human resource interventions

8/2/2019 Human Resource Interventions

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Human Resource Interventions


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Goal Setting

Goal is anything an individual is tryingto accomplish and is the object of action.

Goals provide direction toorganizations. They enhance theiroperation, contribute to groupmaintenance and development, andgive group members a sense of cohesion.


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The purpose of the goal-setting conversationis to decide what each employee and

department's key accomplishments should bein the coming year.


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WHY SET GOALS?


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Most effective method for changing behavior Gets better results than "Do your best!" goals Emphasizes employee development Is a communication vehicle between supervisor

and employee

Leads to more effective, positive performancereviews Reduces subjectivity Encourages performance improvements and

strategies


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ASSUMPTIONS

People work better if they know what the goals of theorganization are. If people have clear ideas about what they hope to

accomplish, their chances of accomplishment are enhanced.

Intrinsic goals produce more energy then extrinsic goals;therefore, people will work

better if they set the goals for their own jobs. Progress is measured in terms of what one is trying to makeprogress toward.

People are more comfortable in their job situation whenthey know how they will beevaluated.


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ADVA

NTA

GES

Enhances the accomplishment of a desired endand enables one to know where he is

going. Reinforces the principles of participative

management, establishes the properenvironment for constructive feedback, and

enhances communication between the

individual and the officers. Facilitates a fair and clear evaluation of

performance of the organization.


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B

ARRIE

RS

It is sometimes difficult to quantify and

qualify what our goals/actions should be Goal setting takes time - initially the

members must be introduced to the

process, develop necessary skills,implement procedures and record

evaluations

Goal setting can be a giant verbal game of paper shuffling exercises - the process can

be easily distorted


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Performance Appraisal

A performance appraisal is a review and discussion of an employee's performance of assigned duties andresponsibilities. The appraisal is based on results

obtained by the employee in his/her job, not on theemployee's personality characteristics. It provides a way to help identify areas for

performance enhancement and to help promoteprofessional growth. It should not, however, beconsidered the supervisor's only communicationtool.


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Two Primary Purposes


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EVALUATIVE

Intended to inform people of their performance standing.The collected performance data are frequently used toreward high performance and to punish poor performance.

Intended to identify problems in employees performing theassigned task. The collected performance data are used toprovide necessary skill training or professional development.

.DEVELOPMENTAL


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WHAT TO EVALUATE?


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Traits. Many employees are assessed according totheir traits, such as personality, aptitudes, attitudes,

skills, and abilities. Behaviors . Desirable behaviors can be identified

and assessed in the belief that such behaviors lead tosuccessful performance. Such behavior-focusedassessment encourages employees to adoptdesirable behavioral patterns in the workplace.

Task outcomes . When information about taskoutcomes is readily available, it is the mostappropriate factor to use in evaluating performance.When an organization has a clear and measurablegoal as in the case of a sales force, this approach isrecommended.


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Performance Appraisal

METHODS


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GRAPHIC RATING SCALE

Simplest and most popular method for performanceappraisal. . A manager rates each employee on thelisted areas according to a numerical score.


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BEHAVIORALLY ANCHORED RATING SCALE (BARS

Offers rating scales for actual behaviors that

exemplify various levels of performance.


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NARRATIVE TECHNIQUE

is a written essay about an employee's jobperformance prepared by a rater. The essay typicallydescribes the rate's job-related behaviors andperformance.

which involves keeping a running log of effective and ineffective job performance..

CRITICAL-INCIDENTMETHOD


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MULTIPERSON COMPARISON METHOD

Asks raters to compare one person's performance with thatof one or more others. It is intended to effectively eliminate

the possibility of giving the same rating to all employees.


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Career Planning Career planning is the process by which one

selects career goals and the path to thesegoals.


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Why is there a NEED forCareer Planning?


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1. To attract competent persons and to retain them in theorganization.

2. To provide suitable promotional opportunities.

3. To enable the employees to develop and take them readyto meet the future challenges.

4. To increase the utilization of managerial reserves within anorganization.

5. To correct employee placement.

6. To reduce employee dissatisfaction and turnover.

7. To improve motivation and morale.


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LIMITATIONSfor Career Planning


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1. Dual Career Families: - With the increase in career orientationamong women, number of female employees in on increase. Withthis, the dual career families have also been on increase.Consequently, one of those family members might face theproblem of transfer. This has become a complicated problem toorganizations. Consequently other employees may be atdisadvantage.

2. Low ceiling careers : -Some careers do not have scope formuch advancement. Employees cannot get promotions despitetheir career plans and development in such jobs.

3. Declining Career Opportunities : -Careeropportunities for certain categories reach the declining stage due tothe influence of the technological or economic factors. Solution forsuch problem is career shift.

4. Downsizing/De-layering and careers : - Businessprocess reengineering, technological changes and businessenvironmental factors force the business firms to restructure theorganizations by de-layering and downsizing. Downsizing activitiesresult in fixing some employees, and degrading some otheremployees.


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Career Development Career development is an organized planning

method used to match the needs of a businesswith the career goals of employees.


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The most important aspect of careerdevelopment is that every employee mustaccept his/her responsibility for development.


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Steps Involved inCareer Development


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Needs: Defining the present system i.e. this stepinvolves in the conducting a needs assessment as in atraining program.

Vision : The needs of the career system must belinked with the interventions. An ideal careerdevelopment system known as the vision links theneeds with the interventions.

Action Plan : An action plan should be formulatedin order to achieve the vision. The support of the topmanagement should be obtained in this process


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PURPOSE OFCAREER DEVELOPMENT

Enhance each employee's current job performance.

Enable individuals to take advantage of future jobopportunities.

Fulfill agencies' goals for a dynamic and effectiveworkforce.


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Workforce Diversity Management

Workforce diversity is a function of thesimilarities and differences among

employees in such characteristics as age,gender, ethnic heritage, physical ability or

disability, race and sexual orientation.

(Pantea&Pantea, 2007)


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PARAMETERSTO GAUGE DIVERSITY


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Region Gender Community- representing the population Race Age Ethnicity Physical abilities/qualities Sexual affection/orientation Educational background Income levels Marital status Parental status Religious beliefs Work experience

human resource interventions

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