human resource management summary muhiim ah

7/26/2019 Human Resource Management Summary Muhiim Ah

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HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT ( H R M )

Definition 1 Integration

HRM is a series of integrated decisions that form the employment relationships their !"ality

contri#"tes to the a#ility of the organi$ations and the employees to achie%e their o#&ecti%es'(

Definition 2 Influencing

HRM is concerned )ith the people dimensions in management' Since e%ery organi$ation is

made "p of people* ac!"iring their ser%ices* de%eloping their s+ills* moti%ating them to higherle%els of performance and ens"ring that they contin"e to maintain their commitment to the

organi$ation are essential to achie%ing organi$ational o#&ecti%es' This is tr"e* regardless of the

type of the organi$ation , go%ernment* #"siness* ed"cation* health* recreational* or social

action'(

Definition 3 Applicability

HRM planning* organi$ing* directing and controlling of the proc"rement* de%elopment*

compensation* integration* maintenance and separation of h"man reso"rces to the end that

indi%id"al* organi$ational and social o#&ecti%es are accomplished'(

MEANING OF HRM: -

HRM is management f"nction that helps managers to recr"it* select* train and de%elop mem#ers

for an organi$ation' O#%io"sly HRM is concerned )ith the people-s dimensions inorgani$ations' HRM refers to set of programs* f"nctions* and acti%ities designed and carried o"t'

Core ee!ent" of HRM

#eo$e:Organi$ations mean people' .t is the people )ho staff and manage organi$ations'

M%n%&e!ent: HRM in%ol%es application of management f"nctions and principles for

ac!"isitioning* de%eloping* maintaining and rem"nerating employees in organi$ations'

Inte&r%tion ' Con"i"ten: /ecisions regarding people m"st #e integrated and consistent'

Inf*ene: /ecisions m"st infl"ence the effecti%eness of organi$ation res"lting into

#etterment of ser%ices to c"stomers in the form of high !"ality prod"cts s"pplied at reasona#le

cost'

A$$i%+iit: HRM principles are applica#le to #"siness as )ell as non0#"sinessorgani$ations too* s"ch as ed"cation* health* recreation and the li+e'

O,ECTI.ES OF HRM: -

12 Soiet% O+/eti0e": To #e ethically and socially responsi#le to the needs and challenges of

the society )hile minimi$ing the negati%e impact of s"ch demands "pon the organi$ation'

32 Or&%ni%tion% O+/eti0e": To recogni$e the role of HRM in #ringing a#o"t

organi$ational effecti%eness' HRM is only means to achie%e to assist the organi$ation )ith its

primary o#&ecti%es'

42 F*ntion% O+/eti0e": To maintain department-s contri#"tion and le%el of ser%ices at a

le%el appropriate to the organi$ation-s needs'52 #er"on% O+/eti0e": To assist employees in achie%ing their personal goals* at least in so far

as these goals enhance the indi%id"al-s contri#"tion to the organi$ation' This is necessary to

maintain employee performance and satisfaction for the p"rpose of maintaining* retaining and

moti%ating the employees in the organi$ation'

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SCO#E OF HRM: -

6rom Entr to the Eit of an employee in the organi$ation the Scope of HRM can #e descri#ed

#ased on the follo)ing acti%ities of HRM'

7ased on these acti%ities )e can s"mmari$e the scope of HRM into 8 different categories as

mentioned #elo) after the acti%ities' 9ets chec+ o"t #oth of them'

HRM Ati0itie"

1' HR :lanning

3' ;o# Analysis

4' ;o# /esign

5' Recr"itment < Selection

=' Orientation < :lacement

>' Training < /e%elopment

8' :erformance Appraisals

?' ;o# E%al"ation

@' Employee and Eec"ti%e Rem"neration

1B' Moti%ation

11' Comm"nication13' elfare

14' Safety < Health

15' .nd"strial Relations

Se0en C%te&orie" of So$e of HRM

1' .ntrod"ction to HRM

3' Employee Hiring

4' Employee and Eec"ti%e Rem"neration

5' Employee Moti%ation

=' Employee Maintenance>' .nd"strial Relations

8' :rospects of HRM

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ROE OF HRM

1' A40i"or Roe: HRM ad%ises management on the sol"tions to any pro#lems affecting people*

personnel policies and proced"res'

a' #er"onne #oiie": Organi$ation Str"ct"re* Social Responsi#ility* Employment Terms ' Se$%r%tion":Managing separations ca"sed #y resignations* terminations* lay offs* death*

medical sic+ness etc'

CHAENGES OF HRM IN INDIAN ECONOM9 or CHAENGES OF MODERN

MANAGEMENT

1' Go+%i%tion: - Gro)ing internationali$ation of #"siness has its impact on HRM in

terms of pro#lems of "nfamiliar la)s* lang"ages* practices* competitions* attit"des*

management styles* )or+ ethics and more' HR managers ha%e a challenge to deal )ith more

f"nctions* more heterogeneo"s f"nctions and more in%ol%ement in employee-s personal life'

3' Cor$or%te Re-or&%ni%tion" 0 Reorgani$ation relates to mergers and ac!"isitions*&oint %ent"res* ta+e o%er* internal restr"ct"ring of organi$ations' .n these sit"ations* it is

diffic"lt to imagine circ"mstances that pose a greater challenge for HRM than

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reorgani$ations itself' .t is a challenge to manage employees- aniety* "ncertainties*

insec"rities and fears d"ring these dynamic trends'

4' Ne7 Or&%ni%tion% for!" 0 The #asic challenge to HRM comes from the changing

character of competitions' The competition is not #et)een indi%id"al firms #"t #et)een

constellations of firm' Ma&or companies are operating thro"gh a comple )e# of strategic

alliances* forgings )ith local s"ppliers* etc' These relationships gi%e #irth to completely ne)

forms of organi$ational str"ct"re* )hich highly depend "pon a reg"lar echange of people

and information' The challenge for HRM is to cope )ith the implications of these ne)ly

net)or+ed relations more and more* in place of more comforta#le hierarchical relationships

that eisted )ithin the organi$ations for ages in the past'5' C6%n&in& De!o&r%$6i" of 8or5fore: - Changes in )or+force are largely

reflected #y d"al career co"ples* large ch"n+ of yo"ng #lood #et)een age old

s"perann"ating employees* )or+ing mothers* more ed"cated and a)are )or+ers etc' These

dynamic )or+forces ha%e their o)n implications for HR managers and from HRM point of

%ie) is a tr"e challenge to handle'

=' C6%n&e4 e!$oee e$et%tion": - ith the changes in )or+force demographics*

employee epectations and attit"des ha%e also transformed' Traditional all"rements li+e &o#

sec"rity* ho"se* and rem"nerations are not m"ch attracti%e today* rather employees are

demanding empo)erment and e!"ality )ith management' Hence it is a challenge for HRM

to redesign the profile of )or+ers* and disco%er ne) methods of hiring* training*

rem"nerating and moti%ating employees'>' Ne7 In4*"tri% Re%tion" A$$ro%6: 0 .n today-s dynamic )orld* e%en "nions ha%e

"nderstood that stri+es and militancy ha%e lost their rele%ance and "nions are greatly

affected #y it' The trade "nion mem#ership has fallen drastically )orld)ide and the f"t"re of

la#or mo%ement is in danger' The challenge #efore HRM is to adopt a proacti%e ind"strial

relations approach )hich sho"ld ena#le HR specialist to loo+ into challenges "nfolding in

the f"t"re and to #e prepared to con%ert them into opport"nities'

8' Rene7e4 #eo$e Fo*": 0 The need of today-s )orld and #"siness is the people-s

approach' The str"ct"re* strategy* systems approach )hich )or+ed in post )ar era is no more

rele%ant in today-s economic en%ironment )hich is characteri$ed #y o%er capacities and

intense competition' The challenge of HR manager is to foc"s on people and ma+e them

&"stifia#le and s"staina#le'?' M%n%&in& t6e M%n%&er": - Managers are "ni!"e tri#e in any society* they #elie%e they

are class apart' They demand decision0ma+ing* #ossism* and operational freedom' Ho)e%er

in the post li#erali$ation era* freedom gi%en to managers is grossly mis"sed to get rid of

talented and hard )or+ing &"niors' The challenge of HRM is ho) to manage this tri#eF Ho)

to ma+e them reali$e that the freedom gi%en to them is to ena#le them ma+e !"ic+ decisions

in the interest of the organi$ation and not to resort to )itch0h"nting'

@' 8e%5er Soiet intere"t": - Another challenge for HRM is to protect the interest of

)ea+er sections of society' The dramatic increase of )omen )or+ers* minorities and other

#ac+)ard comm"nities in the )or+force has res"lted in the need for organi$ations to

reeamine their policies* practices and %al"es' .n the name of glo#al competition*

prod"cti%ity and !"ality the interests of the society aro"nd sho"ld not #e sacrificed' .t is a

challenge of today-s HR managers to see that these )ea+er sections are neither denied their

rightf"l &o#s nor are discriminated against )hile in ser%ice'

1B' Contri+*tion to t6e "*e"" of or&%ni%tion": - The #iggest challenge to an HR

manager is to ma+e all employees contri#"te to the s"ccess of the organi$ation in an ethical

and socially responsi#le )ay' 7eca"se society-s )ell #eing to a large etent depends on its

organi$ations'

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STRATEGIC HUMAN RESOURCE MANAGEMENT: -

Str%te&:

Strategy is a )ay of doing something' .t incl"des the form"lation of goals and set of action

plans for accomplishment of that goal'(

Str%te&i M%n%&e!ent:

A :rocess of form"lating* implementing and e%al"ating #"siness strategies to achie%e

organi$ational o#&ecti%es is called Strategic Management(

Definition of Str%te&i M%n%&e!ent: -

Strategic Management is that set of managerial decisions and actions that determine the long0

term performance of a corporation' .t incl"des en%ironmental scanning* strategy form"lation*

strategy implementation and e%al"ation and control'(

The st"dy of strategic management therefore emphasi$es monitoring and e%al"ating

en%ironmental opport"nities and threats in the light of a corporation-s strengths and )ea+nesses'

Ste$" in Str%te&i M%n%&e!ent:

1' En0iron!ent% S%nnin&: Analy$e the Opport"nities and Threats in Eternal En%ironment

3' Str%te& For!*%tion: 6orm"late Strategies to match Strengths and ea+nesses' .t can #edone at Corporate le%el* 7"siness Unit 9e%el and 6"nctional 9e%el'

4' Str%te& I!$e!ent%tion: .mplement the Strategies'

5' E0%*%tion ' Contro: Ens"re the organi$ational o#&ecti%es are met'

IM#ORTANCE ' ,ENEFITS OF STRATEGIC MANAGEMENT

Allo)s identification* prioriti$ation and eploration of opport"nities'

:ro%ides an o#&ecti%e %ie) of management pro#lems'

Represents frame)or+ for impro%ed co0ordination and control

Minimi$es the effects of ad%erse conditions and changes

Allo)s ma&or decisions to #etter s"pport esta#lished o#&ecti%es

Allo)s more effecti%e allocation of time and reso"rces

Allo)s fe)er reso"rces and lesser time de%oted to correcting ad hoc decisions'

Creates frame)or+ for internal comm"nication

Helps to integrate the indi%id"al #eha%iors

:ro%ides #asis for the clarification of responsi#ilities

Enco"rages for)ard thin+ing

Enco"rages fa%ora#le attit"de to)ards change'

ROE OF HRM IN STRATEGIC MANAGEMENT

Roe in Str%te& For!*%tion:HRM is in a "ni!"e position to s"pply competiti%e intelligence

that may #e "sef"l in strategy form"lation' /etails regarding ad%anced incenti%e plans "sed #y

competitors* opinion s"r%ey data from employees* elicit information a#o"t c"stomer complaints*

information a#o"t pending legislation etc' can #e pro%ided #y HRM' Uni!"e HR capa#ilities

ser%e as a dri%ing force in strategy form"lation'

Roe in Str%te& I!$e!ent%tion: HRM s"pplies the company )ith a competent and )illing

)or+force for eec"ting strategies' .t is important to remem#er that lin+ing strategy and HRM

effecti%ely re!"ires more than selection from a series of practice choices' The challenge is to

de%elop a config"ration of HR practice choices that help implement the organi$ation-s strategy

and enhance its competiti%eness'

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HUMAN RESOURCE DE.EO#MENT

Definition 1:

Organizing and enhancing capacities to produce. HR/ is a process of organi$ing and enhancing

the physical* mental and emotional capacities of indi%id"als for prod"cti%e )or+'

Definition 2:

Bring possibility of performance and growth' HR/ means to #ring a#o"t the possi#ility of

performance impro%ement and indi%id"al gro)th'

H"man reso"rce de%elopment is a process to help people to ac!"ire competencies and to

increase their +no)ledge* s+ills and capa#ilities for #etter performance and higher prod"cti%ity'

#ro%ti0e HRD Str%te&ie" for on& ter! $%nnin& %n4 &ro7t6.n today-s fast changing* challenging and competiti%e en%ironment HR/ has to ta+e a proacti%e

approach that is to see+ pre%enti%e care in h"man relations' Using HR/ strategies

maimi$ations of efficiency and prod"cti%ity co"ld #e achie%ed thro"gh !"alitati%e gro)th of

people )ith capa#ilities and potentialities to gro) and de%elop' HR/ is al)ays a f"nction of

proper "tili$ation of creati%e opport"nities and a%aila#le en%ironment thro"gh ac!"isition of

+no)ledge* s+ills and attit"des necessary for prod"cti%e efforts'

9ong0term gro)th can also #e planned #y creating highly inspired gro"ps of employees )ith

high aspirations to di%ersify aro"nd core competencies and to #"ild ne) organi$ational

responses for coping )ith change'

A proacti%e HR/ strategy can implement acti%ities that are geared "p and directed at impro%ing

personal competence and prod"cti%e potentialities of h"man reso"rces'6ollo)ing strategic choices can #e considered )hich )o"ld help today-s organi$ations to s"r%i%e

and gro)'

C6%n&e M%n%&e!ent:

Manage change properly and #ecome an effecti%e change agent rather than #eing a %ictim of

change itself'

.%*e":

Adopt proacti%e HR/ meas"res* )hich enco"rage %al"es of openness* tr"st* a"tonomy*

proacti%ity and eperimentation'

M%i!ie $ro4*ti0it %n4 effiien:

Thro"gh !"alitati%e gro)th of people )ith capa#ilities and potentialities to gro) and de%elop

thri%e to maimi$e prod"cti%ity and efficiency of the organi$ation'Ati0itie" 4irete4 to o!$etene +*i4in&:

HR/ acti%ities need to #e geared "p and directed at impro%ing personal competence and

prod"cti%e potentialities of manpo)er reso"rces'

TEAM EFFECTI.ENESS

86%t i" t6e 4efinition of % te%!

A team is defined as a reasona#ly small gro"p of people* )ho #ring to the ta#le a set of

complementary and appropriate s+ills* and )ho hold themsel%es m"t"ally acco"nta#le for

achie%ing a clear and identifia#le set of goals'

Te%!" %n +e 0er effeti0e;

.n many sit"ations teams can achie%e more than indi%id"als )or+ing on their o)n' Teams can

#ring to #ear a )ider range of s+ills and eperience to sol%e a pro#lem' Teams also prod"ce

#etter !"ality decisions' hen a team has #een )or+ing on a pro#lem* and they ha%e a sense of

commitment to the common sol"tion

86%t 4o 7e !e%n + te%! effeti0ene""

A team can #e considered to #e effecti%e if their o"tp"t is &"dged to meet or eceed the

epectations of the people )ho recei%e the o"tp"t' :rod"cing a !"ality o"tp"t is not eno"gh to

&"dge the effecti%eness of the team'

The second criteria* is that the team sho"ld still #e a#le f"nction effecti%ely after they ha%e

completed their tas+' .t sho"ld not #e torn apart #y dissension'

6inally* effecti%eness is &"dged #y )hether the team feels satisfied )ith its efforts' .f the team

mem#ers are pleased )ith their efforts* if the eperience has #een a good one* if time spent a)ayfrom their normal )or+ has #een )orth the effort* the team has li+ely #een effecti%e'

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86%t t6en %re t6e f%tor" t6%t ontri+*te to7%r4" %n effeti0e te%!

There are three areas of gro"p #eha%ior that m"st #e addressed for teams to #e effecti%e'

The team m"st )or+ hard' The effort that the team p"ts in to get the &o# done is

dependent on )hether the nat"re of the tas+ moti%ates the mem#ers of the team and

)hether the goals are challenging'

The team m"st ha%e the right mi of s+ills to #ring to the ta#le' These s+ills incl"de

technical* pro#lem sol%ing and interpersonal s+ills'

The team m"st #e a#le to de%elop appropriate approaches to pro#lem sol%ing' This

depends on de%eloping a plan of attac+ and "sing appropriate techni!"es for analysis'

T6e foo7in& f%tor" ontri+*te to 6%r4 7or5< "5i 4e0eo$!ent %n4 effeti0e $ro+e! "o0in&"tr%te&ie":

T6e t%"5 it"ef "6o*4 +e !oti0%tin&;

The tas+ itself sho"ld #e seen as #eing )orth)hile' .t needs to #e a )hole piece of )or+ )ith a

clear and %isi#le o"tcome so that people can feel a sense of o)nership'

The o"tcome of the tas+ sho"ld #e percei%ed as #eing important to other peoples li%es' .t sho"ld

affect others in the organi$ation or impact on the eternal c"stomer'

The &o# sho"ld pro%ide the team )ith an opport"nity for self0reg"lation' They sho"ld decide

ho) the )or+ is to #e done' Meaningf"l feed#ac+ sho"ld #e pro%ided on the ho) )ell the team

is performing'

T6e te%! nee4" 6%en&in& &o%"< 76i6 %re e%r 4efine4; hen challenging goals are set the team )ill mo#ili$e its efforts to find inno%ati%e )ays to

achie%e feats that may ha%e #een considered impossi#le' :ro%iding a challenging &o# is the most

important moti%ator to s"stain gro"p effort'

Goals pro%ide a sense of direction to the team so that )hen conflict occ"rs it is possi#le to

channel the conflict more constr"cti%ely #y ret"rning to the goals for direction'

The team needs to #"y in to the goals' They m"st ha%e the opport"nity to #"y in and commit to

achie%ing the goals' Goals need to #e challenging* #"t not impossi#le to achie%e' They also need

to #e meas"ra#le so that progress to)ards achie%ing them can #e monitored and res"lts

confirmed'

Re7%r4" %re i!$ort%nt;

The re)ards need to s"it the personal characteristics of the people on the team' hate%er form the re)ard ta+es* it is important that gro"p effort #e recogni$ed' One sho"ld

a%oid the destr"cti%e effect of trying to single o"t indi%id"als from the gro"p* )hen there has

#een a gro"p effort'

Re)ards merely reinforce these conditions for fostering gro"p effort'

T6e te%! "6o*4 6%0e t6e ri&6t !i of "5i"'

The right mi of s+ills sho"ld #e #ro"ght to the tas+ at hand' .t is also a !"estion of caref"lly

re%ie)ing the &o# to determine )hat rele%ant s+ills is re!"ired and selecting staff so that the

team has the right #alance' :ro%iding rele%ant training then ma+es "p any shortfall in s+ills'

Technical s+ills are re!"ired' 6or teams )ho are trying to impro%e a process that c"ts across

department #o"ndaries* each f"nction sho"ld #e represented' One sho"ld achie%e a #alance ofs+ills' This means a%oiding ha%ing a preponderance of s+ills and eperience in one speciali$ed

area' Sheer n"m#ers may )eigh the sol"tion to)ards the dominant gro"p'

.n the case of permanent )or+ teams it is li+ely that team mem#ers )ill not ha%e all the tas+

rele%ant s+ills at the onset' hen the gro"p is ne)* it is li+ely that mem#ers )ill #ring narro)

s+ills learned in their old roles' They )ill need to de%elop #roader s+ills for the ne) &o#' To

ens"re that this is done* training and coaching sho"ld #e pro%ided'

The mem#ers of the team need to ha%e pro#lem sol%ing and decision0ma+ing s+ills as )ell as

technical s+ills' hen a #"siness is ma+ing its first %ent"re into team #ased )or+* it is li+ely that

people )ill not ha%e a good grasp of the techni!"es related to pro#lem analysis and sol"tion'

These rele%ant s+ills m"st #e ac!"ired* so it )ill #e necessary to pro%ide training' O%er a period

of time staff )ill #ecome eperienced in pro#lem sol%ing techni!"es and the organi$ation )illde%elop a repertoire of s+ills among the staff so this training )ill not al)ays #e necessary'

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.nterpersonal s+ills are also important' This is not as o#%io"s as it may so"nd' Most people do

not listen )ell' 9istening is m"ch more than #eing !"iet )hen some else is tal+ing' Acti%e

listening is re!"ired' Many people do not spea+ to the point #"t ram#le on or go off at a tangent'

Most people do not ta+e criticism )ell and tend to #e defensi%e a#o"t their o)n opinions'

A&ree on % o4e of on4*t'

At the #eginning of the team pro&ect it is important to de%elop a code of cond"ct for meetings'

The team needs to agree on a set of r"les to ens"re that their efforts are p"rposef"l and that all

mem#ers contri#"te to the )or+' The most critical r"les pertain to attendance* open disc"ssion* "sing an analytical approach* not

p"lling ran+ o%er other mem#ers* planning the )or+ and sharing )or+ assignments' This )ill

ens"re that the )or+ is done )ell and done on time'

T6e te%! !*"t 4e0eo$ effeti0e $ro+e! "o0in& "tr%te&ie";

6or the team to #e a#le to de%elop an appropriate strategy* it m"st ha%e a clear definition of the

pro#lem* +no) )hat reso"rces it has a%aila#le and the limits* and "nderstand the epectations' .t

m"st then de%elop a pro#lem0sol%ing plan* #ased on the approach s"ggested in the section on

contin"o"s impro%ement'

hen this does not happen* people are passi%e' Their s+ills and +no)ledge are not "tili$ed and

they )aste their time'S$ei% te%!" 6%0e "$ei% i""*e";

6rom the perspecti%e of organisational impro%ement )e are interested in three types of teams'

One is the pro#lem sol%ing team* another is the )or+ team and then there is the senior

management team':ro#lem sol%ing teams are set "p )ith a clearly defined tas+ to in%estigate a

pro#lem and recommend a sol"tion' Sometimes the same team )ill go on to implement the

sol"tion' hen their tas+ is completed the team is dis#anded and mem#ers go #ac+ to their

normal organisational d"ties'

There are t)o important iss"es facing these teams' One is getting started and the

other is handing o%er the recommendations for implementation' The +ey to getting

started is to ens"re that the team is committed to achie%ing an agreed set of goals'

Goals ser%e to foc"s the teams effort' .mplementation is important' .t )ill not &"st happen it m"st #e planned' The

implementers m"st #e #ro"ght into the sol"tion stage so that they de%elop a sense of

o)nership to)ards the sol"tion and #"y into it' The #est )ay to do this is to ha%e the

pro#lem sol%ing team do the implementation'

Another approach is to phase the implementers into the team so that the mem#ership

changes prior to the implementation' hate%er approach is "sed one sho"ld

remem#er that the idea is to implement a sol"tion and not to prod"ce a report'

or+ teams are different in that they are a fied part of the organi$ation' They ha%e

an ongoing f"nction* )hich is to control a set of acti%ities that ma+e "p a discrete

operation in the o%erall #"siness process' They need to foc"s on the critical factors in

their process and to control these factors to ens"re a !"ality prod"ct'

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HUMAN RESOURCE #ANNING ( H R # )

Definition 1: -Need, Availability, Supply!emand

HR: incl"des estimation of ho) many !"alified people are necessary to carry o"t the assigned

acti%ities* ho) many people )ill #e a%aila#le* and )hat* if anything* m"st #e done to ens"re

personnel s"pply e!"als personnel demand at the appropriate point in the f"t"re'(

Definition 2: -"ight numbers, #apability, Organization Ob$ectivesHR: is a :rocess* #y )hich an organi$ation ens"res that it has the right n"m#er and +ind of

people at the right place* at the right time* capa#le of effecti%ely and efficiently completing those

tas+s that )ill help the organi$ation achie%e its o%erall o#&ecti%es'(

Definition 3: - %ranslation of ob$ectives into &" numbers

HR: is a process of translating organi$ational o#&ecti%es and plans into the n"m#er of )or+ers

needed to meet those o#&ecti%es'(

MEANING = #UR#OSE OF HR#

.n simple )ords HR: is "nderstood as the process of forecasting an organi$ation-s f"t"re

demand for and s"pply of the right type of people in the right n"m#ers' .t is only after HR: is done* that the company can initiate and plan the recr"itment and selection

process'

HR: is a s"#0system in the total organi$ational planning'

HR: facilitates the reali$ation of the company-s o#&ecti%es #y pro%iding right type and right

n"m#er of personnel'

HR: is important #eca"se )itho"t a clear0c"t manpo)er planning* estimation of a organi$ation-s

h"man reso"rce need is red"ced to mere g"ess)or+'

NEED ' IM#ORTANCE OF HR#

Fore%"t f*t*re $er"onne nee4":

To a%oid the sit"ations of s"rpl"s or deficiency of manpo)er in f"t"re* it is important to

plan yo"r manpo)er in ad%ance' 6or this p"rpose a proper forecasting of f"t"res

#"siness needs helps yo" to ascertain o"r f"t"re manpo)er needs' 6rom this angle* HR:

plays an important role to predict the right si$e of manpo)er in the organi$ation'

Co$e 7it6 6%n&e:

HR: ena#les an enterprise to cope )ith changes in competiti%e forces* mar+ets*

technology* prod"cts and go%ernment reg"lations' S"ch changes generate changes in &o#

content* s+ills demands and n"m#er of h"man reso"rces re!"ired'

Cre%tin& 6i&6 t%ente4 $er"onne:

Since &o#s are #ecoming highly intellect"al and inc"m#ents getting %astly

professionali$ed* HR: helps pre%ent shortages of la#or ca"sed #y attritions' 6"rthertechnology changes )o"ld f"rther "pgrade or degrade &o#s and create manpo)er

shortages' .n these sit"ations only acc"rate h"man reso"rce planning can help to meet the

reso"rce re!"irements' 6"rther HR: is also an ans)er to the pro#lems of s"ccession

planning'

#rotetion of 7e%5er "etion":

A )ell0concei%ed personnel planning )o"ld also help to protect the interests of the

SCST* physically handicapped* children of socially oppressed and #ac+)ard classes )ho

en&oy a certain percentage of employments not)ithstanding the constit"tional pro%isions

of e!"al opport"nity for all'

Intern%tion% "tr%te&ie":

.nternational epansion strategies largely depend "pon effecti%e HR:' ith gro)ing

trends to)ards glo#al operations* the need for HR: f"rther #ecomes more important as

the need to integrate HR: more closely into the organi$ation +eeps gro)ing' This is also

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#eca"se the process of meeting staffing needs from foreign co"ntries gro)s in a comple

manner' 6o"nda tion of pers onnel f"nct ions HR# $ro0i4e" e""enti% infor!%tion

for 4e"i&nin& %n4 i!$e!entin& $er"onne f*ntion" "*6 %" rer*it!ent< "eetion categories'

1' U , Usa#ility Use of ;o#

3' . , .mportance of ;o#4' T , Time

5' : , :ossi#ility of Occ"rrence of ;o#

=' A , Applica#ility of ;o#

>' S , Specialty Tas+s of ;o#

The primary ad%antage of :AI is that it can #e "sed to analy$e almost e%ery &o#' This analysis

pro%ides a comparison of a specific &o# )ith other &o# classifications* partic"larly for selection

and rem"neration p"rposes' Ho)e%er :AI needs to #e completed #y trained &o# analysts only

rather than inc"m#ents'

M%n%&e!ent #o"ition De"ri$tion B*e"tionn%ire (M#DB): -

Highly str"ct"red !"estionnaire* containing 3B? elements relating to managerial responsi#ilities*

demand* restrictions and other position characteristics These 3B? elements are gro"ped "nder 14

categories'

:AI and M:/I yield standardi$ed information a#o"t the )or+er and the &o#'

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F*ntion% o+ An%"i": -

.t is a )or+er oriented &o# analytical approach* )hich attempts to descri#e the

)hole person on the &o#'

,ARRIERS OF O, ANA9SIS

S"pport from Top Management

Single means and so"rce* reliance on single method rather than com#ination

No Training or Moti%ation to ;o#holders

Acti%ities and /ata may #e /istorted

O, DESCRI#TION

;o# /escription implies o#&ecti%e listing of the &o# title* tas+s* and responsi#ilities

in%ol%ed in a &o#'

;o# description is a )ord pict"re in )riting of the d"ties* responsi#ilities and

organi$ational relationships that constit"tes a gi%en &o# or position' .t defines contin"ing

)or+ assignment and a scope of responsi#ility that are s"fficiently different from those

of the other &o#s to )arrant a specific title'

;o# description is a #road statement of p"rpose* scope* d"ties and responsi#ilities of a

partic"lar &o#'

Content" of o+ De"ri$tion

1' ;o# .dentification3' ;o# S"mmary

4' ;o# /"ties and Responsi#ilities

5' S"per%ision specification

=' Machines* tools and materials

>' or+ conditions

8' or+ ha$ards

?' /efinition of "n"s"al terms

For!%t of o+ De"ri$tion

;o# Title

Region9ocation

/epartment

Reporting to DOperational and Managerial2

O#&ecti%e

:rincipal d"ties and responsi#ilities

Fe%t*re" of Goo4 o+ De"ri$tion

1' Up to date

3' :roper ;o# Title

4' Comprehensi%e ;o# S"mmary

5' Clear d"ties and responsi#ilities

=' Easily "nderstanda#le

>' State &o# re!"irements

8' Specify reporting relationships

?' Sho)case degrees of diffic"lties

@' .ndicates opport"nities for career de%elopment

1B' Offer #ird-s0eye0%ie) of primary responsi#ilities

O, S#ECIFICATIONS

;o# Specification in%ol%es listing of employee !"alifications* s+ills and a#ilities re!"ired

to meet the &o# description' These specifications are needed to do &o# satisfactorily'

.n other )ords it is a statement of minim"m and accepta#le h"man !"alities necessary to

perform &o# properly'

;o# specifications see+s to indicate )hat +ind of persons may #e epected to mostclosely approimate the role re!"irements and th"s it is #asically concerned )ith matters

of selection* screening and placement and is intended to ser%e as a g"ide in hiring'

Content" of o+ S$eifi%tion"

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1' :hysical Characteristics

3' :sychological characteristics

4' :ersonal characteristics

5' Responsi#ilities

/emographic feat"res

6"rther the &o# specifications can #e di%ided into three #road categories

2. *ssential Attributes

3. !esirable Attributes

4. #ontra5Indicators 6 indicators hampering the success of $ob

O, E.AUATION ;o# E%al"ation in%ol%es determination of relati%e )orth of each &o# for the p"rpose of

esta#lishing )age and salary differentials' Relati%e )orth is determined mainly on the #asis of

&o# description and &o# specification only'

;o# E%al"ation helps to determine )ages and salary grades for all &o#s' Employees need to #e

compensated depending on the grades of &o#s )hich they occ"py' Rem"neration also in%ol%es

fringe #enefits* #on"s and other #enefits' Clearly rem"neration m"st #e #ased on the relati%e

)orth of each &o#' .gnoring this #asic principle res"lts in ine!"ita#le compensation' A perception

of ine!"ity is a s"re )ay of de0moti%ating an employee'

;o# e%al"ation is a process of analy$ing and assessing the %ario"s &o#s systematically to

ascertain their relati%e )orth in an organi$ation'

;o#s are e%al"ated on the #asis of content* placed in order of importance' This esta#lishes ;o#

Hierarchies* )hich is a p"rpose of fiation of satisfactory )age differentials among %ario"s &o#s'

;o#s are ran+ed Dnot &o#holders2

So$e of o+ E0%*%tion

The &o# e%al"ation is done for the p"rpose of )age and salary differentials* demand for and s"pply of

la#or* a#ility to pay* ind"strial parity* collecti%e #argaining and the li+e'

#roe"" of o+ E0%*%tion:

1' /efining o#&ecti%es of &o# e%al"ation

a' .dentify &o#s to #e e%al"ated D7enchmar+ &o#s or all &o#s2

#' ho sho"ld e%al"ate &o#F

c' hat training do the e%al"ators needFd' Ho) m"ch time in%ol%edF

e' hat are the criteria for e%al"ationF

f' Methods of e%al"ation to #e "sed

3' age S"r%ey

4' Employee Classification

5' Esta#lishing )age and salary differentials'

Met6o4" of o+ E0%*%tion

An%ti% Met6o4"

#oint R%n5in& Met6o4" /ifferent factors are selected for different &o#s )ith accompanying

differences in degrees and points'

F%tor Co!$%ri"on Met6o4:The important factors are selected )hich can #e ass"med to #ecommon to all &o#s' Each of these factors are then ran+ed )ith other &o#s' The )orth of the &o#

is then ta+en #y adding together all the point %al"es'

Non-An%ti% Met6o4"

R%n5in& Met6o4:;o#s are ran+ed on the #asis of its title or contents' ;o# is not #ro+en do)n

into factors etc'

o+ Gr%4in& Met6o4:.t is #ased on the &o# as a )hole and the differentiation is made on the

#asis of &o# classes and grades' .n this method it is important to form a grade description to

co%er discerni#le differences in s+ills* responsi#ilities and other characteristics'

#itf%" of o+ E0%*%tion:

Enco"rages employees on ho) to ad%ance in position )hen there may #e limited

opport"nities for enhancement as a res"lt of do)nsi$ing'

.t promotes internal foc"s instead of c"stomer orientation

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Not s"ita#le for for)ard loo+ing organi$ations* )hich has trimmed m"ltiple &o# titles

into t)o or three #road &o#s'

O, DESIGN

T6e o&i% Se>*ene to o+ An%"i" i" o+ De"i&n;Definition 1: Integration of wor7, rewards and -ualification

;o# /esign integrates )or+ content Dtas+s* f"nctions* relationships2* the re)ards and

!"alifications re!"ired incl"ding s+ills* +no)ledge and a#ilities for each &o# in a )ay

that meets the needs of employees and the organi$ation'(

Ste$" in o+ De"i&n: -

1' Specification of .ndi%id"al Tas+s

3' Specification of Methods of Tas+s :erformance

4' Com#ination of Tas+s into Specific ;o#s to #e assigned to indi%id"als

F%tor" %ffetin& o+ De"i&n: -

Or&%ni%tion% f%tor":

Characteristics of Tas+s D:lanning* Eec"tion and Controlling of Tas+2

or+ 6lo) D:rocess Se!"ences2

Ergonomics DTime < Motion St"dy2

or+ :ractices DSet of )ays of performing tas+s2

En0iron!ent% F%tor":

Employee A#ilities and A%aila#ility

Social and C"lt"ral Epectations

,e6%0ior% Ee!ent":

6eed#ac+

A"tonomy

Use of A#ilities

Lariety

TECHNIBUES OF O, DESIGN: -

8or5 Si!$ifi%tion: ;o# is simplified or speciali$ed' The &o# is #ro+en do)n into small parts and

each part is assigned to an indi%id"al' To #e more specific* )or+ simplification is mechanical pacing of

)or+* repetiti%e )or+ processes* )or+ing only on one part of a prod"ct* predetermining tools andtechni!"es* restricting interaction amongst employees* fe) s+ills re!"irement' or+ simplification is

"sed )hen &o#s are not speciali$ed'

o+ Rot%tion: hen inc"m#ents #ecome #ore of ro"tine &o#s* &o# rotation is an ans)er to it' Here

&o#s remain "nchanged* #"t the inc"m#ents shift from one &o# to another' On the positi%e side* it

inre%"e" t6e intrin"i re7%r4 $otenti% of % /o+ +e%*"e of 4ifferent "5i" %n4 %+iitie" nee4e4 to

$erfor! it;or+ers #ecome more competent in se%eral &o#s* +no) %ariety of &o#s and impro%e the

self0image* personal gro)th' 6"rther the )or+er #ecomes more %al"a#le to the organi$ation' :eriodic

&o# changes can impro%e interdepartmental cooperation' On the negati%e side* it may not #e m"ch

enth"siastic or efficiency may not #e more' 7esides &o#s may not impro%e the relationships #et)een

tas+* )hile acti%ities and o#&ecti%es remain "nchanged' 6"rther training costs also rise and it can also

de0moti%ate intelligent and am#itio"s trainees )ho see+ specific responsi#ilities in their chosenspecialties'

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o+ En%r&e!ent: It !e%n" e$%n4in& t6e n*!+er of t%"5"< or 4*tie" %""i&ne4 to % &i0en /o+;

;o# enlargement is nat"rally opposite to )or+ simplification' Adding more tas+s or d"ties to a &o# does

not mean that ne) s+ills and a#ilities are needed' There is only hori$ontal epansion' .t is )ith same

s+ills ta+ing additional responsi#ilities li+e etending )or+ing ho"rs etc' ;o# enlargement may in%ol%e

#rea+ing "p of the eisting )or+ system and redesigning a ne) )or+ system' 6or this employees also

need to #e trained to ad&"st to the ne) system' ;o# enlargement is said to contri#"te to employee

moti%ation #"t the claim is not %alidated in practice'

enefits of #o$ Enlargement:

./ Tas+ Lariety

0/ Meaningf"l or+ Mod"les1/ 6"ll A#ility Utili$ation

2/ or+er :aced Control

3/ Meaningf"l :erformance 6eed#ac+

Disadvantages of #o$ Enlargement

1' High Training Costs

3' Redesigning eisting )or+ system re!"ired

4' :rod"cti%ity may not increase necessarily

5' or+load increases

=' Unions demand pay,hi+e

>' ;o#s may still remain #oring and ro"tine

o+ Enri6!ent: ;o# enrichment is impro%isation of #oth tas+s efficiency and h"man satisfaction#y #"ilding into people-s &o#s* !"ite specifically* greater scope for personal achie%ement and

recognition* more challenging and responsi#le )or+ and more opport"nity for indi%id"al ad%ancement

and gro)th' An enriched &o# )ill ha%e more responsi#ility* more a"tonomy D%ertical enrichment2* more

%ariety of tas+s Dhori$ontal enrichment2 and more gro)th opport"nities' The employee does more

planning and controlling )ith less s"per%ision #"t more self0e%al"ation' .n other )ords* transferring

some of the s"per%isor-s tas+s to the employee and ma+ing his &o# enriched'

,enefit" of o+ enri6!ent

1' .t #enefits employee and organi$ation in terms of increased moti%ation* performance*

satisfaction* &o# in%ol%ement and red"ced a#senteeism'

3' Additional feat"res in &o# meet certain psychological needs of &o#holders d"e to s+ill %ariety*

identity* significance of &o# etc'4' .t also adds to employee self0esteem and self0control'

5' ;o# enrichment gi%es stat"s to &o#holder and acts as a strong satisfier in one-s life'

=' ;o# enrichment stim"lates impro%ements in other areas of organi$ation'

>' Empo)erment is a #y0prod"ct of &o# enrichment' .t means passing on more a"thority and

responsi#ility'

De!erit" of o+ Enri6!ent

1' 9a$y employees may not #e a#le to ta+e additional responsi#ilities and po)er' .t )on-t fetch

the desired res"lts for an employee )ho is not attenti%e to)ards his &o#'

3' Unions resistance* increased cost of design and implementation and limited research on long

term effect of &o# enrichment are some of the other demerits'

4' ;o# enrichment itself might not #e a great moti%ator since it is &o#0intrinsic factor' As per the

t)o0factor moti%ation theory* &o# enrichment is not eno"gh' .t sho"ld #e preceded #y hygienic factors

etc'

5' ;o# enrichment ass"mes that )or+ers )ant more responsi#ilities and those )or+ers )ho are

moti%ated #y less responsi#ility* &o# enrichment s"rely de0moti%ates them

=' or+ers participation may affect the enrichment process itself'

>' Change is diffic"lt to implement and is al)ays resisted as &o# enrichment #rings in a changes

the responsi#ility'A*tono!o*" of Sef-Direte4 Te%!": Empo)erment res"lts in self0directed )or+ teams' A self

,directed team is an intact gro"p of employees responsi#le for )hole )or+ segment* they )or+ together*

handle day0to0day pro#lems* plan and control* and are highly effecti%e teams'

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Hi&6 #erfor!%ne 8or5 De"i&n: .mpro%ing performance in an en%ironment )here positi%e and

demanding goals are set leads to high performance )or+ design' .t starts from the principle of

a"tonomo"s gro"ps )or+ing and de%eloping an approach* )hich ena#les gro"p to )or+ effecti%ely

together in sit"ations )here the rate of inno%ation is %ery high' Operational flei#ility is important and

there is the need for employees to gain and apply ne) s+ills !"ic+ly )ith minim"m s"per%ision'

Ho)e%er d"e to #"rea"cracy high performance )or+ design does not )or+'

DESIGNING O,S MOTI.ATING O,S

The concept of moti%ating &o#s relates to ;o# design' ;o# design affects employee prod"cti%ity*

moti%ation and satisfaction' ;o# design is a conscio"s effort to organi$e tas+s* d"ties and responsi#ilities

into a "nit of )or+ to achie%e certain o#&ecti%es'Ho) a &o# design creates a moti%ating &o# can #e seen )ith the help of certain components of &o#

design* namely* &o# rotation* &o# enlargement* &o# enrichment* )or+ simplification etc'

or+ simplification simplifies the &o# #y #rea+ing do)n the &o# into small parts' Simplified &o#s are

easy to perform hence employees find it easy to do' Training re!"irements are red"ced and it #enefits

the organi$ations in terms of cost'

;o# rotation means mo%ement of employees of &o# to &o# across the organi$ation' .t impro%es the

intrinsic re)ard potential of a &o# #eca"se of different s+ills and a#ilities are needed to perform a &o#'

or+ers #ecome more competent in se%eral &o#s rather than only one' .t also impro%es )or+ers self

image* pro%ides personal gro)th and ma+es )or+ers more %al"a#le to the organi$ation' :eriodic &o#

change can impro%e inter0departmental cooperation' Employees #ecome more "nderstanding to each

other-s pro#lems' Conse!"ently it pro%ides a high le%el of moti%ation to employees #eca"se &o#s itself#ecome moti%ators' Hence &o# rotation helps the &o# #ecome more moti%ating'

;o# enlargement in%ol%es epanding n"m#er of tas+s or d"ties assigned to a gi%en &o#'

;o# enrichment in%ol%es impro%ing tas+ efficiency and h"man satisfaction' ;o# enrichment pro%ides

greater scope for personal achie%ement and recognition* more challenging and responsi#le )or+ and

more opport"nity for indi%id"al ad%ancement and gro)th' An enriched &o# gi%es %ertical enrichment in

the form of more responsi#ility and a"tonomy and a hori$ontal enrichment in the form of %ariety of

tas+s and more gro)th opport"nities' The employee does more planning and controlling )ith less

s"per%ision #"t more self0e%al"ation' All these factors lead to increased le%el of moti%ation and hence

ma+e the &o#s more moti%ated'

Considering a#o%e eamples* )e can say that designing &o#s is act"ally "sing the rele%ant and right

techni!"es of &o# design* li+e rotation* enrichment* simplifications and ma+e the &o#s more moti%atingto perform'

So )e can say that /esigning ;o#s is act"ally creating Moti%ated ;o#s'

O, SATISFACTION

;o# satisfaction is the res"lt of %ario"s attit"des possessed #y an employee to)ards his &o#* related

factors and life in general' The attit"des related to &o# may #e )ages* s"per%ision* steadiness* )or+ing

conditions* ad%ancement opport"nities* recognitions* fair e%al"ation of )or+* social relations on &o#*

prompt settlement of grie%ances etc'

.n short &o# satisfaction is a general attit"de* )hich is the res"lt of many specific attit"des in three areas

namely* &o# factors* indi%id"al characteristics and gro"p relationships o"tside the &o#'

Co!$onent" of o+ S%ti"f%tion

#er"on% f%tor": Se* /ependents* Age* Timings* .ntelligence* Ed"cation and :ersonality'

o+ in6erent f%tor": Type of )or+* S+ills* Occ"pational stat"s* Geography* Si$e of plant

M%n%&e!ent ontroe4 f%tor": Sec"rity* :ayment* 6ringe #enefits* Ad%ancement opport"nities and

or+ing conditions* Co0)or+ers* Responsi#ilities* S"per%ision

o+ S%ti"f%tion ' ,e6%0ior re%tion"6i$ i" 4e"ri+e4 t6ro*&6 foo7in& e%!$e";

Satisfaction < T"rno%er

Satisfaction < A#senteeism

Satisfaction < Accidents

Satisfaction < ;o# :erformance

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8OR SAM#ING

/efinition 1 Me%"*rin& %n4 >*%ntifin& %ti0itie"A !e%"*re!ent te6ni>*e for t6e >*%ntit%ti0e

%n%"i" of non-re$etiti0e or irre&*%r o*rrin& %ti0it;

Meaning of or+ Sampling 8or5 "%!$in& i" +%"e4 on t6e t6eor t6%t t6e $erent%&e of t6e

n*!+er of o+"er0%tion" on % $%rti*%r %ti0it i" % rei%+e !e%"*re of t6e $erent%&e of t6e

tot% %t*% ti!e "$ent on t6%t %ti0it;8or5 "%!$in& o$er%te" + %n o+"er0er t%5in& % "erie"

of r%n4o! o+"er0%tion" on % $%rti*%r t6in& of intere"t (!%6ine< o$er%tin& roo!< 4o5' #6"i% E%!in%tion: After the selection decision is made* the candidate is re!"ired to

"ndergo a physical fitness test' A &o# offer is often contingent "pon the candidate passing the physical

eamination'

8' o+ Offer: The net step in selection process is &o# offer to those applicants )ho ha%e crossed all

the pre%io"s h"rdles' .t is made #y )ay of letter of appointment'

?' Contr%t of E!$o!ent:After the &o# offer is made and candidates accept the offer* certain

doc"ments need to #e eec"ted #y the employer and the candidate' Here is a need to prepare a formal

contract of employment* containing )ritten contract"al terms of employment etc'

ESSENTIAS OF A GOOD SEECTION #RACT ICE

1' /etailed &o# descriptions and &o# specifications prepared in ad%ance and endorsed #y personnel and

line management

3' Trained the selectors

4' /etermine aids to #e "sed for selection process

5' Chec+ competence of recr"itment cons"ltants #efore retention=' .n%ol%e line managers at all stages

>' Attempt to %alidate the proced"re

8' Help the appointed candidate to s"cceed #y training and management de%elopment

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,ARRIERS TO EFFECTI.E SEECTION: -

1' #ere$tion: e all percei%e the )orld differently' O"r limited percept"al a#ility is o#%io"sly a

st"m#ling #loc+ to the o#&ecti%e and rational selection of people'

3' F%irne"":7arriers of fairness incl"des discrimination against religion* region* race or gender etc'

4' .%i4it:A test that has #een %alidated can differentiate #et)een the employees )ho can perform

)ell and those )ho )ill not' Ho)e%er it does not predict the &o# s"ccess acc"rately'

5' Rei%+iit:A relia#le test may fail to predict &o# performance )ith precision'

=' #re""*re: :ress"re #ro"ght on selectors #y politicians* #"rea"crats* relati%es* friends and peers to

select partic"lar candidate are also #arriers to selection'TRAINING ' DE.EO#MENT

Definition of Tr%inin& ' De0eo$!ent: Improve performance

9%raining : !evelopment is any attempt to impro%e c"rrent or f"t"re employee performance #y

increasing an employee-s a#ility to perform thro"gh learning* "s"ally #y changing the employee-s

attit"de or increasing his or her s+ills and +no)ledge'(

MEANING OF TRAINING ' D E.EO#MENT: -

The need for Training and /e%elopment is determined #y the employee-s performance deficiency*

comp"ted as follo)s'

Training < /e%elopment Need Standard :erformance , Act"al :erformance

e can ma+e a distinction among Training* /e%elopment and Ed"cation'

Di"tintion +et7een Tr%inin& %n4 E4*%tionTr%inin& E4*%tion

Application oriented

;o# eperience

Specific Tas+ in mind

Narro) :erspecti%e

Training is ;o# Specific

Theoretical Orientation

Classroom learning

Co%ers general concepts

Has 7road :erspecti%e

Ed"cation is no #ar

Tr%inin&:Training refers to the process of imparting specific s+ills' An employee "ndergoing training is

pres"med to ha%e had some formal ed"cation' No training program is complete )itho"t an element of

ed"cation' Hence )e can say that Training is offered to operati%es'

E4*%tion:.t is a theoretical learning in classrooms' The p"rpose of ed"cation is to teach theoretical

concepts and de%elop a sense of reasoning and &"dgment' That any training and de%elopment program

m"st contain an element of ed"cation is )ell "nderstood #y HR Specialists' Any s"ch program has

"ni%ersity professors as reso"rce persons to enlighten participants a#o"t theoretical +no)ledge of the

topics proposed to disc"ss' .n fact organi$ations dep"te or enco"rage employees to do co"rses on part

time #asis' CEOs are +no)n to attend refresher co"rses cond"cted #y #"siness schools' The ed"cation is

more important for managers and eec"ti%es rather than lo) cadre )or+ers' Any)ays ed"cation is

common to all employees* their grades not)ithstanding'

De0eo$!ent: /e%elopment means those learning opport"nities designed to help employees to gro)'

/e%elopment is not primarily s+ills oriented' .nstead it pro%ides the general +no)ledge and attit"des*

)hich )ill #e helpf"l to employers in higher positions' Efforts to)ards de%elopment often depend on

personal dri%e and am#ition' /e%elopment acti%ities s"ch as those s"pplied #y managementde%elopment programs are generally %ol"ntary in nat"re' /e%elopment pro%ides +no)ledge a#o"t

#"siness en%ironment* management principles and techni!"es* h"man relations* specific ind"stry

analysis and the li+e is "sef"l for #etter management of a company'

O+/eti0e" of (MD#) M%n%&e!ent De0eo$!ent #ro&r%!" OR

A40%nt%&e" of De0eo$!ent

1' Ma+ing them

Self0starters

Committed

Moti%ated

Res"lt oriented

Sensiti%e to en%ironment

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Understand "se of po)er

3' Creating self a)areness

4' /e%elop inspiring leadership styles

5' .nstill $est for ecellence

=' Teach them a#o"t effecti%e comm"nication

>' To s"#ordinate their f"nctional loyalties to the interests of the organi$ation

Differene +et7een Tr%inin& %n4 De0eo$!ent

Tr%inin& De0eo$!ent

Training is s+ills foc"sed /e%elopment is creating learning a#ilitiesTraining is pres"med to ha%e a formal ed"cation /e%elopment is not ed"cation dependent

Training needs depend "pon lac+ or deficiency in

s+ills

/e%elopment depends on personal dri%e and

am#ition

Trainings are generally need #ased /e%elopment is %ol"ntary

Training is a narro)er concept foc"sed on &o#

related s+ills

/e%elopment is a #roader concept foc"sed on

personality de%elopment

Training may not incl"de de%elopment /e%elopment incl"des training )here%er

necessary

Training is aimed at impro%ing &o# related

efficiency and performance

/e%elopment aims at o%erall personal

effecti%eness incl"ding &o# efficiencies

86%t %re t6e Tr%inin& In$*t"

S+ills

Ed"cation

/e%elopment

Ethics

:ro#lem Sol%ing S+ills

/ecision Ma+ing

Attit"dinal Changes

I!$ort%ne of Tr%inin& ' De0eo$!ent Helps remo%e performance deficiencies in employees

Greater sta#ility* flei#ility and capacity for gro)th in an organi$ation

Accidents* scraps and damages to machinery can #e a%oided

Ser%es as effecti%e so"rce of recr"itment

.t is an in%estment in HR )ith a promise of #etter ret"rns in f"t"re

Red"ces dissatisfaction* a#senteeism* complaints and t"rno%er of employees

Nee4 of Tr%inin&

In4i0i4*% e0e

/iagnosis of present pro#lems and f"t"re challenges

.mpro%e indi%id"al performance or fi "p performance deficiency .mpro%e s+ills or +no)ledge or any other pro#lem

To anticipate f"t"re s+ill0needs and prepare employee to handle more challenging tas+s

To prepare for possi#le &o# transfers

Gro*$ e0e

To face any change in organi$ation strategy at gro"p le%els

hen ne) prod"cts and ser%ices are la"nched

To a%oid scraps and accident rates

I4entifi%tion of Tr%inin& Nee4" (Met6o4")

In4i0i4*% Tr%inin& Nee4" I4entifi%tion

1' :erformance Appraisals3' .nter%ie)s

4' I"estionnaires

5' Attit"de S"r%eys29


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=' Training :rogress 6eed#ac+

>' or+ Sampling

8' Rating Scales

Gro*$ e0e Tr%inin& Nee4" I4entifi%tion

1' Organi$ational Goals and O#&ecti%es

3' :ersonnel S+ills .n%entories

4' Organi$ational Climate .ndices

5' Efficiency .ndices

=' Eit .nter%ie)s

>' M7O or+ :lanning Systems8' I"ality Circles

?' C"stomer Satisfaction S"r%ey

@' Analysis of C"rrent and Anticipated Changes

,enefit" of Tr%inin& Nee4" I4entifi%tion

1' Trainers can #e informed a#o"t the #roader needs in ad%ance

3' Trainers :erception Gaps can #e red"ced #et)een employees and their s"per%isorsTrainers can

design co"rse inp"ts closer to the specific needs of the participants

4' /iagnosis of ca"ses of performance deficiencies can #e done

Met6o4" of Tr%inin&

On t6e o+ Tr%inin&": These methods are generally applied on the )or+place )hile employees is

act"ally )or+ing' 6ollo)ing are the on0the0&o# methods'A40%nt%&e" of On-t6e-o+ Tr%inin&:

.t is directly in the contet of &o#

.t is often informal

.t is most effecti%e #eca"se it is learning #y eperience

.t is least epensi%e

Trainees are highly moti%ated

.t is free from artificial classroom sit"ations

Di"%40%nt%&e" of On-t6e-o+ Tr%inin&:

Trainer may not #e eperienced eno"gh to train

.t is not systematically organi$ed

:oorly cond"cted programs may create safety ha$ardsOn t6e o+ Tr%inin& Met6o4"

1' o+ Rot%tion:.n this method* "s"ally employees are p"t on different &o#s t"rn #y t"rn )here

they learn all sorts of &o#s of %ario"s departments' The o#&ecti%e is to gi%e a comprehensi%e a)areness

a#o"t the &o#s of different departments' Ad%antage , employee gets to +no) ho) his o)n and other

departments also f"nction' .nterdepartmental coordination can #e impro%ed* instills team spirit'

/isad%antage , .t may #ecome too m"ch for an employee to learn' .t is not foc"sed on employees o)n

&o# responsi#ilities' Employees #asic talents may remain "nder "tili$ed'

3' o+ Co%6in&: An eperienced employee can gi%e a %er#al presentation to eplain the nitty0

gritty-s of the &o#'

4' o+ In"tr*tion: .t may consist an instr"ction or directions to perform a partic"lar tas+ or a

f"nction' .t may #e in the form of orders or steps to perform a tas+'

5' A$$rentie"6i$":Generally fresh grad"ates are p"t "nder the eperienced employee to learn the

f"nctions of &o#'

=' Intern"6i$" %n4 A""i"t%nt"6i$":An intern or an assistants are recr"ited to perform a specific

time0#o"nd &o#s or pro&ects d"ring their ed"cation' .t may consist a part of their ed"cational co"rses'

Off t6e o+ Tr%inin&":These are "sed a)ay from )or+ places )hile employees are not )or+ing li+e

classroom trainings* seminars etc' 6ollo)ing are the off0the0&o# methods

A40%nt%&e" of Off-t6e-o+ Tr%inin&:

Trainers are "s"ally eperienced eno"gh to train

.t is systematically organi$ed

Efficiently created programs may add lot of %al"eDi"%40%nt%&e" of Off-t6e-o+ Tr%inin&:

.t is not directly in the contet of &o#

.t is often formal

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.t is not #ased on eperience

.t is least epensi%e

Trainees may not #e highly moti%ated

.t is more artificial in nat"re

Off t6e o+ Tr%inin& Met6o4"

1' C%""roo! et*re": .t is a %er#al lect"re presentation #y an instr"ctor to a large a"dience'

Ad%antage , .t can #e "sed for large gro"ps' Cost per trainee is lo)' /isad%antages , 9o) pop"larity' .t

is not learning #y practice' .t is One0)ay comm"nication' No a"thentic feed#ac+ mechanism' 9i+ely to

#oredom'

3' A*4io-.i"*%:.t can #e done "sing 6ilms* Tele%isions* Lideo* and :resentations etc' Ad%antages, ide range of realistic eamples* !"ality control possi#le*' /isad%antages , One0)ay comm"nication*

No feed#ac+ mechanism' No flei#ility for different a"dience'

4' Si!*%tion:creating a real life sit"ation for decision0ma+ing and "nderstanding the act"al &o#

conditions gi%e it' 6ollo)ing are some of the sim"lation methods of trainings

a' C%"e St*4ie": .t is a )ritten description of an act"al sit"ation and trainer is s"pposed to

analy$e and gi%e his concl"sions in )riting' The cases are generally #ased on act"al organi$ational

sit"ations' .t is an ideal method to promote decision0ma+ing a#ilities )ithin the constraints of limited

data' Roe #%": Here trainees ass"me the part of the specific personalities in a case st"dy and enact it

in front of the a"dience' .t is more emotional orientation and impro%es interpersonal relationships'

Attit"dinal change is another res"lt' These are generally "sed in M/:'

#' Sen"iti0it Tr%inin&" This is more from the point of %ie) of #eha%ioral assessment*"nder different circ"mstances ho) an indi%id"al )ill #eha%e himself and to)ards others' There is no

preplanned agenda and it is instant' Ad%antages , increased a#ility to empathi$e* listening s+ills*

openness* tolerance* and conflict resol"tion s+ills' /isad%antage , :articipants may resort to their old

ha#its after the training'

5' #ro&r%!!e4 In"tr*tion"::ro%ided in the form of #loc+s either in #oo+ or a teaching machine

"sing !"estions and 6eed#ac+s )itho"t the inter%ention of trainer' Ad%antages , Self paced* trainees can

progress at their o)n speed* strong moti%ation for repeat learning* material is str"ct"red and self0

contained' /isad%antages , Scope for learning is less cost of #oo+s* man"als or machinery is

epensi%e'

=' Co!$*ter Ai4e4 In"tr*tion":.t is etension of :. method* #y "sing comp"ters' Ad%antages ,

:ro%ides acco"nta#ilities* modifia#le to technological inno%ations* flei#le to time' /isad%antages ,High cost'

; %+or%tor Tr%inin&

,%rrier" to Effeti0e Tr%inin&:

1' 9ac+ of Management commitment

3' .nade!"ate Training #"dget

4' Ed"cation degrees lac+ s+ills

5' 9arge scale poaching of trained staff

=' Non0coordination from )or+ers d"e to do)nsi$ing trends

>' Employers and 7 Schools operating distantly

8' Unions infl"ence

Ho7 To M%5e Tr%inin& Effeti0e

1' Management Commitment

3' Training < 7"siness Strategies .ntegration

4' Comprehensi%e and Systematic Approach

5' Contin"o"s and Ongoing approach

=' :romoting 9earning as 6"ndamental Lal"e

>' Creations of effecti%e training e%al"ation system

INDUCTION ' ORIENATION

Definition 1:(lanned Introduction

.t is a :lanned .ntrod"ction of employees to their &o#s* their co0)or+ers and the organi$ation per se'(

Orient%tion on0e" @ t$e" of infor!%tion:1; /aily or+ Ro"tine

2; Organi$ation :rofile

3; .mportance of ;o#s to the organi$ation

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@; /etailed Orientation :resentations#*r$o"e of Orient%tion

1' To ma+e ne) employees feel at home in ne) en%ironment

3' To remo%e their aniety a#o"t ne) )or+place

4' To remo%e their inade!"acies a#o"t ne) peers

5' To remo%e )orries a#o"t their &o# performance

=' To pro%ide them &o# information* en%ironment

T$e" of Orient%tion #ro&r%!"

1' 6ormal or .nformal

3' .ndi%id"al or Gro"p

4' Serial or /is&"ncti%e#rere>*i"ite" of Effeti0e Orient%tion #ro&r%!

1' :repare for recei%ing ne) employee

3' /etermine information ne) employee )ants to +no)

4' /etermine ho) to present information

5' Completion of :aper)or+

#ro+e!" of Orient%tion"

1' 7"sy or Untrained s"per%isor

3' Too m"ch information

4' O%erloaded )ith paper)or+

5' Gi%en menial tas+s and disco"rage interests

=' /emanding tas+s )here fail"re chances are high>' Employee thro)n into action soon

8' rong perceptions of employees

86%t i" t6e 4ifferene +et7een in4*tion %n4 orient%tion

.nd"ction referred to formal training programs that an employee had to complete #efore they co"ld start

)or+

Orientation )as the informal information gi%ing that made the recr"it a)are of the comfort iss"es 0

)here the facilities are* )hat time l"nch is and so forth'Ho) long sho"ld the ind"ction process ta+eF

.t starts )hen the &o# ad is )ritten* contin"es thro"gh the selection process and is not complete "ntil the

ne) team mem#er is comforta#le as a f"ll contri#"tor to the organi$ations goals'

The first ho"r on day one is a critical component 0 signing on* iss"ing +eys and pass)ords* eplainingno go $ones* emergency proced"res* meeting the people that yo" )ill interact )ith all ha%e to #e done

immediately' Until they are done the ne)comer is on the payroll* #"t is not employed'

After that it is a matter of &"st in time training 0 epanding the content as ne) d"ties are "nderta+en'

8e on e!$o ne7 $eo$e one %t % ti!e - 6o7 %n 7e in4*t t6e!

There are some iss"es* )hich cannot )ait 0 they %ary according to yo"r sit"ation' :erhaps a #"ddy

system on the &o# may #e the #est )ay to deal )ith these' Other s"#&ects may #e incorporated )ith

refresher training for c"rrent staff* or handled as participant in an o"tside program' :erhaps some can

)ait "ntil there are gro"ps of people )ho ha%e started in the last fe) months'

This may ta+e some creati%e thin+ing* #"t the ans)er is !"ite simple 0 "ntil the ne) people are

integrated then they are less "sef"l' The math is often ama$ingly simple 0 not ta+ing the time to train

cons"mes more time than the training )o"ld'

86%t e0e" of "t%ff nee4 in4*tion

E%ery#ody' The CEO needs to +no) different things to the temporary concierge* #"t e%eryone needs a

planned program of ind"ction and orientation'

#ACEMENT:lacement is allocation of people to &o#s' .t is assignment or reassignment of an employee to a ne) or

different &o#'

MUTI SIING

32


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M"lti S+illing is The .ntegrated S+ills :rogram that has #een de%eloped to #"ild on the eisting s+ills of

the c"rrent )or+ force to red"ce red"ndancies and a%oid do)nsi$ing sit"ations' The o#&ecti%e of this

program is to gain total integration of s+ills'

The program is #ased aro"nd Kon0the0&o#- < Koff0the0&o#- competence' That is the a#ility to do the &o#

on the shop floor Dtraining to gain )or+ eperience2 and Koff0the0&o#- Dtraining in the classroom2 to gain

"nderpinning +no)ledge'

The program re!"ires the indi%id"al to demonstrate competence in a n"m#er of different s+ills and this

competence is meas"red and assessed on the &o#'M"lti0s+illing of co"rse )or+s #est )ith more

ad%anced s+illed )or+ers #eca"se their indi%id"al s+ills le%els are de%eloped eno"gh )here they can

fl"idly transition from one s+ill to the net )itho"t degradation of a s+ills performance' .f yo" arem"lti0s+illing and a great percentage of yo"r )or+ers are ha%ing pro#lems eec"ting one of the s+ills

effecti%ely it is pro#a#ly a good signal yo" need to go #ac+ to #asics )ith that s+ill and p"ll it o"t of the

m"lti0s+illing se!"ences' Another ad%antage of m"lti0s+illing is the positi%e effect of )hat is called

Pcontet"al learningP' Contet"al learning in%ol%es disco%ery and impro%ement from t)o s+ills* )hich

dont* on the s"rface* appear to ha%e a direct relationship'The disad%antages of m"lti0s+illing incl"de the

o#%io"s danger of mo%ing on to !"ic+ly to)ard ad%anced s+ills and com#inations )itho"t s"fficiently

drilling #asic s+ills' hile there is a great desire to learn !"ic+ly . thin+ this is one of the reason )e are

seeing #etter s+illed from some of the #est )or+ers' The conse!"ence is that )e #ecome Ppartially

s+illedP' The greater the n"m#er of partial s+ills )e de%elop* the less chance )e e%er ha%e of reaching

o"r f"ll potential'

CHANGE MANAGEMENT

C6%n&e 0i"-L-0i"

Recr"itment

:erformance Appraisals

Me%nin& of C6%n&e:

Alterations in ,:eople* Str"ct"re and Technology

Etern% Fore" of C6%n&e:

Mar+etplace9a#or mar+ets

Economic Changes

Technology

9a)s and Reg"lations

Intern% Fore" of C6%n&e

Corporate Strategies

or+place

Technology and E!"ipments

Employee Attit"des

C6%n&e A&ent": (86o %n +rin& %+o*t 6%n&e)

Managers

Eternal Cons"ltants

Staff Specialists

#roe"" of C6%n&e (e7in" "te$")

Unfree$ing

Changing

Refree$ing

86ite 7%ter r%$i4" !et%$6or

9ac+ of Sta#ility

9ac+ of :redicta#ility

Lirt"al ChaosConstant Change

Re"i"t%ne to C6%n&e

Uncertainty and Am#ig"ity

33


34/51

:ersonal 9oss Concerns

/is#elief in Change #enefits

Te6ni>*e" of Re4*in& Re"i"t%ne to C6%n&e

Ed"cation and Comm"nication

Negotiation

Manip"lation and Co0optation

:articipation

6acilitation

Coercion

C6%n&e M%n%&e!entStr"ct"ral Changes Technological Changes :eople Changes

A"thority

Coordination

Centrali$ation

:rocesses

Methods

E!"ipments

Attit"des

Epectations

7eha%iors

Or&%ni%tion% De0eo$!ent Te6ni>*e"

S"r%ey 6eed#ac+

Sensiti%ity Training

:rocess Cons"ltation

Team 7"ilding

.nter0gro"p /e%elopment

Con4ition" F%iit%tin& C6%n&e/ramatic Crisis

9eadership Change

ea+ C"lt"re

o"ng and Small Organi$ation Dageing2

T6e Ro%4 to C6%n&e in C*t*re

Analy$e the c"lt"re

Need for change

Ne) leadership

Reorgani$e

Restr"ct"re

Ne) stories and rit"als

Change the &o# systems

TBM .="; Reen&ineerin&

TIM DTotal I"ality Management2 Re engineering

Contin"o"s Change

6iing and .mpro%ing

Mostly foc"sed on KAs0.s-

Systems indispensa#le

7ottom to Top

Radical and One time Change

Redesigning

Mostly foc"sed on K)hat can #eF-

Top to 7ottom

M%n%&in& Do7n"ie4 8or5fore

Open and honest comm"nicationAssistance to them

Help for s"r%i%ors of the do)nsi$ed

Stre"" in 8or5$%e

Opport"nities stress

/emands stress

Constraints stress

Ho7 to re4*e 7or5$%e "tre""

Employee selection

Organi$ational comm"nication

:erformance :lanning

;o# redesign especially )hen processes change* &o#s merged* and relocation happensEmployee co"nseling

Time management programs

86%t i" re%ti0it34


35/51

Com#ining ne) ideas in "ni!"e )ays or associating ideas in "n"s"al )ays

86%t i" inno0%tion

T"rning creati%e ideas into "sef"l prod"cts* ser%ices or methods of operations

3 Set" of 0%ri%+e "i!*%te inno0%tion

Str"ct"ral Changes

C"lt"ral Changes

H"man Reso"rces Changes

C6%n&e Define4

PChange is the )indo) thro"gh )hich the f"t"re enters yo"r life'P .ts all aro"nd yo"* in many types and

shapes' o" can #ring it a#o"t yo"rself or it can come in )ays

86 C6%n&e M%n%&e!ent

o" can #ring the change a#o"t yo"rself or it can come in )ays that gi%e yo" little choice a#o"t its

)hat* )hen* and ho)' 6ighting against change can slo) it do)n or di%ert it* #"t it )ont stop it ho)e%er'

.f yo" )ish to s"cceed in this rapidly changing ne) )orld Pyo" m"st learn to loo+ on change as a friend

0 one )ho presents yo" )ith an opport"nity for gro)th and impro%ement'P@

The rate of change in todays )orld is constantly increasing' E%erything that eists is getting old*

)earing o"t and sho"ld #e replaced' PRe%ol"tionary technologies* consolidation* )ell0f"nded ne)

competition* "npredicta#le c"stomers* and a !"ic+ening in the pace of change h"rled "nfamiliar

conditions at management'P8

Tr"e s"ccess and long0term prosperity in the ne) )orld depends on yo"r a#ility to adapt to different and

constantly changing conditions' The strategic selection of the #est strategic positioning in the playing

field* or the 7"siness Space* yo"r firm m"st ta+e is complicated #y the fact that the characteristics of the

7"siness Space change o%er time' Today* the )orld is a different place than it )as yesterday' PAt certain

points* the difference #ecomes material' S"ccessf"l firms recogni$e change' Lery s"ccessf"l ones

anticipate it'P?E0o*tion%r (#%nne4) C6%n&e 0er"*" Re0o*tion%r Ation

Ho) yo" change a #"siness "nit to adapt to shifting economy and mar+ets is a matter of management

style' E%ol"tionary change* that in%ol%es setting direction* allocating responsi#ilities* and esta#lishing

reasona#le timelines for achie%ing o#&ecti%es* is relati%ely painless' Ho)e%er* it is rarely fast eno"gh or

comprehensi%e eno"gh to mo%e ahead of the c"r%e in an e%ol%ing )orld )here sta+es are high* and the

response time is short' hen faced )ith mar+et0dri%en "rgency* a#r"pt and sometimes disr"pti%echange* s"ch as dramatic do)nsi$ing or reengineering* may #e re!"ired to +eep the company

competiti%e' .n sit"ations )hen timing is critical to s"ccess* and companies m"st get more efficient and

prod"cti%e rapidly* re%ol"tionary change is demanded'

hen choosing #et)een e%ol"tionary change and re%ol"tionary action* a leader m"st p"rs"e a #alanced

and pragmatic approach' S)inging too far to re%ol"tionary etreme may create Pan organi$ational

c"lt"re that is so impatient* and so foc"sed on change* that it fails to gi%e ne) initiati%es and ne)

personnel time to ta+e root* sta#ili$e* and gro)' hats more* it creates a high0tension en%ironment that

intimidates rather than n"rt"res people* lea%ing them )ith little or no emotional in%estment in the

company'P5

Re"i"t%ne to C6%n&e

Most people dont li+e change #eca"se they dont li+e #eing changed' P.f yo" )ant to ma+e enemies* try

to change somethingP* ad%ised oodro) ilson' hen see+ing to change an organi$ation* its strategy

or processes* leaders r"n into Ne)tons la) that a #ody at rest tends to stay at rest' Ad%ocates for change

are greeted )ith s"spicion* anger* resistance* and e%en sa#otage' 5PNot in%ented hereP syndrome also

+eeps many so"nd ideas from gaining the o#&ecti%e assessment they deser%e'''More

To4%" 8or4 R e%itie"

The magnit"de of todays en%ironmental* competiti%e* and glo#al mar+et change is "nprecedented' .ts a

%ery interesting and eciting )orld* #"t its also %olatile and chaotic .o%tiitdescri#es the economys rate of change etremely fast* )ith eplosi%e "ps"rges and

s"dden do)nt"rns'

35
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C6%o"descri#es the direction of the economys changes )ere not s"re eactly )here )ere

headed* #"t )e are s)inging #et)een the %ario"s alternati%es at a %ery high speed' >

To cope )ith an "npredicta#le )orld yo" m"st #"ild an enormo"s amo"nt of flei#ility into yo"r

organi$ation' hile yo" cannot predict the f"t"re* yo" can get a handle on trends*)hich is a )ay to ta+e

ad%antage of change and con%ert ris+s into opport"nities'

Cre%tin& C6%n&e for I!$ro0e!ent %n4 Co!$etiti0e A40%nt%&e

Change creates opport"nities* #"t only for those )ho recogni$e and sei$e it' PSeeing is the first step*

sei$ing the second* and contin"o"sly inno%ating is the third'P= .nno%ation redefines gro)th

opport"nities' As c"rrent prod"cts are #ecoming o#solete faster than e%er* in order to s"r%i%e andprosper* organi$ations contin"ally need to impro%e* inno%ate and modify their prod"cts and ser%ices'

The Silicon Lalley slogan PEat l"nch and yo" are l"nchP is more than a reflection of increasingly

intense )or+ ethic' Riding the )a%e of change is #ecoming the most important part of the #"siness'

hile the economy is shifting and inno%ation is rampant* Pdoing it the same )ayP is a recipe for

corporate etinction'1

S"ccessf"l change efforts are those )here the choices #oth are internally consistent and fit +ey eternal

and sit"ational %aria#les' Po" ha%e to find s"#tle )ays to introd"ce change* ne) concepts* and gi%e

feed#ac+to people so that they can accept and gro) )ith it'P5

Antii$%tin& C6%n&e

There is #ig difference #et)een anticipating and g"essing' Anticipationmeans epecting* #eing a)are

of something in ad%ance* to regard it as possi#le' The a#ility to anticipate is one of the +ey ingredients

of efficient speed and change management' P7eing a#le to anticipate that )hich is li+ely to occ"r in the

net fe) months and the net fe) years is eno"gh to gi%e yo" an edge o%er @@ of the pop"lation )ho

simply go along )ith )hate%er happens'P8

Ho) can yo" see the f"t"reF Act"ally* anticipation is nat"ral 0 e%eryone does it e%ery day'

Unfort"nately* most people limit eercising their anticipatory s+ills to daily ro"tine matters' All yo"

really need to start applying these s+ills for yo"r #"siness is a small head start''' More

St%rtin& 7it6 9o*r"ef

The #est place to start change is )ith yo"rself' .f )hate%er yo" do doesnt )or+* yo" m"st #e flei#le 0yo" m"st change yo"r action plan if the c"rrent one does not prod"ce the re!"ired res"lts' .f yo" )ant

other people to change* yo" m"st #e prepared to ma+e the first step yo"rself' .f yo" cannot change yo"r

en%ironment* yo" sho"ld change yo"r attit"de' To achie%e effecti%e personal change* consider practicing

theN9: Technology of Achie%ementthat )as specially de%eloped to disco%er ho) people can ecel*

and most partic"larly )hen managing change 0 ho) to create the difference that ma+es the

difference'''More

e%4in& C6%n&eThe old )ays of management no longer )or+ and )ill ne%er )or+ again' S"ccessf"l

change re!"ires leadership' hen change fails to occ"r as planned* the ca"se if often to #e fo"nd at a

deeper le%el* rooted in the inappropriate #eha%ior* #eliefs* attit"des* and ass"mptions of )o"ld0#e

leaders'>9eadership is all a#o"t the process of change ho) to stay ahead of it* master it* #enefit from

the opport"nities it #rings' The #est leaders stri+e first #y ta+ing the offensi%e against economic cycles*

mar+et trends* and competitors' They disco%er the most effecti%e )ays for achie%ing significant change

0 Pa change that identifies the realities of the #"siness en%ironment and reorders them so that a ne)

force is a#le to le%erage* rather than resist* those realities in order to achie%e a competiti%e ad%antage'P5

The follo)ing system )ill help yo" to "nleash the po)er of yo"r organi$ation and reshape it into a more

competiti%e enterprise

/e%elop a %ision' To create a seamless #ridge from the %ision to action* start )ith yo"r top

management team 0 they sho"ld "nderstand and em#race yo"r %ision'

Align all yo"r people against the endgame' .n%ite their opinion regarding critical iss"es s"ch as

the direction yo" sho"ld #e headed* the changes yo" ha%e to ma+e* and the reso"rces yo" ha%e to

ac!"ire'

Using the employee feed#ac+* de%elop a strategic plan' Stay laser0foc"sed on the methods that

)ill dri%e yo"r #"siness "nit to)ards its stated o#&ecti%es'

36
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7"ild a di%erse leadership gro"p representing all the +ey constit"encies of yo"r organi$ation'

They )ill share responsi#ility for plan management'

Share detail information a#o"t the company and the change progress 0 people ha%e to "nderstand

)here yo" are and )here yo" are going in order to contri#"te effecti%ely to yo"r mission' M%n%&in&

Or&%ni%tion% C6%n&e

S"ccess in #"siness doesnt come from feeling comforta#le' .n todays technology0dri%en )orld*

#"siness life cycles ha%e accelerated eponentially' The challenge is to +eep a step ahead of changing

mar+et conditions* ne) technologies and h"man reso"rces iss"es'

The )heel of #"siness e%ol"tion is a frame)or+ and set of tools* )hich ena#les yo" to manage the

comple process of organi$ational change and transformation more effecti%ely' The se!"ence of the

eight segments 0 #"siness en%ironment* #"siness ecosystem* #"siness design* leadership style*

organi$ational %al"es* management process* +no)ledge management systems* and performance

meas"res 0 reflects the learning cycle that occ"rs )hen o"tside0in or #ottom0"p learning ta+es

place',e6%0ior% C6%n&e

The challenge and the shape of an organi$ations #eha%ioral change program depend on the corporate

c"lt"re and the targeted #eha%iors that need to #e changed' o"r change program needs to #e eplicitly

#"ilt aro"nd these challenges' PLery often* these programs in%ol%e the creation of incenti%es )hich

elegantly reinforce the desired #eha%ior Dand therein reinforce the change loop in the learning

dynamic2'P?'''Moti0%tin& E!$oee" to E!+r%e C6%n&e

o" ha%e a choice of instr"ments to moti%ate yo"r people to em#race change' :erformance0incenti%e

le%ers are especially "sef"l in dri%ing those )ho lac+ direction or initiati%e' o" may also enco"rage

employee feed#ac+ on )here and ho) the company can ta+e correcti%e action and re)ard employees

for their contri#"tion' .n any case* Ponce yo" open the gates and enco"rage employees to ser%e as agents

of change* yo" m"st demonstrate that their inp"t )ill ha%e a real0)orld impact on the )ay yo"r

company does #"siness'P5

On the other side* yo" ha%e to #e rather aggressi%e )hen dealing )ith people )ho %ie) change as a

threat and create road#loc+s that stall progress' Anyone )ho thin+s that its harmless to ma+e eceptions

for a fe) people and shift reso"rces to accommodate poor performers is missing an important point'

P.ts not a fe) people )ho are at sta+e* its the corporate c"lt"reP* says Miles Greer* of Sa%annah

Electric' P7y permitting those )ho resist or retaliate against change to remain in the company* yo"#roadcast a message that s"ggests s"pporting the companys mission statement is optional' E%en )orse*

yo" permit the least0committed employees to taint and infl"ence the attit"de and performance of their

peers'P

Mo0in& 7it6 S$ee4

.n the ne) economy )here e%erything is mo%ing faster and its only going to get faster* the ne) mantra

is* P/o it more )ith less and do it faster'P1To #e a#le to mo%e )ith speed* companies need to esta#lish a

change0friendly en%ironment and de%elop fo"r ma&or competencies fast thin+ing* fast decision ma+ing*

fast acting* and s"staining speed'

M%5in& B*i5 Dei"ion" t6ro*&6 E"t%+i"6in& G*i4in& #rini$e"

6ast companies that ha%e demonstrated the a#ility to s"stain s"rge and %elocity all ha%e esta#lished sets

of g"iding principles to help them ma+e !"ic+ decisions' A#andoning theoretical and politically correct

%al"es and #"rea"cratic proced"res in fa%or of a practical* do)n0to0earth list of g"iding principles )ill

help yo"r company ma+e the decision0ma+ing process m"ch faster' Only one !"estion )ill need to #e

as+ed of any proposed co"rse of action /oes it fit o"r g"iding principlesF

#ERFORMANCE A##RAISAS

Definition 1: Systematic *valuation

.t is a systematic e%al"ation of an indi%id"al )ith respect to performance on the &o# and indi%id"al-s

potential for de%elopment'(

Definition 2:8ormal System, "easons and /easures of future performance

.t is formal* str"ct"red system of meas"ring* e%al"ating &o# related #eha%iors and o"tcomes to disco%erreasons of performance and ho) to perform effecti%ely in f"t"re so that employee* organi$ation and

society all #enefits'(

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38/51

Me%nin& of #erfor!%ne A$$r%i"%"

:erformance Appraisals is the assessment of indi%id"al-s performance in a systematic )ay' .t is a

de%elopmental tool "sed for all ro"nd de%elopment of the employee and the organi$ation' The

performance is meas"red against s"ch factors as &o# +no)ledge* !"ality and !"antity of o"tp"t*

initiati%e* leadership a#ilities* s"per%ision* dependa#ility* co0operation* &"dgment* %ersatility and health'

Assessment sho"ld #e confined to past as )ell as potential performance also' The second definition is

more foc"sed on #eha%iors as a part of assessment #eca"se #eha%iors do affect &o# res"lts'

#erfor!%ne A$$r%i"%" %n4 o+ An%"i" Re%tion"6i$

;o# Analysis :erformance Standards :erformance Appraisals/escri#e the )or+ and

personnel re!"irement of a

partic"lar &o#'

Translate &o# re!"irements

into le%els of accepta#le or

"naccepta#le performance

/escri#e the &o# rele%ant

strengths and )ea+nesses of

each indi%id"al'

O+/eti0e" of #erfor!%ne A$$r%i"%"

U"e of #erfor!%ne A$$r%i"%"

1' :romotions

3' Confirmations

4' Training and /e%elopment

5' Compensation re%ie)s

=' Competency #"ilding

>' .mpro%e comm"nication8' E%al"ation of HR :rograms

?' 6eed#ac+ < Grie%ances

@ Go%" of #erfor!%ne A$$r%i"%"

General Goals Specific Goals

/e%elopmental Use .ndi%id"al needs

:erformance feed#ac+

Transfers and :lacements

Strengths and /e%elopment needs

Administrati%e /ecisions Uses Salary

:romotionRetention Termination

Recognition

9ay offs

:oor :erformers identification

Organi$ational Maintenance HR :lanning

Training Needs

Organi$ational Goal achie%ements

Goal .dentification

HR Systems E%al"ation

Reinforcement of organi$ational needs

/oc"mentation Lalidation Research6or HR /ecisions

9egal Re!"irements

#erfor!%ne A$$r%i"% #roe""

1' O#&ecti%es definition of appraisal

3' ;o# epectations esta#lishment

4' /esign an appraisal program

5' Appraise the performance

=' :erformance .nter%ie)s

>' Use data for appropriate p"rposes

8' .dentify opport"nities %aria#les

?' Using social processes* physical processes* h"man and comp"ter assistanceDifferene +et7een Tr%4ition% %n4 Mo4ern (S"te!") %$$ro%6 to A$$r%i"%"

38


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#ategories %raditional Appraisals /odern, Systems

Appraisals

G"iding Lal"es .ndi%id"alistic* Control

oriented* /oc"mentary

Systematic* /e%elopmental*

:ro#lem sol%ing

9eadership Styles /irectional* E%al"ati%e 6acilitati%e* Coaching

6re!"ency Occasional 6re!"ent

6ormalities High 9o)

Re)ards .ndi%id"alistic Gro"ped* Organi$ational

TECHNIBUES = METHODS OF #ERFORMANCE A##RAISAS

N"mero"s methods ha%e #een de%ised to meas"re the !"antity and !"ality of performance appraisals'Each of the methods is effecti%e for some p"rposes for some organi$ations only' None sho"ld #e

dismissed or accepted as appropriate ecept as they relate to the partic"lar needs of the organi$ation or

an employee'

7roadly all methods of appraisals can #e di%ided into t)o different categories'

:ast Oriented Methods

6"t"re Oriented Methods

#%"t Ori

human resource management summary muhiim ah

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