Managing Human Resources

Transcription

1 Managing Human Resources Training and Development, Performance Management, Rewards and Compensation, Health & safety and Grievance By Rajitha Silva MBA (AUS), PG Dip.(UK), BBA (COL)

2 The Scope of Training Training Effort initiated by an organization to foster learning among its members. Tends to be narrowly focused and oriented toward short-term performance concerns. Development Effort that is oriented more toward broadening an individual s skills for the future responsibilities.

3 Systems Model of Training

4 Phase 1: Conducting the Needs Assessment Organization Analysis An examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed. Task Analysis The process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job. Person Analysis A determination of the specific individuals who need training.

5 Phase 2: Designing the Training Program Instructional Objectives Represent the desired outcomes of a training program Performance-centered objectives Provide a basis for choosing methods and materials and for selecting the means for assessing whether the instruction will be successful.

6 Principles of Learning

7 Phase 3: Implementing the Training Program Choosing the instructional method Nature of training Type of trainees Organizational extent of training Importance of training outcomes

8 Training Methods for Nonmanagerial Employees On-the-Job Training (OJT) Apprenticeship Training Cooperative Training, Internships, and Governmental Training Classroom Instruction Programmed Instruction Audiovisual Methods Computer-based Training and E- Learning Simulation Method

9 Training Methods for Management Development On-the-Job Experiences Seminars and Conferences Case Studies Management Games Role Playing Behavior Modeling

10 On-the-Job Experiences Coaching Understudy Assignment Job Rotation Lateral Transfer Special Projects Action Learning Staff Meetings Planned Career Progressions

11 Behavior Modeling Behavior Modeling An approach that demonstrates desired behavior and gives trainees the chance to practice and roleplay those behaviors and receive feedback. Involves four basic components: Learning points Model Practice and role play Feedback and reinforcement

12 Phase 4: Evaluating the Training Program Measuring program effectiveness Criterion 1: Trainee reactions Criterion 2: Extent of learning Criterion 3: Learning transfer to job Criterion 4: Results assessment

13 Criteria for Evaluating Training

14 Deming s Benchmarking Model 1. Plan: conduct a self-audit to identify areas for benchmarking. 2. Do: collect data about activities. 3. Check: Analyze data. 4. Act: Establish goals, implement changes, monitor progress, and redefine benchmarks.

15 Performance Appraisal Programs Performance Appraisal A process, typically performed annually by a supervisor for a subordinate, designed to help employees understand their roles, objectives, expectations, and performance success. Performance management The process of creating a work environment in which people can perform to the best of their abilities.

16 Performance Appraisal Appraisal Programs Administrative Compensation Developmental Ind. Evaluation Job Evaluation Training EEO/AA Support Career Planning

17 Reasons Appraisal Programs Lack of top-management information and support Sometimes Fail Unclear performance standards Rater bias Too many forms to complete Use of the appraisal program for conflicting (political) purposes.

18 Performance Standards Strategic Relevance Characteristics Individual standards directly relate to strategic goals. Criterion Deficiency Standards capture all of an individual s contributions. Criterion Contamination Performance capability is not reduced by external factors. Reliability (Consistency) Standards are quantifiable, measurable, and stable.

19 Alternative Sources of Appraisal

20 360-Degree Performance Appraisal System Integrity Safeguards Assure anonymity. Make respondents accountable. Prevent gaming of the system. Use statistical procedures. Identify and quantify biases.

21 Training Performance Appraisers Common rater-related errors Error of central tendency Leniency or strictness errors Similar-to-me errors Recency errors Contrast and halo errors

22 Rater Errors Error of Central Tendency A rating error in which all employees are rated about average. Leniency or Strictness Error A rating error in which the appraiser tends to give all employees either unusually high or unusually low ratings. Recency Error A rating error in which appraisal is based largely on an employee s most recent behavior rather than on behavior throughout the appraisal period.

23 Rater Errors Contrast Error A rating error in which an employee s evaluation is biased either upward or downward because of comparison with another employee just previously evaluated. Similar-to-Me Error An error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection.

24 Performance Appraisal Methods Graphic Rating Scale Trait Methods Mixed Standard Scale Forced-Choice Essay

25 Trait Methods Graphic Rating-Scale Method A trait approach to performance appraisal whereby each employee is rated according to a scale of individual characteristics. Mixed-Standard Scale Method An approach to performance appraisal similar to other scale methods but based on comparison with (better than, equal to, or worse than) a standard.

26 Highlights in HRM 2 Graphic Rating Scale with Provision for Comments

27 Trait Methods Forced-Choice Method Requires the rater to choose from statements designed to distinguish between successful and unsuccessful performance. 1. a) Works hard b) Works quickly 2. a) Shows initiative b) Is responsive to customers 3. a) Produces poor quality b) Lacks good work habits Essay Method Requires the rater to compose a statement describing employee behavior.

28 Behavioral Methods Critical Incident Behavioral Methods Behavioral Checklist Behaviorally Anchored Rating Scale (BARS) Behavior Observation Scale (BOS)

29 Behavioral Methods Critical Incident Method Critical incident An unusual event that denotes superior or inferior employee performance in some part of the job The manager keeps a log or diary for each employee throughout the appraisal period and notes specific critical incidents related to how well they perform. Behavioral Checklist Method The rater checks statements on a list that the rater believes are characteristic of the employee s performance or behavior.

30 Behavioral Methods Behaviorally Anchored Rating Scale (BARS) Consists of a series of vertical scales, one for each dimension of job performance; typically developed by a committee that includes both subordinates and managers. Behavior Observation Scale (BOS) A performance appraisal that measures the frequency of observed behavior (critical incidents). Preferred over BARS for maintaining objectivity, distinguishing good performers from poor performers, providing feedback, and identifying training needs Thomson/South- Western. All rights reserved. 8 30

31 Results Methods Productivity Measures Appraisals based on quantitative measures (e.g., sales volume) that directly link what employees accomplish to results beneficial to the organization. Criterion contamination Focus on short-term results Management by Objectives (MBO) A philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager.

32 The Balanced Scorecard The appraisal focuses on four related categories Financial, customer, processes, and learning Ensuring the method s success Translate strategy into a scorecard of clear objectives. Attach measures to each objective. Cascade scorecards to the front line. Provide performance feedback based on measures. Empower employees to make performance improvements. Reassess strategy.

33 Definition-Compensation/ Reward Salary or wage is a form of compensation paid to an employee for the contribution made by him through the process of offering his service to the organization. 33

34 Compensation This refers to all form of financial returns, tangible services & benefits employee receives as a part of an employment relationship. It covers Internal equity Within the organization External equity Within the industry Individual equity Unique individual commitments 34

35 Definition Reward/Incentive An incentive scheme is a plan or program to motivate individual or group performance. An incentive program is also frequently built on monitory rewards (Incentive pay or monitory bonus), but may also include a variety of non monitory rewards or prizes. 35

36 Reward Management Alignment Organizational Values & anticipated business outcome Market Situation Organizational Rewarding Policy 36

37 7 Criteria for effectiveness in Compensation Adequate Equitable For efforts Balance Reasonable Cost effective Incentive providing Acceptable to employees Secure or stable 37

38 Basic objectives of Sound Reward System Attract competent employees Retain employees Motivate employees Inspiring employees Job satisfaction Rewarding employees Industrial relation 38

39 Job Evaluation - Definition Job evaluation is a process of systematic determination of the relative worth of a specific job within a plant or the organization. 39

40 Model of Total Reward (Towers Perrin Model) PAY * Base pay * Contingent Pay * Cash Bonus * long-term incentives * Shares * Profit Sharing LEARNING & DEVELOPMENT * Work Place Learning and Development * Training * Performance Management * Career Development BENEFITS * Pensions * Holidays * Healthcare * Other perks * Flexibility WORK ENVIRONMENT * Core Values of the Organization * Leadership * Employee voice * Recognition * Achievement * Job Design and Role Development * Quality of working life * Work-Life Balance * Talent Management 40

41 Employee Benefits Statutory Benefits Unemployment ( ETF) Workers' compensation ( Compensation Formula) Social Security ( EPF) Disability (occupational) (Workmen Compensation Act) Company Benefits Medical Savings Allowances Pay for Time Not Worked -- These programs are designed to protect the employee's income flow when not actively engaged at work. Away from work (vacation, company holidays, personal days). 41

42 Types of Incentive Plan Measured day work Piece work Standard hour plan Gain sharing plan Group incentive plan Employee stock ownership Profit sharing plan 42

43 Regulations of Compensation Wages boards Ordinance Shop and Office Employees Act Maternity Benefits ordinance Employees Provident Fund Act Workman s Compensation Ordinance Termination of Employment ( Special provisions) 43

44 Health and Safety Health A state where physical and mental problems, which impair general & special activities of a n employee. Safety Protection of employees physical health from the danger of accident.

45 Occupational Hazards Hazard is the potential for harm. Health Hazard Physical (Noise, Vibration, heat, Radiation,poor lighting, Poor Ventilation ) Chemical ( Dust,Fumes, Gases, Poison, Toxic ) Biological (Bacteria, Fungus, insects ) Psychological (Boredom, Monotony, Frustration, Stress )

46 Occupational Hazards Safety Hazard Electricity Fire Chemical Uncovered machinery Occupational diseases Skin diseases Lung diseases Respiratory diseases Poisoning Eye fatigue Asthma

47 Uses of Health and Safety To protect employee. To improve the Productivity. To Comply with the Country law. To improve Goodwill. To Satisfy the Customer / buyers Requirements. To impact on effectiveness.

48 Health and Safety Policy This contains own statement of general policy on health and safety at work and the organization and arrangements in place for putting that policy into practice.

49 Industrial Accidents An unplanned, unexpected event that interferes with or interrupts normal activity & potentially leads to personal injury or equipment damage. Near Misses An undesired event which under slightly different circumstances could have resulted in harm to people, environment, damage to property or loss to process

50 Unsafe Acts Operating without authority Working on moving machinery Working on machinery without guards Working without personnel protective equipments Wearing dangling cloths Horse play Unsafe lifting carrying, moving and placing Using hand

51 Unsafe Condition Unguarded machinery Defective machinery Inadequately guarded machinery Bad house keeping Inadequate illumination Inadequate ventilation Heat Bad design

52 Relevant Legislations Factories Ordinance - Workman Compensation Ordinance - Shop & office employee act - Wagers Board ordinance - Maternity benefit ordinance - Employment of woman & young person and children - National Institute of Occupational Safety & Health Act -

53 Grievance Sense of injustice If there is any discontentment or sense of injustice, expressed or implied felt by the employee in connection with his employment in the organization. 53

54 Reasons for grievances Perception Communication Unintentional mistakes Purposive discrimination Legitimate rational action Identification of Grievances - Employee behavior - Job outcome - Industrial Accident - Wastage - Employee satisfaction 54

55 Handling Grievances Open door policy Ombudsman Inspector general method Grievance committee 55

56 Disciplinary Procedure Pre-show cause stage (Primary inquiry)- There should be a complain in written & need to prepare statements of witnesses (To check nature of prima-facie) Issue of show cause letter & suspension Acceptance of letter of explanation Disciplinary inquiry Action 56

57 Types of Punishment Suspension Dismissal Deferments of increment Stoppage of increment Suspension of increment Fine Demotion Transfers Reduction /cancellation of bonus 57

58 Discussion!!! Thank you 58