice to perform. It examines job attitudes like organizational commitment, job satisfaction, trust in supervision, fairness perceptions, and engagement. These attitudes are shaped by aspects of the job like pay, opportunities, coworkers, work itself and supervisor. The document recommends that organizations measure commitment and satisfaction regularly, be honest about results, invite accountability, treat the organization as a prototype, and encourage meaningful work to improve employee performance. Personality traits like conscientiousness and an internal locus of control are also recommended for hiring to boost performance.
The document discusses ethics and human resource management. It defines ethics and discusses its importance in organizations and HRM. It outlines some ethical issues in areas like compensation, employment practices, and privacy. It also provides solutions for addressing ethical problems, such as establishing policies, training employees, and designating an ethics executive. The document concludes with a case study of an Indian company that has built its HRM practices around core values like empowerment and respect, helping it compete globally while maintaining an ethical culture.
This document discusses organizational justice, which refers to employees' perceptions of fairness in the workplace. It outlines the evolution of organizational justice theory and defines the main types as distributive justice, procedural justice, and interactional justice. Antecedents that can influence justice perceptions, like employee participation and communication, are examined. Key outcomes of organizational justice like job satisfaction, performance, and absenteeism are also summarized. The document concludes with recommendations for implementing justice practices like ensuring benefits are distributed fairly and procedures are transparent.
Equity theory proposes that individuals are motivated when they perceive fair and equitable treatment compared to others. The theory was developed by John Stacey Adams in 1963 and suggests that people evaluate the fairness of their job inputs (like effort, skills) and outcomes (like pay, benefits) compared to referent others. If they perceive an imbalance or inequity between their inputs/outcomes ratio and that of others, they will feel distressed and be demotivated. The theory is used to understand employee motivation and satisfaction in organizational behavior.
This document discusses best practices for compensation management. It covers total rewards approaches, compensation components like base pay and benefits, pay structures using grades and ranges, and individual pay determination. The goal is to attract, motivate and retain employees through legally compliant, cost effective, and equitable compensation that recognizes individual contribution and performance.
This document discusses the importance of business ethics. It notes that ethical behavior and corporate social responsibility can boost sales, reduce employee turnover, attract more talented employees, and attract investors, protecting a company's share price. Unethical behavior may damage a company's reputation and lower profits. The document outlines foundations of ethical behavior like treating others well and outlines some common ethical issues businesses face like honesty, fair compensation, and respecting others. It discusses how ethics can contribute to employee commitment, investor loyalty, customer satisfaction, and relationships with stakeholders. The conclusion emphasizes that an integrity approach to business can strengthen competitiveness and improve work life and relationships.
Individuals are more satisfied with their jobs when promotion decisions are made fairly and policies are non-discriminatory. Unfair practices often demotivate and dissatisfy employees. It is important for organizations to have fair, equal policies and practices without discrimination to prevent frustration. When people feel their organization cares for them and improves their work and lives, they are happier and more satisfied. The caring organization is a network of connected individuals concerned for each other's well-being rather than focused solely on profit.
The document discusses elements that define a great workplace, including trust between employees and management, employee pride in their work, and camaraderie among colleagues. It explores key relationships and dimensions such as credibility, respect, fairness, pride and camaraderie. Examples of great workplaces like Publix Super Markets and Marion Labs are provided that emphasize constant communication, a sense of ownership, job security, and fair treatment.
This document discusses ethical dilemmas that can arise in the workplace and how to address them. It begins by defining ethics and explaining why ethics are important in the workplace, such as building credibility and trust. It then describes types of ethical dilemmas like double binds and fairness dilemmas. Examples of common unethical workplace behaviors are provided like lying, stealing, and favoritism. The document recommends steps organizations can take like establishing clear policies, training employees, and having an ethics hotline. It emphasizes treating all employees equally and with respect. Overall, the document stresses the importance of ethics for business success and having open communication to resolve any ethical issues.
This document discusses linking employee performance to pay. It explains that organizations typically have pay bands for different employee levels and categories. Within each band is a minimum and maximum pay, with increments given for meeting or exceeding expectations. Performance can be linked to short-term incentives for annual performance or long-term incentives for sustained high performance. While performance-based pay aims to motivate employees, it also presents challenges in ensuring fairness, transparency, and buy-in from employees and unions. Ethics are important to consider in performance management systems to promote fair treatment and uphold organizational values.
This document discusses pay for performance and compensation systems. It examines how compensation can be used to attract, retain, motivate, and develop employees. It explores different theories of motivation and components of total reward systems. The document analyzes research on whether compensation influences people to join or stay with a firm, develop skills, and improve job performance. While individual merit pay is questioned, evidence suggests group bonuses and profit/gain sharing can be effective forms of performance-based pay.
This document discusses Indian business ethics and work ethics. It defines business ethics as studying appropriate policies regarding controversial topics like governance, discrimination, and social responsibility. It notes that ethics are important for human needs, credibility with the public, and better decision making. Business ethics can be affected by cultural, economic, political and social factors. Work ethics refer to a set of values centered around the importance of work, like determination and hard work. At a basic level, work ethics involve discipline, punctuality, proper behavior, and not wasting time. At a top level, work ethics incorporate culture, loyalty, belongingness, and avoiding adverse actions.
This document discusses employee engagement and the factors that influence it. It argues that attitudes like job satisfaction, organizational commitment, trust in leadership, and perceptions of fairness are better predictors of job performance than personality. Engagement occurs when employees feel their values are aligned with the organization's, they have psychological safety in their work, and have a positive self-evaluation. The Gallup Q12 questions are proposed to measure engagement, but may actually measure antecedents and consequences of engagement. The document recommends hiring for conscientious personality traits, developing positive job attitudes through fairness and partnership with employees, and clearly communicating workplace expectations and values to improve engagement.
Internal equity refers to the fairness of an organization's pay structure. It can be established through job evaluation, which determines a job's worth to the employer, or competency analysis, which evaluates an individual's skills and abilities. Job evaluation methods include ranking jobs, classification systems, and point factor analysis. Alternatively, pay can be based on external market pricing. Maintaining internal equity ensures fair treatment and motivates performance.
This document discusses motivating employees and driving engagement through cost-neutral methods. It defines motivation and engagement as an individual's energy, drive and performance. Motivation comes from both monetary factors like salary and bonuses, as well as non-monetary factors such as recognition, job security, growth opportunities, and good working conditions. Engaged employees have commitment to their organization and its values. The document provides tips for driving engagement, such as providing variety in work, celebrating successes, open communication, and showing employees that their opinions matter. The overall goal is to motivate employees to willingly work to achieve organizational goals.
This document discusses career anchors, which are areas of competence, motives, and values that a person would not give up. It identifies 8 common career anchors: technical/functional competence, general managerial competence, autonomy/independence, security/stability, entrepreneurial creativity, service/dedication to a cause, pure challenge, and lifestyle. Understanding a potential employee's career anchor is important so employers don't hire someone whose anchor does not align with the organization's culture and objectives. The document describes each of the 8 anchors and how people with those anchors typically view pay, rewards, and recognition.
Wage and salary administration refers to establishing compensation policies and managing an organization's pay program. Its objectives include attracting qualified employees, retaining current staff, maintaining fair pay, and complying with legal requirements. Principles of administration state that pay should be flexible, consistent, fair based on job duties, and regularly reviewed. Components of compensation include financial elements like hourly wages, incentives, and benefits, as well as non-financial rewards. Factors influencing pay internally and externally.
Pay Equity in the 21st century Session 5 CUPA 18Sept2017James Sillery
Presentation at the 2017 CUPA Conference in San Diego. A deep dive into a pay equity study, including project structure, objectives and diagnostic tools. The presentation shows how to conduct a study and what the can tell you about your HR programs.
Webinar - How to Build Fair Compensation Policies That Support Pay EquityPayScale, Inc.
Join Payscale’s pay equity experts Ruth Thomas and Vicky Peakman as they cover best practices to ensure your compensation policies are aligned and fair, how to build a sustainable pay equity management framework, and how auditing your pay policies can lead to a more inclusive and transparent company culture.
This document summarizes key aspects of human resources management. It discusses harassment and job analysis procedures. It also outlines the employee attracting process, including internal and external recruiting methods. The selection process and new employee orientation and training programs are described. Additional topics covered include job evaluation, benefits, health and safety standards, labor unions, and procedures for terminating employees.
Finding, Hiring and Engaging Superstar Employees for Your Small BusinessKabbage
If you’re a small business owner, you spend a lot of your time wearing many hats. One of them is the human resources (HR) hat that requires you to recruit, hire, train, evaluate, compensate, and engage with employees – all while you are managing everything else. With so many moving components, how do you achieve HR excellence in a small business?
This presentation covers the five best practices that small business owners should execute to find, hire, and engage superstar employees
The document discusses fairness in the workplace and provides guidance for managers to demonstrate fairness. It outlines principles of distributive, procedural, informational, and interactional fairness. The document also lists laws and regulations related to fairness and discrimination. Finally, it recommends interpersonal techniques for managers to employ fairness such as listening to employees, being adaptable and respectful, and problem solving collaboratively.
This document discusses fairness in the workplace and how managers can demonstrate fairness. It defines fairness as including equity, respect, acknowledgement, and increased work production. It explains that employees want equal treatment and rewards for equal work, clear procedures, adequate information about decisions affecting them, and to be treated with dignity. Managers should ensure diversity, flexibility, respect, and support in their organizations. Following proper procedures, performance management, and interpersonal skills can help managers make fair decisions and overcome challenges to perceptions of fairness.
1. The document discusses strategies for reducing employee turnover, including addressing the root causes of involuntary turnover like poor performance or hiring mistakes, and voluntary turnover such as lack of career growth, low pay, or bad managers.
2. It also covers principles for fair employee discipline and separation like having standardized rules and progressive discipline, as well as ensuring outcomes are fair and legal requirements around discrimination and privacy are followed.
3. Several factors can influence job satisfaction, from tasks and roles to relationships with supervisors and pay, and employers should monitor satisfaction through surveys to improve retention and prevent voluntary turnover.
The document discusses ethical dilemmas that can arise in the workplace. It defines ethics and explains why ethics are important in business communication. Some common sources of ethical behavior and types of ethical dilemmas are described. Examples of unethical behaviors in organizations are provided. The document also discusses how values drive behavior and provides steps to overcome ethical dilemmas. It emphasizes developing ethical policies and training, establishing confidential ethics reporting, and applying policies consistently.
This document discusses how organizational factors influence ethical decision making. It notes that ethical choices in business are often made jointly in groups, and that decisions are based on personal backgrounds and behaviors learned from others in the organization. It also states that alignment between personal and organizational values can create positive work outcomes, while misalignment relates to lower commitment, satisfaction and motivation. Finally, it explains that a company's culture, as reflected in its mission and values, interactions with industry rules, and communication, helps determine what is considered ethical behavior.
I recently completed a Lynda certification about Implementing Supply Chain Management and created a slideshow to summarize the information discussed in the session. Please relay any feedback or comments!
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Individuals are more satisfied with their jobs when promotion decisions are made fairly and policies are non-discriminatory. Unfair practices often demotivate and dissatisfy employees. It is important for organizations to have fair, equal policies and practices without discrimination to prevent frustration. When people feel their organization cares for them and improves their work and lives, they are happier and more satisfied. The caring organization is a network of connected individuals concerned for each other's well-being rather than focused solely on profit.
The document discusses elements that define a great workplace, including trust between employees and management, employee pride in their work, and camaraderie among colleagues. It explores key relationships and dimensions such as credibility, respect, fairness, pride and camaraderie. Examples of great workplaces like Publix Super Markets and Marion Labs are provided that emphasize constant communication, a sense of ownership, job security, and fair treatment.
This document discusses ethical dilemmas that can arise in the workplace and how to address them. It begins by defining ethics and explaining why ethics are important in the workplace, such as building credibility and trust. It then describes types of ethical dilemmas like double binds and fairness dilemmas. Examples of common unethical workplace behaviors are provided like lying, stealing, and favoritism. The document recommends steps organizations can take like establishing clear policies, training employees, and having an ethics hotline. It emphasizes treating all employees equally and with respect. Overall, the document stresses the importance of ethics for business success and having open communication to resolve any ethical issues.
This document discusses linking employee performance to pay. It explains that organizations typically have pay bands for different employee levels and categories. Within each band is a minimum and maximum pay, with increments given for meeting or exceeding expectations. Performance can be linked to short-term incentives for annual performance or long-term incentives for sustained high performance. While performance-based pay aims to motivate employees, it also presents challenges in ensuring fairness, transparency, and buy-in from employees and unions. Ethics are important to consider in performance management systems to promote fair treatment and uphold organizational values.
This document discusses pay for performance and compensation systems. It examines how compensation can be used to attract, retain, motivate, and develop employees. It explores different theories of motivation and components of total reward systems. The document analyzes research on whether compensation influences people to join or stay with a firm, develop skills, and improve job performance. While individual merit pay is questioned, evidence suggests group bonuses and profit/gain sharing can be effective forms of performance-based pay.
This document discusses Indian business ethics and work ethics. It defines business ethics as studying appropriate policies regarding controversial topics like governance, discrimination, and social responsibility. It notes that ethics are important for human needs, credibility with the public, and better decision making. Business ethics can be affected by cultural, economic, political and social factors. Work ethics refer to a set of values centered around the importance of work, like determination and hard work. At a basic level, work ethics involve discipline, punctuality, proper behavior, and not wasting time. At a top level, work ethics incorporate culture, loyalty, belongingness, and avoiding adverse actions.
This document discusses employee engagement and the factors that influence it. It argues that attitudes like job satisfaction, organizational commitment, trust in leadership, and perceptions of fairness are better predictors of job performance than personality. Engagement occurs when employees feel their values are aligned with the organization's, they have psychological safety in their work, and have a positive self-evaluation. The Gallup Q12 questions are proposed to measure engagement, but may actually measure antecedents and consequences of engagement. The document recommends hiring for conscientious personality traits, developing positive job attitudes through fairness and partnership with employees, and clearly communicating workplace expectations and values to improve engagement.
Internal equity refers to the fairness of an organization's pay structure. It can be established through job evaluation, which determines a job's worth to the employer, or competency analysis, which evaluates an individual's skills and abilities. Job evaluation methods include ranking jobs, classification systems, and point factor analysis. Alternatively, pay can be based on external market pricing. Maintaining internal equity ensures fair treatment and motivates performance.
This document discusses motivating employees and driving engagement through cost-neutral methods. It defines motivation and engagement as an individual's energy, drive and performance. Motivation comes from both monetary factors like salary and bonuses, as well as non-monetary factors such as recognition, job security, growth opportunities, and good working conditions. Engaged employees have commitment to their organization and its values. The document provides tips for driving engagement, such as providing variety in work, celebrating successes, open communication, and showing employees that their opinions matter. The overall goal is to motivate employees to willingly work to achieve organizational goals.
This document discusses career anchors, which are areas of competence, motives, and values that a person would not give up. It identifies 8 common career anchors: technical/functional competence, general managerial competence, autonomy/independence, security/stability, entrepreneurial creativity, service/dedication to a cause, pure challenge, and lifestyle. Understanding a potential employee's career anchor is important so employers don't hire someone whose anchor does not align with the organization's culture and objectives. The document describes each of the 8 anchors and how people with those anchors typically view pay, rewards, and recognition.
Wage and salary administration refers to establishing compensation policies and managing an organization's pay program. Its objectives include attracting qualified employees, retaining current staff, maintaining fair pay, and complying with legal requirements. Principles of administration state that pay should be flexible, consistent, fair based on job duties, and regularly reviewed. Components of compensation include financial elements like hourly wages, incentives, and benefits, as well as non-financial rewards. Factors influencing pay internally and externally.
Pay Equity in the 21st century Session 5 CUPA 18Sept2017James Sillery
Presentation at the 2017 CUPA Conference in San Diego. A deep dive into a pay equity study, including project structure, objectives and diagnostic tools. The presentation shows how to conduct a study and what the can tell you about your HR programs.
Webinar - How to Build Fair Compensation Policies That Support Pay EquityPayScale, Inc.
Join Payscale’s pay equity experts Ruth Thomas and Vicky Peakman as they cover best practices to ensure your compensation policies are aligned and fair, how to build a sustainable pay equity management framework, and how auditing your pay policies can lead to a more inclusive and transparent company culture.
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If you’re a small business owner, you spend a lot of your time wearing many hats. One of them is the human resources (HR) hat that requires you to recruit, hire, train, evaluate, compensate, and engage with employees – all while you are managing everything else. With so many moving components, how do you achieve HR excellence in a small business?
This presentation covers the five best practices that small business owners should execute to find, hire, and engage superstar employees
The document discusses fairness in the workplace and provides guidance for managers to demonstrate fairness. It outlines principles of distributive, procedural, informational, and interactional fairness. The document also lists laws and regulations related to fairness and discrimination. Finally, it recommends interpersonal techniques for managers to employ fairness such as listening to employees, being adaptable and respectful, and problem solving collaboratively.
This document discusses fairness in the workplace and how managers can demonstrate fairness. It defines fairness as including equity, respect, acknowledgement, and increased work production. It explains that employees want equal treatment and rewards for equal work, clear procedures, adequate information about decisions affecting them, and to be treated with dignity. Managers should ensure diversity, flexibility, respect, and support in their organizations. Following proper procedures, performance management, and interpersonal skills can help managers make fair decisions and overcome challenges to perceptions of fairness.
1. The document discusses strategies for reducing employee turnover, including addressing the root causes of involuntary turnover like poor performance or hiring mistakes, and voluntary turnover such as lack of career growth, low pay, or bad managers.
2. It also covers principles for fair employee discipline and separation like having standardized rules and progressive discipline, as well as ensuring outcomes are fair and legal requirements around discrimination and privacy are followed.
3. Several factors can influence job satisfaction, from tasks and roles to relationships with supervisors and pay, and employers should monitor satisfaction through surveys to improve retention and prevent voluntary turnover.
The document discusses ethical dilemmas that can arise in the workplace. It defines ethics and explains why ethics are important in business communication. Some common sources of ethical behavior and types of ethical dilemmas are described. Examples of unethical behaviors in organizations are provided. The document also discusses how values drive behavior and provides steps to overcome ethical dilemmas. It emphasizes developing ethical policies and training, establishing confidential ethics reporting, and applying policies consistently.
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Forrester’s Digital Transformation Framework
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3. FAIRNESS IN THE WORKPLACE
• Fairness = Good Relationshps and Trust
• Fairness will motivate employees to do quality work
• More likely to internalize goals and values of the
company
4. PERCEPTION OF FAIRNESS
• Measure fairness by comparing to contributions or
costs
• Benefits > Cost = Fair
• Benefits < Cost = Unfair
5. ROLES OF FAIRNESS
• Companies must be Equal Opportunity Employers
• Must show support and respect
• Be pleasant and flexible
• Avoid playing favorites
6. DISTRIBUTE FAIRNESS
• Same work = Same reward/treatment
• Lack of this causes disengagement, turnover,
counterprductive behavior
7. PROCEDURAL FAIRNESS
• Contributs to equality in the workplace leading to
positive work environment
• Following the right procedures leads to perceived
fairness and usually the correct decision