The document discusses labor relations and employee unionization. It notes that how a company manages its employment relationships can impact productivity. When employees unionize, it creates challenges for HR management. Employees typically unionize to gain perceived economic or political benefits and power in numbers. Collective bargaining involves management and unions negotiating terms of employment in good faith to achieve win-win outcomes. Unions today need to develop partnerships with employers and seek mutual gains.
The document discusses various traditional training methods. It describes presentation methods like lectures and audiovisual techniques which involve passive learning. Hands-on methods are described as more active, including on-the-job training, simulations, case studies, and role plays. On-the-job training involves learning tasks from experienced employees. Simulations replicate real work environments for low-risk practice. Apprenticeships combine on-the-job and classroom training over time. The document provides details on implementing different methods and their advantages and disadvantages.
A performance appraisal is a systematic process that assesses an employee's job performance and productivity in relation to established standards. It aims to improve future performance by identifying how employees are working, motivating high performers, and providing training to underperformers. There are traditional methods like ranking, graphic scales, and checklists as well as modern methods like assessment centers, 360-degree feedback, and 720-degree feedback. Performance appraisals provide documentation, feedback opportunities, and structure for goal-setting and evaluation, but can also be time-consuming and subject to biases. They inform decisions around training, promotions, compensation, and career development.
The document provides an overview of performance appraisal processes and methods. It defines performance appraisal, outlines its objectives and processes. It describes various methods of performance appraisal including graphic rating scales, ranking, forced choice, critical incidents, management by objectives. It discusses sources of information, challenges, errors and strategies to improve performance appraisal.
This document provides an introduction to the Balanced Scorecard (BSC) framework for measurement and management. It discusses how the BSC translates an organization's mission and strategy into objectives and performance measures across four perspectives: financial, customer, internal processes, and learning and growth. This allows companies to track both financial results and progress building intangible assets for future growth. The BSC is presented as a key tool for navigating today's complex competitive environments.
Training and Development, Compensation ORGMNGT.pptxLOWIEATCHASO1
The document discusses various aspects of training and development in organizations. It emphasizes that training and development are essential for organizations to succeed today and gain a competitive edge. It describes conducting a training needs assessment by analyzing the organization, tasks, and individuals. It also outlines different learning principles for training programs such as modeling, feedback, massed vs distributed learning, and goal setting. The document provides details on designing training programs, various implementation methods, and evaluating the impact of training. Overall, the document stresses that continuous learning through proper training and development is important for employees and organizations to perform well.
Training is a highly useful tool that can bring an employee into a position where they can do their job correctly, effectively, and conscientiously. Training is the act of increasing the knowledge and skill of an employee for doing a particular job.
According to Edwin Flippo, ‘training is the act of increasing the skills of an employee for doing a particular job’.
This document discusses training needs analysis (TNA) at Transaction Processing System (TPS), a fintech company. It describes TPS's TNA process, which includes collecting data from HR surveys and customer feedback to identify performance gaps. TPS then analyzes the data and provides training programs like job shadowing, team training, and online training to address the gaps. The effectiveness of the training is measured by comparing employee performance before and after training. TPS conducts TNA semi-annually to continuously improve performance and address emerging needs.
This document provides an overview of organizational policies and procedures related to staffing functions. It discusses topics like wage and salary administration, fringe benefits, implementing policies, directing and delegating work, controlling operations, and employee motivation programs. The objectives are to understand the link between workplace climate and employee commitment, how policies are formulated and communicated, and ways to address employee dissatisfaction through recognition programs. Specific policies and procedures around compensation, benefits, and performance management are examined.
The document discusses various traditional training methods. It describes presentation methods like lectures and audiovisual techniques which involve passive learning. Hands-on methods are described as more active, including on-the-job training, simulations, case studies, and role plays. On-the-job training involves learning tasks from experienced employees. Simulations replicate real work environments for low-risk practice. Apprenticeships combine on-the-job and classroom training over time. The document provides details on implementing different methods and their advantages and disadvantages.
A performance appraisal is a systematic process that assesses an employee's job performance and productivity in relation to established standards. It aims to improve future performance by identifying how employees are working, motivating high performers, and providing training to underperformers. There are traditional methods like ranking, graphic scales, and checklists as well as modern methods like assessment centers, 360-degree feedback, and 720-degree feedback. Performance appraisals provide documentation, feedback opportunities, and structure for goal-setting and evaluation, but can also be time-consuming and subject to biases. They inform decisions around training, promotions, compensation, and career development.
The document provides an overview of performance appraisal processes and methods. It defines performance appraisal, outlines its objectives and processes. It describes various methods of performance appraisal including graphic rating scales, ranking, forced choice, critical incidents, management by objectives. It discusses sources of information, challenges, errors and strategies to improve performance appraisal.
This document provides an introduction to the Balanced Scorecard (BSC) framework for measurement and management. It discusses how the BSC translates an organization's mission and strategy into objectives and performance measures across four perspectives: financial, customer, internal processes, and learning and growth. This allows companies to track both financial results and progress building intangible assets for future growth. The BSC is presented as a key tool for navigating today's complex competitive environments.
Training and Development, Compensation ORGMNGT.pptxLOWIEATCHASO1
The document discusses various aspects of training and development in organizations. It emphasizes that training and development are essential for organizations to succeed today and gain a competitive edge. It describes conducting a training needs assessment by analyzing the organization, tasks, and individuals. It also outlines different learning principles for training programs such as modeling, feedback, massed vs distributed learning, and goal setting. The document provides details on designing training programs, various implementation methods, and evaluating the impact of training. Overall, the document stresses that continuous learning through proper training and development is important for employees and organizations to perform well.
Training is a highly useful tool that can bring an employee into a position where they can do their job correctly, effectively, and conscientiously. Training is the act of increasing the knowledge and skill of an employee for doing a particular job.
According to Edwin Flippo, ‘training is the act of increasing the skills of an employee for doing a particular job’.
This document discusses training needs analysis (TNA) at Transaction Processing System (TPS), a fintech company. It describes TPS's TNA process, which includes collecting data from HR surveys and customer feedback to identify performance gaps. TPS then analyzes the data and provides training programs like job shadowing, team training, and online training to address the gaps. The effectiveness of the training is measured by comparing employee performance before and after training. TPS conducts TNA semi-annually to continuously improve performance and address emerging needs.
This document provides an overview of organizational policies and procedures related to staffing functions. It discusses topics like wage and salary administration, fringe benefits, implementing policies, directing and delegating work, controlling operations, and employee motivation programs. The objectives are to understand the link between workplace climate and employee commitment, how policies are formulated and communicated, and ways to address employee dissatisfaction through recognition programs. Specific policies and procedures around compensation, benefits, and performance management are examined.
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
How to Create a Competency-Based Training Program | Webinar 01.20.15BizLibrary
How do you create targeted employee development plans that actually improve the performance of your organization?
The easiest way to target employee development is through competency-based training. Competency-based training links individual performance to the goals of the organization.
In this webinar we’ll provide a straightforward seven-step process any organization can use to implement competency-based training starting today.
www.bizlibrary.com
The document discusses various aspects of evaluating training programs and determining return on investment. It covers determining objectives, identifying costs, and measuring outcomes related to quality, safety, and productivity. It also discusses using success stories and return on expectations to demonstrate benefits to stakeholders. Big data, workforce analytics, and dashboards can provide insights into training impact and effectiveness. Valid evaluation considers behavioral, skill-based, and affective outcomes and controls for threats to validity through techniques like pre-and post-testing and random assignment.
The document is a summer internship report submitted by Sem Shaikh to The M.S. University of Baroda in partial fulfillment of a Master of Commerce degree. The report details Sem Shaikh's internship studying the performance management system at Uflex Ltd from January 1st to March 30th, 2014. The report includes an introduction to performance management systems, the objectives and rationale of the project, a literature review on performance management, and an introduction to Uflex Ltd.
A training process usually begins with a triggering event..docxbartholomeocoombs
A training process usually begins with a triggering event.
This happens when managers realize that the actual organizational performance (AOP) is less than expected organizational
performance (EOP).
INTRODUCTION
1 TRAINING IS A LEARNING PROCESS THAT INVOLVES THE ACQUISITION OF KNOWLEDGE, SHARPENING
OF SKILLS, CONCEPTS, RULES, OR CHANGING OF ATTITUDES AND BEHAVIOURS TO ENHANCE THE
PERFORMANCE OF EMPLOYEES.
A training process usually begins with a triggering event.
The process of training and development involves various stages through which a worker has to pass 2
The process of training and development has various stages through which a worker has to pass.
The stages involved provide an evaluated layout of the workers performance.
Also the one who manages to attaining rewards in the midst of the changing technology of production.
These process of the Training Process Model involve phases which are five and include; Needs Analysis Phase, Design Phase,
Developmental Phase, Implementation Phase and the Evaluation phase.
2 NEEDS ANALYSIS IS WHERE THE NEED FOR THE TRAINING IS STUDIED.
DESIGN IS THE PHASE WHERE THE TRAINING PROGRAM IS OUTLINED AND PLANNED.
DEVELOPMENT IS WHERE THE TRAINING IS ROLLED OUT TO THE FIELD IN WHATEVER FORM THE
DESIGN PHASE STIPULATED.
EVALUATION CONCLUDES THE PROCESS AND MEASURES HOW EFFECTIVE THE TRAINING PROGRAM WAS
AT ACHIEVING ITS GOALS.
CONTINUATION
2 ANALYSIS STANDS FOR NEEDS ANALYSIS, WHERE THE NEED FOR THE TRAINING IS STUDIED. DESIGN
IS THE PHASE WHERE THE TRAINING PROGRAM IS OUTLINED AND PLANNED. DEVELOPMENT IS WHERE
THE TRAINING IS ROLLED OUT TO THE FIELD IN WHATEVER FORM THE DESIGN PHASE STIPULATED.
EVALUATION CONCLUDES THE PROCESS AND MEASURES HOW EFFECTIVE THE TRAINING PROGRAM WAS
AT ACHIEVING ITS GOALS.
3
2 ANALYSIS IS THE FIRST PHASE OF THE TRAINING MODEL.
DURING THIS PHASE, TRAINERS ANALYZE ALL ASPECTS OF A TRAINING PROBLEM AND BEGIN SEEKING
ANSWERS WHILE PROPOSING A SOLUTION.
TIMELINES ARE ESTABLISHED, TRAINING OBJECTIVES ARE CREATED, AND FIRST OUTLINES OF THE
TRAINING PROGRAM BEGIN TO TAKE SHAPE.
POTENTIAL CAUSES AND POSSIBLE SOLUTIONS ARE EXPLORED, AND INITIAL BUDGETS ARE PROPOSED.
NEEDS ANALYSIS IS WHERE THE NEED FOR THE TRAINING IS STUDIED.
BARRIERS TO SUCCESS ARE INVESTIGATED, AND THE TARGET AUDIENCE IS ANALYZED. GREAT
TRAINING SOLUTIONS MUST BEGIN WITH ANALYSIS.
Current results and desired results are compared making it become a crucial state.
NEEDS ANALYSIS
2 ANALYSIS IS THE FIRST PHASE OF THE TRAINING MODEL. DURING THIS PHASE, TRAINERS ANALYZE
ALL ASPECTS OF A TRAINING PROBLEM AND BEGIN SEEKING ANSWERS WHILE PROPOSING A SOLUTION.
TIMELINES ARE ESTABLISHED, TRAINING OBJECTIVES ARE CREATED, AND FIRST OUTLINES OF THE
TRAINING PROGRAM BEGIN TO TAKE SHAPE. POTENTIAL CAUSES AND POSSIBLE SOLUTIONS ARE
EXPLORED, AND INITIAL BUDGETS ARE PROPOSED. BARRIERS TO SUCCESS ARE INVESTIGATED, AND THE
TARGET AUDIENCE IS ANALYZED. GREAT TRAINING SOLUTIONS MUST BEGIN WITH ANALYSIS.
4
.
The document discusses key performance areas (KPA), key result areas (KRA), and performance management strategies. It defines KRA as the crucial outcome spaces for which an individual is responsible, while KPA refers to the activities required to achieve the KRA. KRAs are derived based on organizational goals and objectives. Result-based performance management uses feedback loops to achieve strategic goals. Merit-based promotions evaluate applicants based on experience, education, competencies, and performance. Reward and compensation strategies establish pay parameters to attract, retain, and motivate employees based on performance.
Advantage of T&D for HR function like Compensation Shikha Bhatia
Training and development play a key role in an HR compensation function by supporting each stage of the compensation process.
At the assessment stage, training aids in analyzing the organization and labor market. In design, it helps understand compensation components and variable pay systems. Development requires documenting strategies for all compensation practices. Implementation ensures guidelines are followed to balance organizational and individual needs. Evaluation supports reviewing roles and pay for consistency and making improvements. Overall, training strategically links compensation to performance to plan effective reward programs.
The document discusses various approaches to defining and measuring organizational effectiveness, including goal attainment, system resources, strategic constituencies, competing values, internal processes, human relations, open systems, and rational goals. It also examines factors that influence effectiveness such as top management, the manager-subordinate relationship, individual managers, and criteria for evaluating effectiveness from the perspective of different constituencies. Finally, it provides recommendations for increasing organizational effectiveness such as clarifying goals, fostering a positive culture, soliciting employee feedback, holding managers accountable, and empowering employees.
This document discusses recruitment strategies and provides information on determining staffing needs, internal and external recruitment options, job advertisements, and preparation for applicant responses. It defines key terms, outlines factors that influence the supply and demand for labor, and compares the advantages and disadvantages of internal and external recruitment. Guidelines are provided for writing effective job advertisements, including preparing job descriptions and identifying critical hiring factors. Application processes such as requisition forms and applicant information packages are also reviewed.
In this file, you can ref useful information about appraisal of performance such as appraisal of performance methods, appraisal of performance tips, appraisal of performance forms, appraisal of performance phrases … If you need more assistant for appraisal of performance, please leave your comment at the end of file.
How to Build a Business Case for Online Employee Training - Webinar 09.04.14BizLibrary
In this webinar we'll discuss 5 key elements to include in your business case for online employee training and development.
www.bizlibrary.com/webinars
Recruitment and selection process @navinfotech bhopalPriya Dubey
The document discusses the recruitment and selection process at NAV INFOTECH PVT LTD. It describes the company profile and outlines their 9-step selection process. This includes planning recruitment, developing search strategies, searching for candidates, screening applications, conducting interviews and tests, making selection decisions, extending job offers, drafting employment contracts, and evaluating the selection program. The summary concludes that NAV INFOTECH follows effective recruitment and selection policies, but could improve by adopting psychometric testing to better understand candidates.
The document discusses the four main functions of media management: planning, organizing, directing, and controlling. It describes each function in detail, explaining how planning involves assessing the company's current position and goals, organizing is getting resources prepared to implement plans, directing helps control and supervise staff to achieve goals, and controlling establishes performance standards and evaluates actual performance. Effective management across all four functions is needed to successfully achieve organizational objectives and goals.
The document provides an overview of the responsibilities and duties of an Area Sales Manager. It discusses key aspects of the role including management, leadership, coaching sales teams, and ensuring smooth sales and distribution operations in their area to achieve company objectives. The document outlines the managerial functions of planning, implementation, leading, and controlling, and describes different types of managers and leadership styles. It also covers recruiting and training sales representatives, and conducting field visits and joint sales calls to coach and develop team members.
The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
group 3 (zartaj group).pptxvvvvvvvvvvvvvvvvvvvvvSaminaNawaz14
The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
This document provides an overview of employee performance appraisal systems. It discusses the purposes of performance appraisal which include improving performance, identifying potential, and assisting with pay increases. The document outlines the appraisal process, best practices for an effective system, and advantages of performance management which ensure employees and managers are aware of performance expectations and improvements. It emphasizes that appraisal should be an ongoing, continuous process rather than just an annual event.
The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.
Employee engagement describes the level of enthusiasm and dedication a worker feels toward their job. Engaged employees are more likely to be productive and higher performing. An organization can measure engagement through surveys and use the insights to identify areas for improvement and develop strategies to enhance engagement. Strategies like recognition programs, training opportunities, and employee well-being initiatives can boost engagement. However, sustaining engagement requires continuous effort as workforce needs change over time.
This document discusses key concepts in management including managerial functions, skills, decision making environments, and styles. It covers the essentials of management like planning, organizing, staffing, directing, and controlling. Planning involves setting objectives, developing strategies, and formulating plans. Organizing establishes roles and a structure. Staffing focuses on recruitment and selection. Directing provides leadership. Controlling measures performance. Decision making can occur under certainty, uncertainty, or risk with different types and styles.
Narayana Murthy co-founded Infosys in 1981 and implemented strategies that made it one of India's largest IT companies. Infosys was the first company to push for offshore software development and follow US financial disclosure standards. Murthy focused on the challenging US market and globalized the Indian software industry through strategies like the Global Delivery Model. Infosys also emphasized rigorous HR practices including training, competitive benefits, and an employee stock option plan to attract and retain talent. These strategies and Murthy's leadership contributed significantly to Infosys' success.
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
How to Create a Competency-Based Training Program | Webinar 01.20.15BizLibrary
How do you create targeted employee development plans that actually improve the performance of your organization?
The easiest way to target employee development is through competency-based training. Competency-based training links individual performance to the goals of the organization.
In this webinar we’ll provide a straightforward seven-step process any organization can use to implement competency-based training starting today.
www.bizlibrary.com
The document discusses various aspects of evaluating training programs and determining return on investment. It covers determining objectives, identifying costs, and measuring outcomes related to quality, safety, and productivity. It also discusses using success stories and return on expectations to demonstrate benefits to stakeholders. Big data, workforce analytics, and dashboards can provide insights into training impact and effectiveness. Valid evaluation considers behavioral, skill-based, and affective outcomes and controls for threats to validity through techniques like pre-and post-testing and random assignment.
The document is a summer internship report submitted by Sem Shaikh to The M.S. University of Baroda in partial fulfillment of a Master of Commerce degree. The report details Sem Shaikh's internship studying the performance management system at Uflex Ltd from January 1st to March 30th, 2014. The report includes an introduction to performance management systems, the objectives and rationale of the project, a literature review on performance management, and an introduction to Uflex Ltd.
A training process usually begins with a triggering event..docxbartholomeocoombs
A training process usually begins with a triggering event.
This happens when managers realize that the actual organizational performance (AOP) is less than expected organizational
performance (EOP).
INTRODUCTION
1 TRAINING IS A LEARNING PROCESS THAT INVOLVES THE ACQUISITION OF KNOWLEDGE, SHARPENING
OF SKILLS, CONCEPTS, RULES, OR CHANGING OF ATTITUDES AND BEHAVIOURS TO ENHANCE THE
PERFORMANCE OF EMPLOYEES.
A training process usually begins with a triggering event.
The process of training and development involves various stages through which a worker has to pass 2
The process of training and development has various stages through which a worker has to pass.
The stages involved provide an evaluated layout of the workers performance.
Also the one who manages to attaining rewards in the midst of the changing technology of production.
These process of the Training Process Model involve phases which are five and include; Needs Analysis Phase, Design Phase,
Developmental Phase, Implementation Phase and the Evaluation phase.
2 NEEDS ANALYSIS IS WHERE THE NEED FOR THE TRAINING IS STUDIED.
DESIGN IS THE PHASE WHERE THE TRAINING PROGRAM IS OUTLINED AND PLANNED.
DEVELOPMENT IS WHERE THE TRAINING IS ROLLED OUT TO THE FIELD IN WHATEVER FORM THE
DESIGN PHASE STIPULATED.
EVALUATION CONCLUDES THE PROCESS AND MEASURES HOW EFFECTIVE THE TRAINING PROGRAM WAS
AT ACHIEVING ITS GOALS.
CONTINUATION
2 ANALYSIS STANDS FOR NEEDS ANALYSIS, WHERE THE NEED FOR THE TRAINING IS STUDIED. DESIGN
IS THE PHASE WHERE THE TRAINING PROGRAM IS OUTLINED AND PLANNED. DEVELOPMENT IS WHERE
THE TRAINING IS ROLLED OUT TO THE FIELD IN WHATEVER FORM THE DESIGN PHASE STIPULATED.
EVALUATION CONCLUDES THE PROCESS AND MEASURES HOW EFFECTIVE THE TRAINING PROGRAM WAS
AT ACHIEVING ITS GOALS.
3
2 ANALYSIS IS THE FIRST PHASE OF THE TRAINING MODEL.
DURING THIS PHASE, TRAINERS ANALYZE ALL ASPECTS OF A TRAINING PROBLEM AND BEGIN SEEKING
ANSWERS WHILE PROPOSING A SOLUTION.
TIMELINES ARE ESTABLISHED, TRAINING OBJECTIVES ARE CREATED, AND FIRST OUTLINES OF THE
TRAINING PROGRAM BEGIN TO TAKE SHAPE.
POTENTIAL CAUSES AND POSSIBLE SOLUTIONS ARE EXPLORED, AND INITIAL BUDGETS ARE PROPOSED.
NEEDS ANALYSIS IS WHERE THE NEED FOR THE TRAINING IS STUDIED.
BARRIERS TO SUCCESS ARE INVESTIGATED, AND THE TARGET AUDIENCE IS ANALYZED. GREAT
TRAINING SOLUTIONS MUST BEGIN WITH ANALYSIS.
Current results and desired results are compared making it become a crucial state.
NEEDS ANALYSIS
2 ANALYSIS IS THE FIRST PHASE OF THE TRAINING MODEL. DURING THIS PHASE, TRAINERS ANALYZE
ALL ASPECTS OF A TRAINING PROBLEM AND BEGIN SEEKING ANSWERS WHILE PROPOSING A SOLUTION.
TIMELINES ARE ESTABLISHED, TRAINING OBJECTIVES ARE CREATED, AND FIRST OUTLINES OF THE
TRAINING PROGRAM BEGIN TO TAKE SHAPE. POTENTIAL CAUSES AND POSSIBLE SOLUTIONS ARE
EXPLORED, AND INITIAL BUDGETS ARE PROPOSED. BARRIERS TO SUCCESS ARE INVESTIGATED, AND THE
TARGET AUDIENCE IS ANALYZED. GREAT TRAINING SOLUTIONS MUST BEGIN WITH ANALYSIS.
4
.
The document discusses key performance areas (KPA), key result areas (KRA), and performance management strategies. It defines KRA as the crucial outcome spaces for which an individual is responsible, while KPA refers to the activities required to achieve the KRA. KRAs are derived based on organizational goals and objectives. Result-based performance management uses feedback loops to achieve strategic goals. Merit-based promotions evaluate applicants based on experience, education, competencies, and performance. Reward and compensation strategies establish pay parameters to attract, retain, and motivate employees based on performance.
Advantage of T&D for HR function like Compensation Shikha Bhatia
Training and development play a key role in an HR compensation function by supporting each stage of the compensation process.
At the assessment stage, training aids in analyzing the organization and labor market. In design, it helps understand compensation components and variable pay systems. Development requires documenting strategies for all compensation practices. Implementation ensures guidelines are followed to balance organizational and individual needs. Evaluation supports reviewing roles and pay for consistency and making improvements. Overall, training strategically links compensation to performance to plan effective reward programs.
The document discusses various approaches to defining and measuring organizational effectiveness, including goal attainment, system resources, strategic constituencies, competing values, internal processes, human relations, open systems, and rational goals. It also examines factors that influence effectiveness such as top management, the manager-subordinate relationship, individual managers, and criteria for evaluating effectiveness from the perspective of different constituencies. Finally, it provides recommendations for increasing organizational effectiveness such as clarifying goals, fostering a positive culture, soliciting employee feedback, holding managers accountable, and empowering employees.
This document discusses recruitment strategies and provides information on determining staffing needs, internal and external recruitment options, job advertisements, and preparation for applicant responses. It defines key terms, outlines factors that influence the supply and demand for labor, and compares the advantages and disadvantages of internal and external recruitment. Guidelines are provided for writing effective job advertisements, including preparing job descriptions and identifying critical hiring factors. Application processes such as requisition forms and applicant information packages are also reviewed.
In this file, you can ref useful information about appraisal of performance such as appraisal of performance methods, appraisal of performance tips, appraisal of performance forms, appraisal of performance phrases … If you need more assistant for appraisal of performance, please leave your comment at the end of file.
How to Build a Business Case for Online Employee Training - Webinar 09.04.14BizLibrary
In this webinar we'll discuss 5 key elements to include in your business case for online employee training and development.
www.bizlibrary.com/webinars
Recruitment and selection process @navinfotech bhopalPriya Dubey
The document discusses the recruitment and selection process at NAV INFOTECH PVT LTD. It describes the company profile and outlines their 9-step selection process. This includes planning recruitment, developing search strategies, searching for candidates, screening applications, conducting interviews and tests, making selection decisions, extending job offers, drafting employment contracts, and evaluating the selection program. The summary concludes that NAV INFOTECH follows effective recruitment and selection policies, but could improve by adopting psychometric testing to better understand candidates.
The document discusses the four main functions of media management: planning, organizing, directing, and controlling. It describes each function in detail, explaining how planning involves assessing the company's current position and goals, organizing is getting resources prepared to implement plans, directing helps control and supervise staff to achieve goals, and controlling establishes performance standards and evaluates actual performance. Effective management across all four functions is needed to successfully achieve organizational objectives and goals.
The document provides an overview of the responsibilities and duties of an Area Sales Manager. It discusses key aspects of the role including management, leadership, coaching sales teams, and ensuring smooth sales and distribution operations in their area to achieve company objectives. The document outlines the managerial functions of planning, implementation, leading, and controlling, and describes different types of managers and leadership styles. It also covers recruiting and training sales representatives, and conducting field visits and joint sales calls to coach and develop team members.
The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
group 3 (zartaj group).pptxvvvvvvvvvvvvvvvvvvvvvSaminaNawaz14
The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
This document provides an overview of employee performance appraisal systems. It discusses the purposes of performance appraisal which include improving performance, identifying potential, and assisting with pay increases. The document outlines the appraisal process, best practices for an effective system, and advantages of performance management which ensure employees and managers are aware of performance expectations and improvements. It emphasizes that appraisal should be an ongoing, continuous process rather than just an annual event.
The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.
Employee engagement describes the level of enthusiasm and dedication a worker feels toward their job. Engaged employees are more likely to be productive and higher performing. An organization can measure engagement through surveys and use the insights to identify areas for improvement and develop strategies to enhance engagement. Strategies like recognition programs, training opportunities, and employee well-being initiatives can boost engagement. However, sustaining engagement requires continuous effort as workforce needs change over time.
This document discusses key concepts in management including managerial functions, skills, decision making environments, and styles. It covers the essentials of management like planning, organizing, staffing, directing, and controlling. Planning involves setting objectives, developing strategies, and formulating plans. Organizing establishes roles and a structure. Staffing focuses on recruitment and selection. Directing provides leadership. Controlling measures performance. Decision making can occur under certainty, uncertainty, or risk with different types and styles.
Narayana Murthy co-founded Infosys in 1981 and implemented strategies that made it one of India's largest IT companies. Infosys was the first company to push for offshore software development and follow US financial disclosure standards. Murthy focused on the challenging US market and globalized the Indian software industry through strategies like the Global Delivery Model. Infosys also emphasized rigorous HR practices including training, competitive benefits, and an employee stock option plan to attract and retain talent. These strategies and Murthy's leadership contributed significantly to Infosys' success.
The document discusses performance-based reward and compensation systems. It states that effective systems align compensation with objective evaluations of employee performance and business goals. Organizations must link compensation to performance in order to increase productivity and growth. Gallup Consulting helps organizations develop such systems by formulating programs that integrate with strategic objectives and promote world-class performance. Their approach supports aligning compensation with business goals to improve organizational performance.
The document discusses several aspects of human resource practices that are important for business success. It emphasizes that talent is a critical resource for innovation, world-class processes, and building strong brands. It also discusses the need for world-class HR practices to win the "war for talent" and compete in today's global market where customers demand continuous improvement. Finally, it outlines several domains of HR capability that are required, including strategies aligned with business goals, developing skills and engaging employees, compensation practices, and delivering excellent service.
This document outlines the topics covered in an Industrial Relations course taught by Mamorai & Gankar. The 10 lessons cover key concepts like the scope and objectives of IR, the role of the judiciary, collective bargaining, trade union movements, and the impact of globalization. An overview is provided of the historical development of IR, from pre-industrial times through the Industrial Revolution. The components of an IR system are defined as workers/unions, management, and government. Factors influencing IR are discussed from institutional, economic, social, technological, political, and global perspectives. Different approaches to studying IR are also mentioned, such as psychological, sociological, and systems-oriented frameworks.
The document discusses various topics related to organization behavior including motivation process, stress management, group dynamics, organization design, leadership, and management change.
Specifically, it describes different motivation theories including need theories, two-factor theory, ERG theory, McClelland's needs, goal setting theory, and expectancy theory. It also discusses stress, its sources and consequences, and approaches to managing stress. Regarding group dynamics, it outlines the stages of group formation and different types of groups within an organization.
The document discusses action research and organizational development (OD) interventions. It describes action research as a process involving stating a goal, studying the existing state, deciding on actions, implementing actions, and evaluating results. OD interventions aim to improve organizational and employee effectiveness through structured activities guided by principles like including relevant people and ensuring a high probability of success. Specific interventions discussed include team building, process consultation, and inter-group peacemaking.
The document discusses performance management and how to maximize employee performance to meet global competition. It covers defining values and business strategies, setting performance goals, linking compensation to performance, and creating an effective performance management system. The key points are:
1) Business success now depends on excellent employee performance. Managing performance requires treating people as partners, rewarding positive behavior, and linking compensation to performance.
2) To determine if maximum performance management is right, a CEO must accept responsibility for employees, have confidence in them, and be willing to coach them to improve.
3) Clearly defining and communicating an organization's core values and business strategies provides employees with purpose and direction to excel. Values establish the fundamental character and are determined through
The Bombay Labour Welfare Fund Act of 1953 established a fund to promote the welfare of laborers in Maharashtra. The fund is financed through employer contributions, fines, donations, and government grants. It is managed by a tripartite board representing employers, employees, and the government. The fund is used to support welfare activities for laborers like education programs, recreation, healthcare, and skill development. The Act aims to protect workers' interests and improve their living standards through these welfare measures.
Wipro is a global IT services provider known for innovation. It established an innovation process with gates for evaluating ideas from generation through commercialization over 18 months. Key aspects of Wipro's innovation strategy include establishing themes to focus ideas, dedicating resources to an innovation council and centers of excellence, and gaining management support. Wipro has benefited from innovation through financial gains, improved service levels, and acceptance in global markets. Its innovation initiatives now contribute 5% of revenues and include products like home networking software.
1. TRAINING & DEVELOPMENT:
PLANNING & STRATEGIZING TRAINING
CONSISTS OF FOUR STEPS:
o NEED ASSESSMENT
o ESTABLISHING OBJECTIVES & MEASURES
o DELIVERY OF TRAINING
o EVALUATION OF TRAINING
NEED ASSESSMENT:
DONE AT THREE LEVELS:
o ORGANIZATIONAL
HOW DOES THE TRAINING RELATE TO
ORGANIZATIONAL OBJECTIVES?
HOW DOES THE TRAINING IMPACT DAY-TO-DAY
WORKPLACE DYNAMICS?
WHAT ARE THE COSTS & EXPECTED BENEFITS OF
TRAINING?
o TASK
WHAT RESPONSIBILITIES RARE ASSIGNED TO THE
JOB?
WHAT SKILLS OR KNOWLEDGE ARE REQUIRED FOR
SUCCESSFUL PERFORMANCE?
SHOULD THE LEARNING BE ACTUAL JOB SETTING?
WHAT ARE THE IMPLICATIONS OF MISTAKES?
HOW CAN THE JOB PROVIDE THE EMPLOYEE WITH
DIRECT FEEDBACK?
HOW SIMILAR TO OR DIFFERENT FROM THE TRAINING
NEEDS OF OTHER JOBS ARE THE NEEDS OF THIS
JOB?
o INDIVIDUAL
2. WHAT KNOWLEDGE / SKILLS & ABILITIES DO TRAINEES
ALREADY HAVE?
WHAT ARE THE TRAINEES LEARNING STYLES?
WHAT SPECIAL NEEDS DO THE TRAINEES HAVE?
OBJECTIVES:
EVERY TRAINING ACTIVITY SHOULD HAVE AN OBJECTIVE
THESE OBJECTIVES SHOULD BE QUANTIFIED
DESIGN & DELIVERY:
CONSIDER THE FOLLOWING TWO CRITICAL ISSUES:
o INTERFERENCE
WHEN PRIOR TRAINING, LEARNING OR ESTABLISHED
HABITS ACT AS BLOCK IN THE LEARNING PROCESS
THE ATTITUDES OF THE SUPERVISORS OR PEERS
MAY PRODUCE INTERFERENCE
o TRANSFER
WHETHER TRAINEE CAN ACTUALLY PERFORM NEW
SKILLS OR PUT THE KNOWLEDGE INTO USE
HAVE STRATEGY TO OVERCOME THE ABOVE TWO ISSUES
EVALUATION:
EVALUATE THE TRAINING PROGRAM TO ASSESS WHETHER THE
OBJECTIVES HAVE BEEN MET
EVALUATION DONE AT FOUR LEVELS:
o REACTION
TRAINEES IMMEDIATE REACTION TO THE PROGRAM
o LEARNING
HAS THE TRAINEE’S KNOWLEDGE OR SKILL GONE UP
o BEHAVIOUR
ARE THE TRAINEES USING THE KNOWLEDGE OR
SKILLS AT THEIR WORK PLACE
o RESULTS
3. IMPACT ON BOTTOM LINE
INTEGRATING TRAINING WITH PERFORMANCE APPRAISAL &
COMPENSATION
PERFORMANCE APPRAISAL HIGHLIGHTS THE GAP IN CURRENT
PERFORMANCE
TRAINING PROVIDED TO BRIDGE HE GAP
IF PERFORMANCE IMPROVES REWARD OR RECOGNIZE THE
EMPLOYEE
IF TRAINING IS PROVIDED TO THE EMPLOYEE TO DO FUTURE DO
IF HE PERFORMS THE NEW JOB AS PER EXPECTATIONS WHICH
CAN BE ASSESSED THROUGH PERFORMANCE APPRAISAL
REWARD OR RECOGNIZE THE PERFORMANCE
CONCLUSIONS:
IT IS A MEANS TO DETERMINE THE EXTENT TO WHICH HUMAN
ASSETS ARE VIABLE INVESTMENT
4. ASSIGNMENT 1:
VISIT AN INDUSTRY. ENQUIRE AS TO WHICH WAS THE RECENT IN-HOUSE
TRAINING PROGRAM CONDUCTED IN LAST MONTH.
CALCULATE THE ROI IN TERM OF RUPEES OF THE SAID TRAINING
PROGRAM.
ASSIGNMENT 2:
WHAT ARE THE COMPETENCIES NEEDED FOR GLOBAL LEADERS IN
GOVERNMENT? WHAT SIMILARITIES & DIFFERENCES EXIST FROM
THOSE NEEDED IN PRIVATE INDUSTRY? TO WHAT CAN THESE
SIMILARITIES & DIFFERENCES BE ATTRIBUTED?
ASSIGNMENT 3:
WHAT KEY FACTORS INFLUENCE THE SUCCESS OF THE TRAINING
PROGRAMS?
ASSIGNMENT 4:
DEVELOP A TOOL TO EVALUATE THE LEARNING / TRAINING TAKING
PLACE IN THE COURSE IN WHICH YOU ARE ENROLLED?
ASSIGNMENT 5:
EVALUATE THE STATEMENT/: ANIMALS ARE TRAINED, PEOPLE ARE
DEVELOPED.
5. PERFORMANCE MANAGEMENT & FEEDBACK
INTRODUCTION:
AN O FACES FIVE STRATEGIC DECISIONS IN ESTABLISHING ITS
PERFORMANCE MANAGEMENT SYSTEM, WHICH ARE AS FOLLOWS:
o HOW THE SYSTEM WILL BE USED
EMPLOYEE DEVELOPMENT
DETERMINE REWARDS & COMPENSATION
ENHANCE MOTIVATION
FACILITATE MOTIVATION
o WHO EVALUATES
SUPERVISOR / CUSTOMER / PEERS / SELF /
SUBORDINATES
o WHAT TO EVALUATE
TRAITS / RESULTS / BEHAVIOURS
o HOW TO EVALUATE
ABSOLUTE / RELATIVE
o MEANS TO EVALUATE
GRAPHIC RATING SCALE / WEIGHTED CHECKLIST /
BARS / CRITICAL INCIDENT / OBJECTIVE BASED
BESIDES THE ABOVE FIVE STRATEGIC DESIGN DECISIONS,
FOLLOWING CRITICAL FACTORS MUST BE CONSIDERED WHEN
DEVELOPING AN EFFECTIVE PERFORMANCE MANAGEMENT
SYSTEM
o ENSURE THE LINK BETWEEN THE PERFORMANCE
MANAGEMENT SYSTEM & TRAINING & DEVELOPMENT &
COMPENSATION
o HAVE CRITERIA FOR STRATEGIC INITIATIVES THAT INVOLVE
LONG RANGE PLANNING & GROWTH
o FLEXIBLE JOB ASSIGNMENTS & RESPONSIBILITIES
6. o GROUP PERFORMANCE
o DEGREE OF STANDARDIZATION OR FLEXIBILITY OF THE
PERFORMANCE MANAGEMENT SYSTEMS. THE O SHOULD
STRIKE A BALANCE BETWEEN THE TWO
PERFORMANCE MANAGEMENT SYSTEM IS NOT MEASURING THE
PERFORMANCE BUT ALSO PROVIDING FEEDBACK TO THE
EMPLOYEES ON THE PROCESS. THE FOLLOWING ARE THE
CRITICAL GUIDELINES WITH RESPECT TO FEEDBACK PROCESS::
o SHOULD BE SPECIFIC
o SHOULD BE BASED ON FACTS
o PROVIDED AS SOON AS POSSIBLE
o PERFORMANCE MEASURES SHOULD BE BASED ON CLEAR
MEASURABLE GOALS
o THE PROCESS SHOULD INVOLVE A DIALOGUE BETWEEN
THE EMPLOYEE & THE SENIOR
THERE IS PROBABLY NO IDEAL MODEL FOR A PERFORMANCE
MANAGEMENT SYSTEM. AN EFFECTIVE PERFORMANCE
MANAGEMENT SYSTEM IS STRATEGIC, DESIGNED WITH THE NEEDS
OF MANY CONSTITUENTS & PURPOSES BALANCED WITH O’ S
STRATEGY. THE SYSTEM ARE AS VARIED AS THE O IN WHICH THEY
ARE LOCATED, BUT ALL DISPLAY INNOVATION & INSIGHT TOWARD
CREATIVITY SUPPORTING THE O ‘S STRATEGIES
STRATEGIES FOR IMPROVING THE PERFORMANCE MANAGEMENT
SYSTEM:
INVOLVE MANAGERS IN THE DESIGN OF THE SYSTEM
HOLD MANAGERS ACCOUNTABLE FOR THE PERFORMANCE &
DEVELOPMENT OF THEIR SUBORDINATES
SET CLEAR EXPECTATIONS FOR PERFORMANCE
SET SPECIFIC OBJECTIVES FOR THE SYSTEM
TIE PERFORMANCE MEASURE TO REWARDS
7. GAIN COMMITMENT FROM SENIOR MANAGEMENT
ASSIGNMENT 1
IN COMPETING ENVIRONMENT, SHOULD PA BE USED FOR
DEVELOPMENT OF EMPLOYEES OR FOR ASSESSING EMPLOYEE’S
PERFORMANCE? JUSTIFY YOUR ANSWER WITH LOGIC.
ASSIGNMENT 2:
DEFINE POTENTIAL APPRAISAL. VISIT AN INDUSTRY, & CHECK HOW
THEY DO POTENTIAL APPRAISAL?
ASSIGNMENT 3:
DEFINE 360 DEGREE APPRAISAL. VISIT AN INDUSTRY & FIND OUT HOW
DO THEY CONDUCT IT?
ASSIGNMENT 4:
COMPARE HOW APPRAISAL IS DONE IN AN ENGINEERING & IT
INDUSTRY?
ASSIGNMENT 5:
IF PERFORMANCE IS BASED ON GOAL SETTING; DO WE NEED TO
APPRAISE THE PERFORMANCE OF EMPLOYEE?
ASSIGNMENT 6
WHAT WILL BE YOUR STRATEGY TO DEAL WITH LIMITATIONS OF
APPRAISAL?
8. COMPENSATION
INTRODUCTION:
IT IMPACTS AN EMPLOYER’S ABILITY TO ATTRACT APPLICANTS,
RETAIN EMPLOYEES, & ENSURE OPTIMAL LEVELS OF
PERFORMANCE
IT IS A KEY ECONOMIC ISSUE. FOR IT FORMS A CHUNK OF
OPERATING EXPENSES
A CRITICAL BALANCING ACT MUST OCCUR TO ENSURE THAT
COMPENSATION ATTRACTS, MOTIVATES, & RETAINS EMPLOYEES,
AT THE SAME TIME, COMPENSATION SHOULD ALLOW THE O TO
MAINTAIN A COST STRUCTURE THAT ENABLES IT TO COMPETE
EFFECTIVELY & EFFICIENTLY IN ITS MARKETS
IT CONSISTS OF THREE SEPARATE COMPONENTS:
o BASIC SALARY
o INCENTIVE
o INDIRECT PAYMENT
WHILE DESIGNING THE OVERALL COMPENSATION SYSTEM, AN O
NEEDS TO BE CONCERNED WITH PERCEIVED EQUITY OR
FAIRNESS OF THE SYSTEM FOR EMPLOYEES
WHEN INDIVIDUALS PERCEIVE THAT THEY ARE BEING TREATED
INEQUITABLY RELATIVE TO THEIR PEERS, THEY USUALLY TRY TO
ESTABLISH EQUITY BY DEMANDING ADDITIONAL COMPENSATION;
OR DECREASE THEIR INPUTS
THERE ARE THREE TYPES OF EQUITY:
o INTERNAL
o EXTERNAL
o INDIVIDUAL
THESE PERCEPTIONS OF EQUITY DIRECTLY IMPACT MOTIVATION,
COMMITMENT, & PERFORMANCE ON THE JOB
9. EMPLOYEE ASSESSMENTS OF EQUITY ARE IN FACT
PERCEPTIONS. THEY MAY BE BASED IN PART, ON INCOMPLETE OR
INACCURATE INFORMATION. FEW EMPLOYEES REALLY KNOW THE
EXTENT OF THEIR CO-WORKERS’ INPUTS UNLESS THEY ARE
TOGETHER THROUGHOUT THE WORKDAY. THE CONFIDENTIALITY
OF MANY COMPENSATION PROGRAMS CAN ALSO MAKE IT
DIFFICULT FOR EMPLOYEES TO OBTAIN ACCURATE INFORMATION
ON CO-WORKER COMPENSATION. ALTHOUGH COMPENSATION IS
NOT THE ONLY WORK-RELATED OUTCOME EMPLOYEES RECEIVE,
IT OFTEN IS THE BASIS BY WHICH EMPLOYEES CONCLUDE THAT
THEY ARE BEING TREATED APPROPRIATELY
INTERNAL EQUITY:
IT IS PERCEIVED FAIRNESS OF PAY DIFFERENTIALS AMONG
DIFFERENT JOBS WITHIN AN O.
EMPLOYERS CAN ESTABLISH INTERNAL EQUITY BY JOB
EVALUATION.
THERE ARE FOUR TECHNIQUES TO EVALUATE JOB:
o RANKING
o CLASSIFICATION
o FACTOR COMPARISON
o POINT SYSTEM
REGARDLESS OF THE METHOD CHOSEN, EMPLOYEES MUST
UNDERSTAND & ACCEPT THE SYSTEM TO ENSURE OPTIMAL
MOTIVATION, COMMITMENT & PERFORMANCE
EXTERNAL EQUITY:
IT REFERS TO EMPLOYEE’S PERCEPTION OF THE FAIRNESS OF
THEIR COMPENSATION RELATIVE TO THOSE OUTSIDE THE O
DONE BY DOING SALARY SURVEY
AFTER THE SURVEY THE O HAS TO DETERMINE ITS PAY
STRATEGY RELATIVE TO THE MARKET. THERE ARE THREE
STRATEGIES FROM WHICH THE EMPLOYER CAN CHOOSE
10. o LEAD
o LAG
o MARKET RATE
INDIVIDUAL EQUITY:
IT CONSIDERS EMPLOYEE PERCEPTIONS OF PAY DIFFERENTIALS
AMONG INDIVIDUALS WHO HOLD IDENTICAL JOBS IN THE SAME O
THE PAY DIFFERENTIALS EXISTS ON ACCOUNT OF
o SENIORITY
o SKILL-BASED PAY
o MERIT PAY. IT DEPENDS UPON THE PERFORMANCE
CONCLUSIONS:
THE INDIVIDUAL SENSES INEQUITY WHEN PERCEIVING THAT THE
BELOW GIVEN RATIOS ARE NOT EQUAL.
OUTCOMES / REWARDS [SELF] DIVIDED BY INPUTS /
CONTRIBUTIONS [SELF] IS EQUAL OUTCOMES / REWARDS
[OTHERS] DIVIDED INPUTS / CONTRIBUTIONS [OTHERS]
OS WISHING TO BE MORE INNOVATIVE MAY NEED TO ALTER THEIR
COMPENSATION SYSTEM TO PROMOTE MORE INTRAPRENEURIAL
BEHAVIOUR THAT ENCOURAGES EMPLOYEES TO ACT AS RISK
TAKING ENTREPRENEURS
OS TAKING A STRATEGIC APPROACH TO COMPENSATION REALIZE
THE NEED FOR CREATIVITY TO MEET STRATEGIC OBJECTIVES
ALSO WITHIN A GIVEN O DIFFERENT COMPENSATION PROGRAMS
MAY BE NEEDED FOR DIFFERENT DIVISIONS, DEPARTMENTS, OR
GROUP OF EMPLOYEES
COMPENSATION SYSTEMS MUST GROW & EVOLVE IN THE SAME
MANNER AS THE O TO ENSURE THAT WHAT IS ACTUALLY BEING
REWARDED IS CONSISTENT WITH O’S STRATEGIC OBJECTIVES
THE LINK BETWEEN STRATEGY & COMPENSATION IS ESSENTIAL
FOR ENSURING OPTIMAL PERFORMANCE
11. ASSIGNMENT 1
VISIT ANY NEW INDUSTRY, WHICH HAS BEEN ESTABLISHED FOR THE
FIRST TIME LAST YEAR IN PUNE. FIND OUT HOW DID THEY FIX THE
BASIC WAGES FOR THE VARIOUS POSITIONS IN THE ORGANIZATION?
HOW DID THEY ESTABLISH EQUITY IN COMPENSATION?
ASSIGNMENT 2
IS PERFORMANCE BASED PAY EFFECTIVE? WHY OR WHY NOT? HOW
CAN PERFORMANCE BASED PAY SYSTEMS BE BETTER DEIGNED TO
ENSURE OPTIMAL RESULTS.
ASSIGNMENT 3:
WHAT ARE THE CRITICAL FACTORS IN DESIGNING A TEAM BASED
COMPENSATION SYSTEM?
ASSIGNMENT 4:
WHAT FACTORS SHOULD INFLUENCE EXECUTIVE COMPENSATION?
ASSIGNMENT 5:
EXPLAIN HAY SYSTEM OF JOB EVALUATION?
ASSIGNMENT 6:
EXPLAIN POINT SYSTEM JOB EVALUATION METHOD.
12. LABOUR RELATIONS:
INTRODUCTION:
THE NATURE OF RELATIONSHIP BETWEEN THE EMPLOYER & THE
EMPLOYEE CAN HAVE A SIGNIFICANT IMPACT ON MORALE,
MOTIVATION, & PRODUCTIVITY
IF THE EMPLOYEES FEEL THAT THE TERMS & CONDITIONS OF
THEIR EMPLOYMENT ARE LESS ADVANTAGEOUS WILL NOT BE
COMMITTED TO PERFORM & TO REMAIN WITH THE EMPLOYER
CONSEQUENTLY HOW O MANAGE THE DAY TO DAY ASPECTS OF
THE EMPLOYMENT RELATIONSHIP CAN BE A KEY VARIABLE
AFFECTING THEIR ABILITY TO ACHIEVE STRATEGIC OBJECTIVES
WHEN WORKERS GET UNIONISED, IT CREATES SPECIAL
CHALLENGES FOR HR MANAGEMENT. THE PAYROLL EXPENSES &
THE WORK PROCESSES MAY CONTRIBUTE TO RETARD
EFFICIENCY IN OPERATIONS
WHY EMPLOYEES UNIONISE:
PERCEIVED BENEFITS. THESE BENEFITS COULD BE ECONOMIC,
SOCIAL & OR POLITICAL
POWER IN UNITY
COLLECTIVE BARGAINING
MANAGEMENT & UNION COME TOGETHER TO NEGOTIATE
THROUGH COLLECTIVE BARGAINING AN AGREEMENT COVERING
TERMS & CONDITIONS OF EMPLOYMENT
NEGOTIATION SHOULD TAKE PLACE IN GOOD FAITH
THE OUTCOME OF NEGOTIATION SHOULD BE WIN-WIN
WHEN NEGOTIATION FAILS, THE MANAGEMENT CAN DECLARE A
LOCK OUT, & THE UNION CAN DECLARE A STRIKE. THAT IS WHY
THE PROCESS OF NEGOTIATION SHOULD NOT BE ALLOWED TO
COME TO A STALEMATE
13. NEGOTIATION SHOULD BE BASED ON GIVE & TAKE PRINCIPLES
UNIONS TODAY:
UNIONS MUST DEVELOP PARTNERSHIP WITH EMPLOYERS & SEEK
WIN-WIN OUTCOMES
COLLECTIVE BARGAINING SHOULD STRENGTHEN BOTH THE
UNION’S POSITION & EMPLOYEE’S RIGHT & ENHANCE THE
PERFORMANCE OF THE O
UNIONS SHOULD REALIZE THAT THE JOBS OF TODAY & THOSE OF
FUTURE ARE QUITE DIFFERENT FROM THE JOBS OF PAST
JOBS ARE BECOMING MORE COMPLEX, MULTIFACETED IN
NATURE. WORK IS DONE IN TEAMS.
WORK INDEPENDENTLY WITH NO SUPERVISION
PARTICIPATION & INVOLVEMENT ARE NOT VOLUNTARY.
UNIONS PARTNER WITH EMPLOYERS IN CREATING BENEFICIAL
CHANGE, RATHER THAN INHIBITING CHANGE
AS UNIONS DECLINE IN NUMBER & STATURE, WORKERS BECOME
LESS POWERFUL. THE WORKERS INTEREST CAN BE ENHANCED
THROUGH LEGISLATION OR MANAGEMENT INITIATIVES
UNION LEADERS WILL HAVE TO RETHINK THEIR ROLES & ADOPT
COLLECTIVE BARGAINING STRATEGIES THAT ALLOW BOTH
EMPLOYERS & EMPLOYEES TO BENEFIT. WILL HAVE TO LEARN
MANAGEMENT SKILLS IN UNDERSTANDING THE BUSINESS,
STRATEGIC ISSUES, & THE ENVIRONMENT IN WHICH THE
BUSINESS IS DONE
UNIONS CANNOT GUARANTEE JOB SECURITY BUT CAN
GUARANTEE EMPLOYABILITY BY TRAINING EMPLOYEES TO BE
MULTI-SKILLED
14. NEW STRATEGIES FOR UNION:
GOALS:
o EMPLOYMENT SECURITY
o HIGHER WAGES
o MAKE UNIONS STRONGER
PAST STRATEGIES:
o JOB CLASSIFICATION
o GRIEVANCE HANDLING
o COLLECTIVE BARGAINING
o CONTRACT ADMINISTRATION
FUTURE STRATEGIES:
o PARTICIPATE IN DEVELOPING
NEW WORK SYSTEM
EDUCATION & TRAINING
TECHNOLOGY
NEW PRODUCT DEVELOPMENT
o SEEK TO UPGRADE WORKER SKILLS
o MOBILIZE & ENGAGE THE WORKFORCE FOR GREATER
CONTROL OVER PRODUCTION DECISIONS
o LEVERAGE THE USE OF CAPITAL INVESTMENT & PENSION
FUNDS
ASSIGNMENT 1:
VISIT ANY MANUFACTURING INDUSTRY, WHICH RECENTLY SIGNED A
SETTLEMENT WITH THEIR UNION. HOW MUCH RISE DID THE
MANAGEMENT GIVE IN TERMS OF MONEY & BENEFITS. DID THE
MANAGEMENT SUBMIT ITS CHARTER OF DEMANDS TO THE UNION? IF
SO HOW MUCH DEMANDS OF THE MANAGEMENT WAS SETTLED
ASSIGNMENT 2
15. WHAT ARE THE POSSIBLE OUTCOMES OF FAILURE TO REACH
CONSENSUS ON COLLECTIVE BARGAINING AGREEMENT?
ASSIGNMENT 3:
WITH UNIONISATION ON THE DOWNTURN, WHY SHOULD AN
ORGANIZATION BE CONCERNED ABOUT LABOUR RELATIONS?
ASSIGNMENT 4:
COMMENT: OUTSOURCING HAS MADE THE UNION EFFECTIVE TODAY?
ASSIGNMENT 5:
VISIT A BPO / IT INDUSTRY & FIND OUT HOW HAVE THEY AVOIDED
FORMATION OF THE UNION?
‘
16.
17. EMPLOYEE SEPARATION
INTRODUCTION:
THE PRESSURE TO REMAIN COMPETITIVE & EFFICIENT, COUPLED
WITH THE FACT THAT EMPLOYEES ARE LESS COMMITTED TO
INDIVIDUAL EMPLOYERS THAN IN PAST MAKES THE PROCESS OF
EMPLOYEE SEPARATION A KEY STRATEGIC ISSUE FOR O
HR STRATEGY INVOLVES MANAGING THE PROCESS BY WHICH
EMPLOYEES LEAVE THE O, REGARDLESS OF DEPARTURE
O CAN MANAGE THIS SEPARATION PROCESS TO ENSURE THAT
TRANSITIONS ARE SMOOTH FOR BOTH EMPLOYER & EMPLOYEES,
THE OPERATIONS ARE NOT DISRUPTED, & THAT PROFESSIONAL
RELATIONSHIP IS NOT DISTURBED
SEPARATION TAKES PLACE IN ONE OF THE WAYS:
o FORCED
o VOLUNTARY
o RETIREMENT
FORCED REDUCTION:
o DONE FOR:
INEFFICIENCY
LACK OF ADAPTABILITY
WEAKENED COMPETITION POSITION WITHIN THE
INDUSTRY
o PAYROLL EXPENSE IS ONE OF THE LARGEST EXPENSES
o EFFICIENCY IS SOUGHT BY REDUCING LABOUR FORCE, & BY
REDESIGNING THE WORK PROCESS
o EFFECTIVE HR PLANNING CAN REDUCE THE NEED FOR ANY
LARGE SCALE REDUCTION IN WORK FORCE
o ANOTHER METHOD IS BY TYING COMPENSATION TO O’S
PERFORMANCE
18. o STAFFING THE O AT LESS THAN 100% & MAKING UP THE
DIFFERENCE WITH TEMPORARY EMPLOYEES OR BY WAY OF
OVERTIME
o O NEEDS TO DEVELOP APPROPRIATE STRATEGY FOR
MANAGING THE SURVIVORS, FOR THEY WILL FEEL LESS
SECURE ABOUT THE JOBS & WILL BE ASKED TO PERFORM
MORE WORK WITHOUT A CORRESPONDING INCREASE IN
COMPENSATION
o HAVE STRONG EVIDENCE. DOCUMENT THE SAME.
COMMUNICATE THE INFORMATION ABOUT PERFORMANCE
AT REGULAR INTERVAL TO THE EMPLOYEE. OTHERWISE
ONE LANDS UP WITH COURT COST, BAD PUBLICITY, &
DISSENSION AMONG THE RANKS OF ITS EMPLOYEE
VOLUNTARY:
o SUCH SEPARATIONS CAUSE DISRUPTIONS IN OPERATIONS,
WORK TEAM DYNAMICS & UNIT PERFORMANCE
o IT CREATES COSTS FOR THE O
o IT HAS BOTH ADVANTAGES & DISADVANTAGES
o PERFORMANCE – REPLACEABILITY STRATEGY IS THE BEST
TOOL TO MANAGE TURNOVER STRATEGICALLY
REPLACEABILITY: DIFFICULTY: PERFORMANCE HIGH:
• STRATEGY TO BE ADOPTED:
o RETAIN
o INVEST
o DEVELOP BACKUPS
REPLACEABILITY EASY: PERFORMANCE HIGH:
• STRATEGY TO BE ADOPTED:
o RETAIN
o INVEST
19. REPLACEABILITY DIFFICULTY: PERFORMANCE
AVERAGE:
• STRATEGY TO BE ADOPTED:
o RETAIN
o PROVIDE PERFORMANCE INCENTIVE
o DEVELOP BACKUP
REPLACEABILITY EASY: PERFORMANCE: AVERAGE
• STRATEGY TO BE ADOPTED:
o RETAIN
o PROVIDE PERFORMANCE INCENTIVES
REPLACEABILITY DIFFICULTY: PERFORMANCE LOW:
• STRATEGY TO BE ADOPTED:
o IMPROVE PERFORMANCE
o TERMINATE
o DEVELOP BACKUP
REPLACEABILITY EASY: PERFORMANCE POOR
• IMPROVE PERFORMANCE
• TERMINATE
RETIREMENT:
o RETIREES HAVE WEALTH OF KNOWLEDGE ABOUT THE
INDUSTRY, MARKETPLACE, HISTORICAL KNOWLEDGE
ABOUT THE O & EXPERIENCE WITH O’AL PROCESSES
o IF KNOWLEDGE & EXPERIENCE IS IMPORTANT, THEN THE O
MUST CAPITALIZE ON THEM BY RETAINING THEM AS
CONSULTANT
o WHEREVER THE EMPLOYEES DO NOT ADD VALUE TO THE O,
THEN VRS CAN BE THOUGH OF
CONCLUSION:
STRATEGICALLY MANAGING EMPLOYEE SEPARATION ENTAILS
DETERMINING THE VALUE OF HUMAN ASSETS FROM INVESTMENT
20. PERSPECTIVE & CONSIDERING THE COSTS OF DISCARDING THE
ASSETS
ASSIGNMENT 1
VISIT AN ORGANIZATION. FIND OUT WHICH KEY INDIVIDUAL SUBMITTED
HIS RESIGNATION. HOW DID THE MANAGEMENT RETAIN HIM?
ASSIGNMENT 2:
DISCUSS THE WAYS AN ORGANIZATION MIGHT ATTEMPT TO RETAIN ITS
MOST VALUED EMPLOYEES?
ASSIGNMENT 3
HOW DOES THE ORGANIZATION MAKE VRS ATTRACTIVE AS A STRATEGY
FOR DOWNSIZING?
21. INTERNATIONAL HRM
INTRODUCTION:
TREMENDOUS OPPORTUNITIES EXIST TO MARKET GOODS /
SERVICES GLOBALLY
INCREASING NUMBER OF ORGANIZATIONS ARE DEVELOPING
STRATEGIES TO EXPAND INTERNATIONALLY
THESE STRATEGIC OPPORTUNITIES ARE RESULTING IN
EMPLOYERS’ SENDING AN INCREASING NUMBER OF EMPLOYEES
ABROAD TO START UP, MANAGE, & DEVELOP THEIR
INTERNATIONAL OPERATIONS
WORKFORCE ARE BECOMING MORE CULTURALLY DIVERSE
HRM IS CRITICAL TO THE SUCCESS OF ANY INTERNATIONAL
ENDEAVOUR
HOW INTERNATIONAL HRM DIFFERS FROM DOMESTIC HRM
ADDRESSES BROADER RANGE OF FUNCTIONAL AREAS LIKE:
• CLARIFYING TAXATION ISSUES
• COORDINATING FOREIGN CURRENCIES / EXCHANGE RATES
• COMPENSATION PLANS
• WORKING DIRECTLY WITH FAMILIES OF EMPLOYEES
MORE INVOLVEMENT IN THE EMPLOYEES PERSONAL LIFE LIKE:
• ASSISTING IN ACQUIRING HOUSE IN HOST COUNTRY
• SELLING / LEASING DOMESTIC ACCOMMODATIONS
• LOCATING RECREATIONAL & CULTURAL OPPORTUNITIES
FOR EMPLOYEE & HIS FAMILY
• ARRANGING & PAYING FOR SCHOOL FOR THE EMPLOYEE’S
CHILDREN
• LOCATING & SECURING DOMESTIC HELP FOR THE
EMPLOYEE
22. SETTING DIFFERENT HRM SYSTEM FOR DIFFERENT GEOGRAPHIC
LOCATIONS
DEAL WITH MORE COMPLEX EXTERNAL CONSTITUENCIES LIKE:
• DEALING WITH FOREIGN GOVERNMENTS / POLITICAL /
RELIGIOUS GROUPS
OFTEN INVOLVES HEIGHTENED EXPOSURE TO RISKS LIKE:
• HEALTH
• SAFETY OF THE EMPLOYEE & FAMILY
• LEGAL ISSUES IN HOST COUNTRY
• POSSIBLE TERRORISM
DECISION TO EXPAND INTERNATIONALLY
FIRST IS DETERMINING THE APPROPRIATE STRATEGY FOR
INVOLVEMENT IN THE HOST COUNTRY. FOR EXAMPLE THE
ORGANIZATION MAY DECIDE TO SIMPLY EXPORT ITS GOOD TO
THE FOREIGN COUNTRY
IF THE GROWTH IS THERE, THE ORGANIZATION MIGHT ALSO
DECIDE TO SUBCONTRACT / LICENSE CERTAIN GOODS /
SERVICES TO A FOREIGN PARTNER
ON A SLIGHTLY MORE INVOLVED SCALE, A JOINT VENTURE MIGHT
BE UNDERTAKEN ABROAD WITH A FOREIGN PARTNER
FINALLY THE ORGANIZATION COULD DECIDE TO ESTABLISH A
SIGNIFICANT PRESENCE ABROAD BY SETTING UP OPERATIONS IN
THE FORM OF A FOREIGN BRANCH OFFICE / SUBSIDIARY
STRATEGIC HR ISSUES IN INTERNATIONAL ASSIGNMENTS:
FOLLOWING ARE THE STEPS:
• ESTABLISH THE PURPOSE OF ASSIGNMENT. BOTH FROM O
& INDIVIDUAL’S POINT OF VIEW
• SELECT THE APPROPRIATE PERSON FOR THE ASSIGNMENT.
THE INDIVIDUAL SHOULD HAVE TECHNICAL ABILITIES,
23. TOLERANCE OF AMBIGUITY, COMMUNICATION SKILLS,
PATIENCE, & OPENNESS TO DIFFERENCES IN OTHERS, &
WILLINGNESS TO LEARN
• ASSESS THE ADAPTABILITY TO HOST CULTURE OF BOTH
EMPLOYEE & HIS FAMILY MEMBERS. INDIVIDUALS & FAMILY
MEMBERS MUST BE SCREENED TO DETERMINE THEIR
ABILITY TO BE COMFORTABLE TO HOST CULTURE. SENDING
THE INDIVIDUAL & HIS FAMILY MEMBERS TO THE HOST
COUNTRY CAN DO THIS. PRIOR TO DEPARTURE THE
EMPLOYEE & FAMILY SHOULD BE RECEIVE CROSS-
CULTURAL TRAINING IN THE NORMS & VALUES OF THE
HOST COUNTRY, WORKPLACE & BUSINESS PRACTICES,
LANGUAGE TRAINING, HEALTH & SAFETY ISSUES &
REALISTIC EXPECTATIONS OF THE DAY TO DAY LIFE IN THE
HOST COUNTRY SENSITIVITY TRAINING SHOULD ALSO BE
GIVEN TO THE EMPLOYEES OF THE HOST COUNTRY,
ESPECIALLY SO AS TO UNDERSTAND AS TO HOW LOCAL
DECISIONS ARE MADE, & BEING EMPATHETIC
• TRAINING ON PERFORMANCE MANAGEMENT WILL BE A
GREAT CHALLENGE TO BOTH LOCAL MANAGEMENT & THE
EXPATRIATE, FOR BOSS OF THE EXPATRIATE MAY BE
LOCALITE. IF THE EXPATRIATE IS GOING TO WORK IN
OPERATIONS THEN TRAINING IN LABOUR RELATIONS IS
ESSENTIAL.
• O ALSO NEEDS TO MAKE A STRATEGIC DECISION AS TO THE
LEVEL OF STANDARDIZATION IT DESIRES ACROSS
LOCATIONS. FOR THIS THERE ARE FOUR APPROACHES:
ETHNOCENTRIC
• IT INVOLVES EXPORTING THE O’S HOME
COUNTRY PRACTICES & POLICIES TO FOREIGN
LOCATIONS
24. • THIS STRATEGY IS USED FOR CREATING AN
IMAGE
• USEFUL FOR STANDARDIZATION, INTEGRATION,
& EFFICIENCY
• IF FORCED, THEN CAN CREATE PROBLEMS
• MAKES EXPATRIATE ASSIGNMENTS MORE
ATTRACTIVE TO THE O’S DOMESTIC
EMPLOYEES
POLYCENTRIC
• ALLOWS EACH LOCATION TO DEVELOP ITS OWN
PRACTICES & POLICIES THAT ARE CONSISTENT
WITH LOCAL CULTURE & WORKFORCE
CHARACTERISTICS
• MANAGEMENT PRACTICES ARE LOCALISED TO
SUIT THE EXITING NEEDS OF THE MARKET
PLACE & ADAPTABILITY TO CUSTOMER TASTE
REGIOCENTRIC
• DEVELOPING STANDARDIZED PRACTICES &
POLICIES BY GEOGRAPHIC REGION
• THIS IS DONE TO GIVE AUTONOMY TO THE
REGIONAL SUBSIDIARY WITHIN A GEOGRAPHIC
REGION
GEOCENTRIC
• INVOLVES DEVELOPING ONE SET OF GLOBAL
PRACTICES & POLICIES THAT ARE APPLIED TO
ALL GEOGRAPHIC REGION
• IT IS DIFFICULT TO IMPLEMENT FOR DIFFERENT
HOST GOVERNMENT POLICIES & REGULATIONS
& THE NEED TO ADDRESS THEM
SIMULTANEOUSLY
25. REPATRIATION:
IT IS RETURNING OF THE EMPLOYEE
O NEED TO ESTABLISH A STRATEGY THAT ALLOWS THEM TO TAKE
THE VALUABLE EXPERIENCE ABROAD &
• INTEGRATE IT WITH WHAT IS HAPPENING AT HOME
• ALLOW CO-WORKERS TO LEARN FROM THE EXPERIENCES
OF REPATRIATE & ENHANCE THEIR OWN PERFORMANCE
• A STRATEGY FOR REPATRIATION HAS TO DEVELOP THE
PURPOSE OF EXPATRIATION. THIS CAN BE DONE BY
ESTABLISHING THE PURPOSE OF THE ASSIGNMENT AT THE
TIME OF SENDING THE EMPLOYEE ABROAD
THE FOLLOWING ISSUES SHOULD BE ADDRESSED AT THE TIME OF
REPATRIATION:
• CAREER ANXIETY. FINDING THE RIGHT SLOT.
• O’S REACTION ON RETURN. IS HE MADE WELCOME? IS ANY
VALUE PLACED ON INTERNATIONAL EXPERIENCE? ARE NEW
SKILLS THAT HAVE BEEN DEVELOPED BEEN PUT USE
• LOSS OF AUTONOMY. IN PLANNING REPATRIATION TAKE
INTO ACCOUNT THE LEVEL OF AUTONOMY THE REPATRIATE
ENJOYED, THE TYPES OF RESPONSIBILITIES, WORK
ASSIGNMENTS & SUPERVISION
• ADAPTATION IS ANOTHER ISSUE. DURING THE
EXPATRIATION PERIOD THERE WERE PROBABLY SOME
SIGNIFICANT CHANGE-TAKING PLACE AT THE HOME OFFICE.
THE REPATRIATE NEEDS TO BE PROVIDED WITH
ASSISTANCE IN ADAPTING TO THOSE CHANGES TO
FACILITATE MAXIMUM PERFORMANCE IN THE NEW
ASSIGNMENT
26. AT PERSONAL THE FOLLOWING ISSUES HAVE TO ADDRESSED IN
REPATRIATION:
• LOGISTICS. PERSONAL SAVINGS NEED TO BE
TRANSFERRED. PERSONAL BELONGINGS. TO BE SHIPPED.
SCHOOLS TRANSFER TO BE ARRANGED. ASSISTANCE IN
SPOUSE EMPLOYMENT.
• READJUSTMENT & INTEGRATION INTO THE COMMUNITY FOR
THE EMPLOYEE & FOR THE EMPLOYEE’S FAMILY
SUPPORT FOR SUCH TRANSITION FOR THE EMPLOYEE & FAMILY
CAN GREATLY FACILITATE THE REPATRIATION PROCESS
CONCLUSIONS:
A KEY ISSUE THAT IMPACTS AN ORGANIZATION’S SUCCESS IN THE
INTERNATIONAL ARENA IS AN AWARENESS OF CULTURAL
DIFFERENCES & THE DEVELOPMENT OF BOTH A BUSINESS
STRATEGY & CORRESPONDING HR STRATEGY THAT IS
CONSISTENT WITH THE CULTURE OF THE HOST COUNTRY
ASSIGNMENT 1:
VISIT A MNC. INTERVIEW A FOREIGNER. FIND OUT WHAT ARE THE WORK
RELATED CULTURAL, ISSUES, WHICH THEY ARE FACING IN INDIA? WHAT
SORT OF TRAINING WAS GIVEN TO THEM?
ASSIGNMENT 2:
VISIT A MNC. INTERVIEW A FOREIGNER. HOW DID THE PARENT
ORGANIZATION ADDRESS THEIR CAREER ISSUES IN CASE OF
REPATRIATION?
ASSIGNMENT 3
INTERVIEW AN INDIAN, WHO WENT ON A LONG-TERM ASSIGNMENT TO
CHINA / JAPAN. HOW DID HE & HIS FAMILY PREPARE THEMSELVES TO
27. MEET THE CHALLENGES IN THAT COUNTRY WITH RESPECT TO THE
FOLLOWING FACTORS: LANGUAGE / FOOD / SCHOOLING?
ASSIGNMENT 4:
EXPLAIN HOFFSTEADE’S MODEL ON CULTURE?
ASSIGNMENT 5:
EXPLAIN HALLS MODEL ON CULTURE?
ASSIGNMENT 6:
EXPLAIN HOW WE INDIANS MAINTAIN UNITY IN A DIVERSE CULTURE?
THE END.
THANK YOU