Employee Maintenance

Submitted by:
Divyanshu Yadav (09)
Sakshi Verma (25)
Deepankar Kumar (08)
Aarushi Jainwal (01)
M.Aravind
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Index
Human Resource Management
The first definition of HRM is that it is the
process of managing people in organizations
in a structured and thorough manner. This
covers the fields of staffing (hiring people),
retention of people, pay and perks setting
and management, performance
management, change management and
taking care of exits from the company to
round off the activities. This is the traditional
definition of HRM which leads some experts
to define it as a modern version of the
Personnel Management function that was
used earlier.
The second definition of HRM encompasses
the management of people in organizations
from a macro perspective i.e. managing
people in the form of a collective
relationship between management and
employees. This approach focuses on the
objectives and outcomes of the HRM
function. What this means is that the HR
function in contemporary organizations is
concerned with the notions of people
enabling, people development and a focus
on making the “employment relationship”
fulfilling for both the management and
employees.
Human

Resource

Management
Employee Maintenance
Activities in HRM concerned with maintaining employees
commitment and loyalty to the organization.
Employee Maintenance
This is the last phase of HRM
process is called maintenance
function. The main objective of
this function is to do such HRM
activities that maintain
employee commitment and
loyalty the organization.
Employee Maintenance refers to the
maintenance of employee master
data. ][It allows the management of
employee data such as contact
information, cost involved and share
of compound costs. The sum of
monthly costs for an internal
resource will be broken down to an
hourly rate that is used to calculate
costs on activities (project tasks,
RFC's, incidents, etc.)
Features of employee maintenance
• Search for or list employee names without entering Social Security numbers.
• Maintain and view job history for each employee:
• from initial employment to current actions
• from initial employment to separation or retirement
With the • Maintain unlimited and concurrent job appointments and multiple account
distributions for each
Employee •
•
employee.
Process future activity for jobs and account distributions.
Maintenance • Obtain change registers identifying the data that was on a screen before and
after additions,
module, you •
•
changes, and deletions were made to the data.
Obtain notices of pending personnel actions to be generated and of future
can: •
personnel actions
which might need to be generated.
• Process salary increases by pay scale steps or ranges, factored by percentages or
fixed dollar
• amounts
• Process automatic periodic salary increases by employee.
• Maintain education and professional development history for each employee.
Components
of Employee
Maintenance
 • The HR management system plays a key
role in ensuring health and safety in the
workplace. This can be achieved
through policies and procedures, but
the HR function may go a step further to
make sure employees understand the
risks of certain activities. For example, if
Health and Safety there is heavy machinery in the office,
HR can post warning signs and posters
listing the steps to take in case of an
emergency. This minimizes the
possibility that an accident will occur
and helps to eliminate any subsequent
legal action that might be taken against
the company.
 • The Employee and Labor Relations function
of the Human Resources Department is
commonly associated with matters such as
investigations, counseling and disciplinary
actions, but that certainly is not its
primary mission. This critical HR component
operates as a nexus between staff and
Employees/Labour management, bridging gaps that oftentimes
Relations seem insurmountable to either party.
Through various forms of intervention,
including problem-solving, mediation,
training and counseling, Labor Relations
offers balanced advocacy to management
and individual employees to protect their
respective rights and facilitate a more
harmonious work environment.
 • Communication, as you see in our
opening scenario, is key to a
successful career as a human
resource manager (HRM) or as a
manager. While communication is
Communication likely discussed in several of your
business classes, it should also be
addressed in an HRM book, since
much of what we do in HR is
based on effective
communication.
 • Having offered a definition of employee maintenance that allows us
to differentiate employees who are perceived to be more or less
difficult to maintain, we turn our attention to the development of a
model that explains when managerial leaders are likely to perceive
particular employees to be high maintenance and how these leaders
are affected by working with high-maintenance employees. We
begin by identifying employee behaviors that put them at risk of
being perceived as high maintenance. These actions constitute
proximal influences on leader perceptions of the resource demands
that particular employees evoke. We would expect that leader
perceptions of employee maintenance are influenced by employee
dispositions (e.g., trait affectivity, emotional stability, and
agreeableness) and attitudes (e.g., job satisfaction, job involvement,
Toward an Employee and organizational commitment). However, our framework positions
these as distal influences that operate through observable employee
Maintenance Model behaviors. We therefore focus on the execution of concrete acts that
managerial leaders can attribute to specific employees. Our model
then describes proximal psychological states (affect) and processes
(self-regulation) that are affected by involvement with low- versus
high-maintenance employees. These proximal consequences, in turn,
lead to behavioral responses on the part of managerial leaders. The
behavior of managerial leaders leads back to the behavioral risk
factors through feedback loops. Contextual factors and individual
differences play prominent roles as moderators and as direct
influences on maintenance evaluations. Our model does not depict
mediating or moderating relationships effects involving specific
behavioral risk factors, maintenance perceptions, leader responses,
and so on. It is our goal to provide a broad foundation for future
research that explores employee maintenance in a more fine-grained
fashion.
 Employee
Maintenance
Model