UNIT- III

STAFFING
It is important to have a good
organization structure but it is even
more important to fill the jobs with
right people
STAFFING
The managerial function of staffing involves
maintaining the organizational structure, through proper
and effective selection, appraisal, and development of
personnel to fill the roles designed into the structure
-Koontz and ODonnell

Filling and keeping the positions provided by the
organization structure filled with right people is the
staffing phase of the management.

The process involved in identifying , assessing ,placing ,
evaluating individuals at work .
Nature of staffing
Staffing is inherent(belonging to nature) in the
process of management. This function is performed
by all the managers throughout the organization
rather than the personnel department only.

Staffing is a pervasive(tending to pervade)
function of management. It is performed by all
managers at various levels in the organization.

It is a continuous and never ending activity
People centered.
Based on human relations

IMPORTANCE OF STAFFING

Effective staffing discovers the talented, experienced
and qualified staff which provides to be an asset for
the future.
It ensures greater production by putting the right
man in the right job.
Staff is placed on the job for which they are the most
suitable and have aptitude(tendency) for the same
job.
It provides information to management for the
internal succession of managerial personnel in the
event of an unanticipated turnover.


SYSTEM APPROACH
A system may be defined as an assemblage
or combination of things or parts forming a complex
or unitary whole

AN ORGANISATION,AS A SYSTEM,
POSSESSES THE FOLLOWIN FEATURES:
The system is goal-oriented.
The whole is more than the sum of all parts in a
system.
A system is engaged in processing or
transforming of inputs into outputs.
Various components of a system are interrelated
and interdependent.They interact with each other.




Human Resource Management(staffing) may be
viewed as a system which transforms personnel
(i.e., inputs) into productive human resources
(i.e., output). Human resource system must be an
open and dynamic system if it has to achieve its
objectives which include quality of work life,
productivity, and readiness to change.




MANPOWER PLANNING
It may be defined as a process by which the management
ensures the right number of people and the right kinds of
people at the right place at the right time doing the right
things for which they are best suited for the achievement
of organisational objectives,manpower planning is also
known as HUMAN RESOURCE PLANNING

SCOPE OR ELEMENTS
Listing of current manpower or preparation of manpower
inventory.
Projecting the supply of different types of employees
after one year,two year and so on.
Designing training programmes for different categories of
manpower.
Evaluation of the effectiveness of the process of
manpower planning.


SIGNIFICANCE OF MANPOWER
PLANNING:

Shortage or surplus of manpower in various
departments will be revealed by manpower planning.
Corrective steps can be taken in time.
Manpower forecasting provides a basis of
recruitment, transfer and training of employees.
It serves as a tool to evaluate the effect of alternative
manpower actions and policies.
It reduces labour costs by avoiding surplus of
manpower. Overstaffing can be known quickly and
steps taken accordingly.

JOB Analysis
Job analysis is a systematic collection and
compilation(collection) of data about each job in the
organisation to redesign each job in such a manner
so as to distinguish it from the other jobs

SCOPE OF JOB ANALYSIS

Job identification.
Nature of the job.
Operations involved in doing the job.
Materials and equipments to be used in doing the job
Relation with other job.

Job description and Job specification are
the immediate by products of job analysis.
JOB ANALYSIS
JOB DESCRIPTION JOB SPECIFICATION
JOB DESCRIPTION: A job description is an organised
factual statement of job contents in the form of duties
and responsibilities of a specific job.


Contents:
Job title or name.
Job location.
Job summary.
Duties to be performed.
Machines, tools, materials
Relationship with other jobs.
Working environment.

Job specification: a job specification is a document
which states the minimum acceptable human qualities
necessary to perform a job properly.


RECRUITMENT AND SELECTION
Recruitment is the process of identifying the sources for
prospective candidates to stimulate them to apply for
jobs in the organisation.

SOURCES OF RECRUITMENT:
INTERNEL SOURCES:
Transfer: It means shifting of an employee from one job to
another.
Promotion: It means transfer of an employee to a job that pays
more money or that enjoys some preferred status.

Re-employment of employees: It refers to employing
the employees who have left the employees.
EXTERNAL SOURCES: It includes

Direct recruitment: This method is very useful for
recruiting unskilled workers. Budli workers
Casual callers: qualified people apply for employment on
their own initiative
Employment exchange:
Advertising: Information about the job description and job
specifications can be given in the advertisement so that the
candidates may apply.
Campus recruitment:
Placement agencies: Professional bodies have come into
existence which provide their services to the enterprise for
recruitment and selection of employees.

Labour contractors
Web publishing


IMPORTANCE OF INTERNAL SOURCES
Promotion will increase the morale of the
employees.
The cost of internal recruitment is very low.


IMPORTANCE OF EXTERNAL SOURCES
The enterprise can expect to get fresh, talented
candidates from outside.
Internal candidates have to compete with outside
candidates for the higher jobs.
Selection
Selection is the process of choosing the best person for a particular job. It
leads to employment of workers .

Selection is the process of choosing from among the candidates from
within the organization or from outside , the most suitable person for the
current position or the future position. Dale Yoder

Selection is the managerial decision making process as to predict which
job applicant will be successful if hired. S.P.Robins
Preliminary interview
Screening of
Application forms
Reference Checking
Selection or
employment Test
Employment Interview
Medical Examination
Appointment letter or
Job offer
Rejection
Of
Candidate
S
e
l
e
c
t
i
o
n

P
r
o
c
e
s
s

Training and development
According to Edwin B.Flippo
Training is the act of
increasing the knowledge and skills of an employee
for doing a particular job


OBJECTIVES OF TRAINING
To provide job related knowledge to the workers.
To impart skills among the workers systematically so
that they may learn quickly
To improve the productivity of the workers and the
organization.
To reduce the number of accidents by providing
safety training to the workers.


NEED AND IMPORTANCE
HIGHER PRODUCTIVITY: It is essential to increase
productivity and reduce cost of production for
meeting competition in the market. Effective training
can help increase productivity of the works by
imparting the require skills.
QUALITY IMPROVEMENT: The customers have
become quality conscious and their requirements
keep on changing. To satisfy the customers, quality
of products must be continuously improved through
training of workers.
INDUSTRIAL SAFETY: Trained workers can handle
the machines safety. They also know the use of
various safety devices in the factory. Thus they are
less prone to industrial accidents.
TECHNOLOGY UPDATE: Technology is changing
at a fast pace. The workers must learn new
techniques to make use of advanced technology.

BENEFITS OF TRAINING


For organization
Economy in operations
Greater productivity
Uniformity of procedure
Less supervision
Higher morale of employees
For employees
Acquisition of new skills
Higher Wages
industrial safety
Preparation for promotion
Higher morale
Versatile utility


Types of training
INDUCTION OR ORIENTATION TRAINING:
Induction is concerned with introducing or orienting a
new employee to the organisation and its procedures,
rules and regulation. When e new employee reports for
work, he must be helped to get acquainted with the
work environment and fellow employees. It is better to
give a friendly welcome when he joins the
organisation,get him introduced to the organisation
and help him to get a general idea about the rule and
regulation, working conditions.

APPRENTICESHIP TRAINING:
Apprenticeship training involves imparting
knowledge and skills in a particular craft or trade such
as printing, tool making, etc Earn while you learn.

TRAINING METHODS
ON-THE-JOB METHODS. The worker is given
training by his immediate supervisor.
Coaching: Under this method the supervisor imparts the job
knowledge and skills to subordinates . The emphasis is coaching or
instructing the subordinate is on learning by doing.
Understudy: supervisor gives training to his subordinates as his
understudy or assistant .subordinate learns through experience and
observation . This technique prepares the subordinates to assume
the responsibilities of superior's job in the case the superior is absent
or he leaves the organization.
Vestibule training: V T is involves the creation of a separate
training centre within the plant itself for the purpose of providing
training to new employees. An experienced instructor is put in
charge of this training. Machines and tools are also arranged in the
training center so as to create working conditions similar to those in
the workshop
Job rotation: The trainee systematically transferred from one
job to another so he may get experience of different jobs. Job
rotation is used by many organizations to develop all round workers.



Simulators and Training Aids: simulators are used to provide trainees
with physical equipments that resembles to some degree ,the
equipment that is to be used on the job.

OFF-THE-JOB METHODS : The worker is required to undergo training
for a specific period away from the work place

Special lectures-cum-discussions: Training through special
lectures Also known as class room training . It is more associated with
knowledge than skills

Conference: is a group meeting conducted according to organized
plan in which member seeks to develop knowledge and understanding
of a topic by oral participation. A person can learn from others by
comparing his opinions with those of others
Seminar: A seminar is organized like a conference , but it is
comparatively on a smaller scale . It is generally on smaller theme
such as Emerging issues in Human resource development etc. The
theme is examined in great detail by different experts in concerned
field.
Role playing: This technique is used for human relation and
leadership training . Its purpose is to increase the trainees skills in
dealing with others. In this method two trainees are assigned two
different role to play . Like one is to play role of sales executive and
other that of a customer.
development
The term development refers broadly to the
nature and direction of change induced(persuade) in
employees, particularly managerial personnel, through
the process of training and education
A planned process of learning and growth designed to
bring behavioral change among the executives.
OBJECTIVES OF DEVELOPMENT
To encourage managers to grow as persons and in
their capacity to handle greater responsibility.
To improve the performance of managers at all levels
in the jobs that they hold now.
To sustain good performance of managers throughout
their careers.
NEED FOR MANAGEMENT
DEVELOPMENT
There is a shortage of trained managers .
Management has to be developed for
handling problems arising out of
increasing size and complexity of the
organizations.
Business and industrial leaders are
increasingly recognizing their social and
public responsibilities which call for a
much broader outlook on the part of
management.

Method of executive development
1.Special courses :
2. Special projects
3.Committee Assignments:
4.Case study:
5.Management games ;
6. Sensitivity training:
Performance appraisal
According to Yoder, Performance appraisal refers to
all formal procedures used in working organisations
to evaluate personalities and contributions and
potential of group members.
OBJECTIVES OF PA
To provide a record of each employees performance
for the purpose of determining wages and incentive
pay.
To identify the employees who have been placed on
the wrong job to transfer them to the jobs for which
they are better used.
To design training programme for the improvement of
the quality of personnel.

It helps the supervisor to evaluate the
performance of his employees systematically and
periodically.
The ability of the staff is recognised and can be
adequately rewarded by giving them special
increment.
PA can be used as a basis of sound personnel
policy in relation to transfer and promotion, if the
performance of an employee is better than others,
he can be recommended for promotion, but if a
person is not doing well on a job, he may be
transferred to some other job.

Performance appraisal
LIMITATIONS OF PERFORMANCE
APPRAISAL
If the factors included in the assessment are
irrelevant, the result of merit rating will not be
accurate.
Different qualities to be rated may not by given
proper weightage in certain cases.
Some of the factors are highly subjective like
initiative and personality of the employees, so
the actual rating may not be on sufficient lines.





METHODS OF PERFORMANCE
APPRAISAL
UNSTRUCTED APPRAISAL: Under this, the
appraiser is required to write down his
impression about the person being appraised
in an unstructured way.
RANKING: Ranking is a simple process of
placing employees in a rank according to
their job performance
FORCED DISTRIBUTION: The FD system is
devised to force the appraiser into
predetermined range of scale. This system is
based on the presumption that employees
can be divided into five points scale of
outstanding, above average, average,
below average and poor.

GRAPHIC RATING SCALE: Under this method,
scale are established for a number of specific
factors and qualities. The selection of factors to
be measured on the graphic rating scale is an
important point under this system.

CHECKLIST APPRAISAL: The weighted checklist
is prepared by the persons thoroughly
acquainted with the job and perfect at preparing
and weighing statements. when this process is
complete, rating are placed on separate cards for
future reference.

CRITICAL INCIDENT: A CI means a significant
act by an employee exceeding or failing any of
the requirements of his job

directing
According to William Newman
Directing deals with the steps a manager takes to
get subordinates and others to carry out plans

ELEMENTS OF DIRECTION
Communication
Leadership
Motivation
Supervision

NATURE OF DIRECTION
Direction is a managerial function performed by all the
managers at all levels of the organization.
Through directions management initiates actions in the
organization.
Direction is a continuing function, it continues throughout
the life of the organization


Better human relation are achieved: Direction is an
important function of management, because it deals with
human being, an essential and sensitive factor of
production. Effective direction gets work done smoothly.
Direction initiates actions: All activities of any enterprise are
initiated when the direction function is performed . Planning and
organizing is preparatory functions .It is the direction that initiate the
action .
Direction is means of motivation: In order to get the best
result from organization it is necessary to motivate the
workers to contribute their best energies and abilities.
Direction integrates employees efforts: Direction, as
heart of management-in-action integrates the efforts of
individual and groups and leads it towards attaining the
goal of the business.
IMPORTANCE OF DIRECTION
Principles of Direction
1. Principle of Harmony of objectives: Manager must try to reconcile
the personal goals of his subordinate with those of the organization.
2. Principle of maximum Individual contribution :Direction should be
such which inspire the people to contribute fully for the well being of
the organization .
3. Principle of unity of command:
4. Principle of Direct supervision: Direct supervision by the boss and
his direct advice to the subordinates boosts their morale resulting into
renewed and vigorous efforts . This also increase loyalty among the
subordinates which is better for the direction .
5. Principle of effective communication: A good system of
communication between the boss and the subordinate is better for
coordination.
6. Principle of effective leadership: The boss must posses the quality
of good leader if he is to get the work done from the workers. It is
required to win the confidence of subordinate

supervision
According to Terry
Supervision as guiding and directing
efforts of employees and other resources to
accompolish stated work outputs
PRINCIPLES OF SUPERVISION
The effective utilization of supervision ensures the
achievement of the objectives of organization.
Effective supervision is a function of the supervisor.
The success of any supervisor depends upon the
effective fulfilling of group needs.
FUNCTIONS OF SUPERVISORS
Planning the work: The supervisor has to determine
work schedule for even and steady flow of work.
FUNCTIONS OF SUPERVISORS
Planning the work: The supervisor has to determine work
schedule for even and steady flow of work.
Issuing orders and instructions: The supervisor orders
and instructions to the workers for achieving
coordination in his section.
Providing guidance and leadership: The supervisor
fixes production targets for the workers and provides
them and the necessary guidance for doing the work
assigned to him.
Motivation: The supervisor motivates his subordinates by
providing financial and non-financial incentives.
Preserving records: The supervisor keeps records of
output and other related aspects of each employee. He
also sends the necessary information to the top
management.
MOTIVATION
According to S.P.Robbins, Motivation is the willingness to
exert high levels of effort toward organizational goals, conditioned by the
effort and ability to satisfy some individual need
Motivation is the process of channeling a persons inner drives so that he
wants to accomplish the goals of the organization
Motivation in an organization is the willingness of an employee to
respond to organization requirement.
NATURE/CHARACTERISTICS
Goal oriented process: The motives of a person drive him to
achieve goal to relieve his tension.
Used to enthuse the individual: Motivation can be used to
enthuse the individual completely by developing his outlook and
personality.
Motivation can be positive or negative: Positive motivation
implies use of incentives like increase in pay,r eward,promotion. Negative
motivation like threat of demotion, fear of loss of job.
Inspiring employees to work: Effective motivation
inspires the employees to contribute their worth to the
organisation,by giving monetory and non-monetory
incentives.
Maximum utilisation of resources: Motivated
employees work efficiently with a sense of
responsibility and belongingness. It enables minimum
wastage of resources and maximum utilisation of the
factors of production.
Improving workers efficiency: The motivated
employees feel pleasure in performing their duties.
As such the output in terms of both the quality and
quantity improves,resulting in overall efficiency of
the workers
IMPORTANCE
MASLOWS NEED THEORY
A.H.MASLOW defined a persons effectiveness as a
function of matching mans opportunity with the appropriate
position of hierarchy of needs. Process of motivation begins
with an assumption towards the achievement of satisfaction
needs.
Self Fulfillment needs
Esteem Needs
Social Needs
Safety and Security Needs
Physiological Needs
Basic Physiological Needs: It includes human
requirements for survival, such as food, water, clothes,
shelter etc.
Safety and security needs: After satisfying the
physiological needs, people want the assurance of
maintaining a given economic level. They want job
security, personal bodily security, security of source of
income,insurance against risks,etc
Social Needs: It includes desire for receiving and
giving love,affection,friendship and sense of
belongingness, etc.
Esteem Needs: It includes our desire for respect,
independence, reputation, prestige, self-confidence and
recognition etc.
Self-actualisation Needs: These needs are concerned
with achieving what a person considers to be his mission in
life.
HEZBERGS TWO FACTOR THEORY
According to Fredrick Hezberg Attitudes and
behaviours of workers are influenced by the two
major categories of job factor:

Hygienic factors: Hygienic factors refer to
working conditions and environment such as
wages, salaries, perquisites, job security,
relationship with superiors, peers and
subordinates, policies and rules of the
organization.
Motivational factors: It includes achievement,
recognition, status, praise, promotional avenues
etc.
Bottom Line: Satisfaction and dissatisfaction are not opposites
of the same thing!
Separate Constructs
Hygiene Factors
Extrinsic and Related
to Dissatisfaction

Motivation Factors
Intrinsic and Related to
Satisfaction
Hygiene
Factors
Salary
Work
Conditions
Company
Policies
Good
Relations
Job
security
Motivators
Achievement
Responsibility
Growth
Recognitions
David McClellands Theory of Needs
Need for Achievement
The drive to excel, to
achieve in relation to a set
of standards, to strive to
succeed
Need for Affiliation
The desire for friendly
and close personal
relationships
Need for Power
The need to make others
behave in a way that they
would not have behaved
otherwise
Bottom Line
of needs in each of
Individuals have
different levels these
areas, and those levels
will drive their behavior.
Theory X
Managers See Workers as
Disliking Work
Avoiding Responsibility
Having Little Ambition

Theory Y
Managers See Workers as

Enjoying Work
Accepting Responsibility
Self-Directed
Appraisal of Theory X and Theory Y
Theory X is applicable to uneducated and unskilled
operated workers, whereas Theory Y is more
applicable to skilled and educated employees who
are motivated enough and understand their
responsibility
McGregors believe that theory Y assumption were
more valid than theory X
He proposed ideas such as participative decision
making, responsible and challenging jobs and good
groups relations, as means to maximize employee
motivation

Implications David McClellands Theory of
Needs (Need for Achievement)
Individuals with a high need for achievement
generally will take moderate risks, like situations
in which they can take personal responsibility for
finding solutions to problems and want concrete
feedback on their performance.

No matter how high a persons need to achieve
may be, he cannot succeed if he has no
opportunities, if the organisation keeps him from
taking initiative, or does not reward him if he does.
From Theory To Practice
Recognize
Match people
individual
to jobs
differences
Dont ignore
Use goals
money
Suggestions
for
Motivating
Ensure that goals
Check the system Employees
are perceived as
for equity
attainable
Link rewards Individualize
to performance rewards
Motivation and Performance
Challengin
g and
interesting
work
Desired
rewards
Opportunity for
participation
and self -
management



Job
performance
Individual motivational
factors
Needs
Satisfaction
Expectation
goals
Ability to
get the job
done
Individual motivation and job performance
Job performance is the product of a combination
of an individuals motivation and ability

Ability and skills , acquired through training and
on job experience are also required

Individual motivational factors Need ,
satisfaction , expectation , goals affected by
challenging work rewards and participation

All the motivation in the world for examples will
not be enable a computer illiterate person to sit
down and create a computer spread sheet (i.e.
ability to get job done)


Approaches for improving motivation
A. FINANCIAL INCENTIVES

i. Pay and allowance
ii. Productivity linked wage incentives
iii. Bonus
iv. Perquisites: such as car allowance, housing,
medical aid and education to the children.
v. Profit sharing
vi. Retirement benefits
B. NON-FINANCIAL INCENTIVES

i. Status
ii. Organisational climate: It refers to relations between
superiors/subordinates.
iii. Job enrichment: Job enrichment means increasing the
contents of a job leading to upgradation of
responsibility scope and challenge in its performance.
iv. Opportunity for promotion or career advancement
v. Security of service
vi. Suggestion scheme
Special Motivational Techniques
1. Money
2. Participation
3. Reward systems
4. Quality of work life
5. Job enrichment
6. Morale building

Money
Money is a powerful motivator even in modern society.
It is believed that social status, position, power,
prestige , recognition etc are associate with money .

Employees receiving higher salary can lead luxurious
life and command respect from society

Organization use financial incentives to motivate
employees
Some of the financial approaches to motivate
employees includes: Variable pay packages, Skill
based incentives, piece rate plan , incentives based on
performance , Profit sharing , Gain sharing schemes ,
knowledge based financial incentives plans, and
flexible benefits
Morale building
Morale refers to the spirit of the organisation. It represents the
attitudes of individuals and group in an organisation towards their
work environment and towards voluntary cooperation to the full
extent of their capabilities for the fulfilment of organisational goals.
Morale is an attitude of satisfaction with desire to continue in and
willingness to strive for the goals of a particular organization.

Stimulates a feeling of togetherness , a sense of identification with job.
It is important because performance and efficiency of
operations depends on employees morale

SIGNIFICANCE OF MORALE
Willing cooperation towards the objectives of the organisation.
Loyalty to the organisation and its leadership.
Good discipline, i.e.,voluntary confirmity to rules and regulations.
Pride in the organisation.

Factors effecting morale
1 The organization itself: Successes ,reputation,
hr policies , management style .

2 Nature of work of employee: Job that match
with needs, values , personalities
.
3 supervisory techniques:

4 Fellow employees interactions : co employees
interaction influence the morale of the
employees.
Evaluation of morale
1 Attitude survey: employees indicate wide range of conditions
related to their job

2 Morale interviews: The interviewer encourages the employees
to speak freely and frankly in respect to of his job , his superiors,
his felloe employees, and any other condition affecting his
employment
3 Spies and informers.
indices of morale
A absenteeism
B turnover
C grievance
D output level
Measures to improve morale
Job Satisfaction

Job training

Recognition of Aspirations

Counseling and interviews

Opportunities

Relation

Facilities
BUILDING OF HIGH MORALE

Two-way communication: There should be two-
way communication between the management and
the workers as it exercises a profound influence on
morale.

Incentive system: There should be a proper
incentive system in the organisation to ensure
monetory and non-monetory rewards to the
employees to motivate them.

Welfare measures: Management must provide for
employees welfare measures like canteens, credit
facilities, sports club, etc.
It helps to prevent underutilization of
personnel through over manning
resultant high labour cost and low profit
margins .

It helps in avoiding sudden disruption of
an enterprises production by indicating
shortage of personnel , if any, in
advance.
Quality of work life
Quality of work life is relatively new concept . As
motivation technique it includes:

Provision of adequate and fair compensation and
safe and healthy work environment , provision for
growth potential in the job, Protecting self esteem ,
Creating a sense of identity , Up keeping self respect,
Equity and dignity of employee , and integration of
job with family life.

Quality of work life is the degree to which the
members of work organization are able to satisfy
important personal needs through their experiences
in the organization.--- j.Llyod suttle



SCOPE OF QWL

Fair and reasonable pay: QWL is basically built
around the concept of equitable pay. The employees must
be paid their due share in the progress and prosperity of
the firm.

Favourable and safer environment: QWL provides
for a work environment absolutely free from various
hazards arising out of natural and unnatural things.

Employment benefits: Workers want a share in the
profits of the organisation in addition to medical,
housing and welfare facilities.

Job security: Employees want stability of
employment. The workplace should offer security of
employment.
Requirements for success of QWL

Employees must be given opportunities for
advancement in the organisation.
Supervisor must be trained to function effectively
in a less directive, more collaborative style.
Personnel should be selected and/or promoted for
excellence in their performance.
Traditional status barriers between management
and workforce must be broken to permit
establishment of an atmosphere of trust and open
communication.
Quality work life methods
Flexi work schedules: Allows employees to
choose their own Arrival and departure time within
specific limits

Family support service : companies recognize
that employees have lives and priorities outside the
work place and made appropriate accommodation
Wellness programmes: Featuring a wide range
of offering among them ,stress reduction , healthy
eating and living clinics, quit smoking and weight
loss programmes, exercise facilities , health
screening etc.

Flexi 2 hours
Arrival time
7:00 am to 9:00 am
Fixed 6.30 hrs
core time
Flexi 2 hours
departure range
3:30 to 5:30 pm
FLEXI WORK SCHEDULE
Participation
Participative management: Process of
empowering employees to assume greater
control of work place.
Management scholars identified
four Key Areas of participative management:
1 Setting goal
2 Decision making
3 Problem solving
4 Designing and implementing organizational
change
Approaches to participation
i. Quality circles: are voluntary problem solving groups
to improving quality and reducing cost . Each quality circle
responsible not only for recommending solution but also
implementing and evaluating those solutions.
ii. Open book management: Sharing key financial data
and profits with employees who are trained and
empowered.
OBM ask managers to correct three typical short
coming by (A) BY displaying a high degree of trust
in employees(b)Having a deep unwavering
commitment to employees training (c) Being Patient
while waiting for results
S T E P i.e. share teach empower pay
employees
e.g. Wall mart
Iii Self Manage teams: Also known as Autonomous
work group or high performance work teams
is that assume that traditional managerial duties
such as staffing and planning.




Key to successful employee participation
i. Profit sharing or gain sharing plan

ii. Along term employment relationship with good
job security

iii. A concerted efforts to build and maintaining
group cohesiveness

iv. Protection of the individual rights.
Reward systems
Rewards can be defined broadly as the material and
psychological payoffs for performing tasks in workplace.
Importance of rewards
1. Reward system influences attraction & retention
of employees
2. The reward system in organization act as an
strong motivation those skills that are perceived
to lead promotion --- skill based pay
3. Reward system contribute to over all culture and
climate of an organization
4. Reward system are often a significant cost factor
in the organization.
5. Reward system can motivate learning of skills and
development of knowledge
5. Useful to retain best performance in the
organization

Organizations rely on reward system to achieve four things
1. To motivate employees to perform effectively
2. To motivate employees to join organization
3. To motivate employee to come to work
4. Motivate individuals by indicating their position in the
organization.
Type of reward
1 Extrinsic rewards: Payoffs such as money , that are granted by
others
2 intrinsic rewards: Self granted , internally experienced payoff,
such as a sense of accomplishment , self esteem and self
actualization
Qualities of a good reward system
1. Reward must satisfy individual needs
2. Employee must believe efforts will leads to rewards
3. Reward must be equitable
4. Reward must be linked with performance


Employee Reward Plans
Competence related pay
Skilled based pay
Team based rewards
Profit sharing
Gain sharing
Stock options
Cafeteria compensation(life cycle benefits)
is plan that allows employees to select their
own mix of benefits. each employee
determine his or her benefit package
because todays non wage benefits are
significant portion of total package
Principles for setting an effective reward system
-Give value to reward system . Employees a
preferences for type reward being offered . Some
employees like to see their name in the companys news
letter.
- Make reward system simple to understand
- Lay down the performance standard with in the control
system of team.
- Make reward system fair and effective
-Ensure participation in reward system
-Empower people in reward system process and
empower them to do the needful.

Job enrichment
Job enrichment , as it practiced in the industry , is a direct out
growth of Herzberg's two factor theory of motivation.

Job Enrichment is based on the assumption that in order to
motivate personnel , job itself must provide opportunities for
achievement, recognition , responsibility advancement and
growth

Job enrichment is an attempt to build in to jobs a higher sense
of challenge and achievement through vertical loading

Enrichment means Building challenge and achievement in to
workers job by changing their job content.

Redesigning jobs to increase their motivational potential .
Job enrichment: is redesigning of a job to increase its motivating
potential . Job enrichment increases the challenges of ones
work by reversing the trend towards greater specialization.
Vertical job loading entails redesigning jobs
to give
1. Greater job responsibility
2. Greater autonomy
3. More immediate feedback to individual or
group.
This might include transferring some of
the superiors activities to subordinate
The job and
its various
tasks
Add new
task
Include work done
before the job
Increase feed
back on
performance
Eliminate
dissatisfying tasks
from the job
Includes the work
done after the job
Add new
responsibility
Rearrange the existing
task in to job
Sources of job enrichment
Core job characteristics
.skill variety: the degree to which the job requires a
variety of different activities in carrying out work

Task identity: The degree to which the job requires
completion of a whole and identifiable piece of work

Task significance: The degree to which the job has a
substantial impact on the lives of other people .

Autonomy: The degree to which job provides
substantial freedom, independence, and discretion to
the individual in the scheduling the work and determine
the procedures to be used in carring out it

Job feedback : direct and clear information about the
effectiveness of employee.

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