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Human Resource Management
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Human Resource Management (Contd.)
Assessing Future
Assessing Current
Human Resource
Human Resources
Needs
Developing a
Program to Meet
Needs
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Human Resource Planning
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HR Planning
We have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession Planning
Replacement Planning
– Inventory Chart
• Present & Future staffing situations
• Helps in retention & expulsion strategy
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Job Analysis
(Functional Job Analysis, Position analysis questionnaire)
A Basic Human Resource Management Tool
Human Resource
Tasks Responsibilities Duties Planning
Recruitment
Selection
Training and
Job
Development
Descriptions
Job Performance Appraisal
Analysis Job Compensation and
Specifications Benefits
Safety and Health
Employee and Labor
Relations
Knowledge Skills Abilities Legal Considerations
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Job Analysis for Teams
Definitions
Job - Consists of a group of tasks that must be
performed for an organization to achieve its goals
Position - Collection of tasks and responsibilities
performed by one person; there is a position for every
individual in an organization
Job analysis - Systematic process of determining the
skills, duties, and knowledge required for performing jobs
in an organization (functional job analysis , position
analysis questionnaire)
Job description – document providing information
regarding tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform a
particular job 8
Recruitment
Process of
locating, identifying, and
attracting capable
candidates
Can be for current or future
needs
Critical activity for some
corporations.
What sources do we use for
recruitment
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Sources of Recruitment
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School
Placement Employee
Referrals
Internal
Searches Recruitment
Voluntary
Sources Applicants
Employment
Agencies Advertisements
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SELECTION
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Selection process
Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or
abilities.
Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Reference checks.
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Selection process
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job
performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
The firm.
The work units in which they will be working.
The firm’s policies and procedures.
The firm’s organizational culture. 15
Performance Appraisal
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Performance Appraisal
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Why Conduct Performance Appraisals?
Skills/Activities/Output
Reward/Training/Punishment
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Techniques for Evaluating Managers
Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for
career development than for promotion
decisions
Self-evaluation
Self-ratings suffer from leniency
Subordinate evaluation
Effective in developing leadership
Leads to improved performance
360 degree feedback (multi-source)
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360 Feedback
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Key Steps in Implementing 360° Appraisal
Top management communicates the goals
Employees and managers are involved in the
development of the appraisal criteria and process.
Employees are trained in giving & receiving feedback.
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Relative and Absolute Judgment
Relative Judgment
Absolute Judgment
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Rating Methods
Behaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior
Critical-incident behaviors are established
These behaviors are used as standards for appraising effectiveness
The BARS items can be scored objectively by indicating whether the
employee displays that behavior
Behavioral observation scales (BOS)
Appraisers rate the frequency of critical employee behaviors
The ratings are assigned on a five point scale
The evaluation yields a total score
Management by objectives (MBO)
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Appraising Managers as Managers
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Organizational Change
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Concept of Organizational Change
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Planned and Unplanned Organizational
Changes
Organizational
Change
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Resistance to Change - Forms
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Resistance to Change
Selective Force of
Information Habit
Processing
Individual
Organization
Threat to establish
power relationship
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Overcoming
Resistance to Change
Education and
Participation
Communication
Facilitation
Negotiation
and Support
Manipulation
Coercion
and Cooptation
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Organizational Change
Desired
State
Restraining
Forces
Status
Quo
Driving
Forces
Time
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Definition of OD
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Organization Development is...
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Organizational Development - The
Premises
Power equalization
Confrontation
Participation
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OD Process
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.
OD Interventions
Intergroup development
Process consultation
Sensitivity training
Survey feedback
Team building
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Culture Change
Manager Development
On the Job Training
Planned Progression
Job Rotation
Creation of “assistant-to”
Temporary promotion
Committees
Off the Job
Training
Conference
MDPs
Business Simulations 43
Organizational Conflicts
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Sources of Conflict
Avoidance
Problem solving
Compromise
Forcing
Smoothing
Structural change
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Training & Development
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Training and Development (T&D)
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Factors Influencing T&D
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The Training and Development
(T&D) Process
Determine T&D Needs
Establish Specific
Objectives
In order to compete
effectively, firms must keep
employees well trained.
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Establishing Training and Development
Objectives
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T&D Methods
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Classroom Programs
Continue to be
effective for many
types of employee
training
May incorporate some
of other methods
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Mentoring
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Coaching
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Role Playing
Respond to specific problems they may
actually encounter in jobs
Used to teach such skills as:
interviewing
grievance handling
performance appraisal reviews
conference leadership
team problem solving
communication
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Simulations
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Distance Learning and Videoconferencing
Interactive training
Used to:
increase access to training
ensure consistency of instruction
reduce cost of delivering T&D
programs
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E-Learning
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On-the-Job Training
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Job Rotation
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Internships
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Management Development
All learning experiences resulting in upgrading of
skills and knowledge needed in current and future
managerial positions
Imperative managers keep up with latest
developments in their fields while managing ever-
changing workforce in a dynamic environment
Requires personal commitment of individual
manager
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Reasons to Conduct Management
Training Outside of the Company
An outside perspective
New viewpoints
Possibility of taking
executives out of work
environment
Exposure to faculty
experts and research
Broader vision
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Reasons to Conduct Management
Training Inside of the Company
Training more specific to
needs
Lower costs
Less time
Consistent, relevant material
More control of content and
faculty
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Orientation
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Organization Development
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Survey Feedback Description
Process of collecting data from organizational
unit through use of questionnaires, interviews
and other objective data
Can create working environments that lead to
better working relationships, greater
productivity and increased profitability
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Quality Circles
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Team Building
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Laboratory/ Sensitivity / T-Group Training
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Evaluating Human Resource
Development
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Directing & Controlling
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Introduction
Directing/Direction is a function of management performed by
top level management in order to achieve organizational
goals. It is very important and necessary function of
management.
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Meaning and Definition
Direction consists of the process and techniques
utilized in issuing instructions and making certain
that operations are carried as originally planned.
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Directing involves…..
Telling people what is to be done and explaining how to
do it.
Issuing instructions and orders to subordinates.
Inspiring them to contribute towards the achievement of
objectives,
Supervising their activities;
Providing leadership and motivation
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ELEMENTS OF DIRECTION
Communication
Leading
Motivation
Supervision
Coordination
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PRINCIPLES OF DIRECTION
Harmony of Objectives
Unity of Command / Direction
Direct Supervision
Democratic Managerial Style
Follow Through
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TECHNIQUES OF DIRECTION
Consultative Direction
Free Rein Direction
Autocratic Direction
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SUPERVISION
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Supervision implies expert overseeing of
subor-dinates -at work in order to guide and regulate their
efforts. Every manager has to supervise the work of his
subordinates to see that they do their work as desired. But
supervision is particularly important at the operat-ing level
of management or at the low-level management.
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The direction of people at work is the most
difficult of all production related tasks. Supervision
means constantly functioning in a state of flux and
ambiguity and few people feel satisfaction from
being a supervisor. The reason this is worth
mentioning is because many new supervisors feel
that something is "wrong" when they are
constantly faced with problems relating to their
workforce. This state of flux and ambiguity is
normal to supervision and success is measured in
percentages rather than absolutes.
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All work requires the coordination of effort. We accomplish
this by giving workers assigned tasks and assigned time in which
they are to accomplish these tasks. But just giving instructions is
not enough. You must give clear, specific instructions on what is to
be done, monitor the worker in the course of their efforts and hold
them accountable for specific results. These three elements;
specific instructions on what is to be done, monitoring them
periodically to make sure it is being done, and making the
employee accountable for the results are the core of the
supervisory process. It is the responsibility of the supervisor to do
this. Workers who do not receive good instruction and direction;
who are allowed to do work incorrectly without correction and who
do not have a review of their performance have not had proper
supervision and hence have not been allowed to perform properly.
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4. Support. A manager is not made by title alone. Anyone
new to a supervisory position needs to develop certain
professional skills. Your mentoring will be the key to success.
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COORDINATION
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What's Coordination?
Co-ordination is the
unification, integration, synchronization of the efforts of
group members so as to provide unity of action in the
pursuit of common goals. It is a hidden force which binds
all the other functions of management.
According to Mooney and Reelay, “Co-ordination is orderly
arrangement of group efforts to provide unity of action in
the pursuit of common goals”.
According to Charles Worth, “Coordination is the
integration of several parts into an orderly hole to achieve
the purpose of understanding”.
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Management seeks to achieve co-ordination through its
basic functions of planning, organizing, staffing, directing
and controlling. That is why, co-ordination is not a separate
function of management because achieving of harmony
between individuals efforts towards achievement of group
goals is a key to success of management. Co-ordination is
the essence of management and is implicit and inherent in
all functions of management.
A manager can be compared to an orchestra conductor
since both of them have to create rhythm and unity in the
activities of group members.
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CONTROL
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Organizational Control
Organizational Control
Managers monitor and regulate how efficiently
and effectively an organization and its members
are performing the activities necessary to
achieve organizational goals
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Organizational Control
Managers must monitor and evaluate:
Is the firm efficiently converting inputs into
outputs?
Are units of inputs and outputs measured
accurately?
Is product quality improving?
Is the firm’s quality competitive with other
firms?
Are employees responsive to customers?
Are customers satisfied with the services
offered?
Are our managers innovative in outlook?
Does the control system encourage risk-
taking? 92
Control Systems
Control Systems
Formal, target-setting, monitoring, evaluation
and feedback systems that provide managers
with information about whether the
organization’s strategy and structure are
working efficiently and effectively.
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11-93
Control Systems
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Three Types of Control
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Types of Control
Feedforward Controls
Used to anticipate problems before they arise
so that problems do not occur later during the
conversion process
Giving stringent product specifications to
suppliers in advance
IT can be used to keep in contact with suppliers
and to monitor their progress
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Types of Control
Concurrent Controls
Give managers immediate feedback on how
efficiently inputs are being transformed into
outputs
Allows managers to correct problems as
they arise
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11-97
Types of Control
Feedback Controls
Used to provide information at the output stage
about customers’ reactions to goods and
services so that corrective action can be taken
if necessary
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11-98
Control Process Steps
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The Control Process
1. Establish standards of performance, goals, or
targets against which performance is to be
evaluated.
Managers at each organizational level need to
set their own standards.
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The Control Process
2. Measure actual performance
Managers can measure outputs resulting
from worker behavior or they can measure
the behavior themselves.
The more non-routine the task, the harder
it is to measure behavior or outputs
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The Control Process
3. Compare actual performance against chosen
standards of performance
Managers evaluate whether – and to what
extent – performance deviates from the
standards of
performance
chosen in step 1
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The Control Process
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Three Organizational Control Systems
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Financial Measures of Performance
Profit Ratios –
measure how efficiently managers are using the
organization’s resources to generate profits
Return on Investment (ROI) –
most commonly used financial performance measure
organization’s net income before taxes divided by its total
assets
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11-105
Financial Measures of Performance
Operating margin
calculated by dividing a companies operating
profit by sales revenue
Provides managers with information about
how efficiently an organization is utilizing its
resources
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Financial Measures of Performance
Liquidity ratios
measure how well managers have protected
organizational resources to be able to meet
short-term obligations
Leverage ratios
measure the degree to which managers use
debt or equity to finance ongoing operations
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Financial Measures of Performance
Activity ratios
provide measures
of how well
managers are
creating value from
organizational
assets
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Output Control
Organizational Goals
Each division within the firm is given specific
goals that must be met in order to attain overall
organizational goals.
Goals should be set appropriately so that
managers are motivated to accomplish them
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Organization-Wide Goal Setting
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Output Control
Operating Budgets
Blueprint that states how managers intend to use
organizational resources to achieve
organizational goals efficiently.
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Effective Output Control
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Problems with Output Control
Managers must create output standards that motivate at all
levels
Should not cause managers to behave in inappropriate ways
to achieve organizational goals
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Behavior Control
Direct supervision
managers who actively monitor and observe the behavior
of their subordinates
Teach subordinates appropriate behaviors
Intervene to take corrective action
Most immediate and potent form of behavioral control
Can be an effective way of motivating employees
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Problems with Direct Supervision
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MBO
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Management by Objectives
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Management by Objectives
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Bureaucratic Control
Bureaucratic Control
Control through a system of rules and standard
operating procedures (SOPs) that shapes and
regulates the behavior of
divisions, functions, and individuals.
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11-119
Bureaucratic Control
Problems with Bureaucratic Control
Rules easier to make than than discarding
them, leading to bureaucratic “red tape” and
slowing organizational reaction times to
problems.
Firms become too standardized and lose
flexibility to learn, to create new ideas, and
solve to new problems.
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Clan Control
Clan Control
The control exerted on individuals and groups
in an organization by shared
values, norms, standards of behavior, and
expectations.
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