human resource systems

8/3/2019 Human Resource Systems

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Human Resource Systems

What Do Manager Do?

Managers Get Things Done

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Human Resource System

What Is An Organization?

Consciously Coordinated Social Unit

Functions On A Continuous Basis To

Achieve A Common Goal

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What Are Management Functions ?

Henri Foyals:

Plan

Organize

Command Control

Coordinate

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In The 21st Century:

Planning

Organizing

Leading Controlling

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To Plan:

Organization Goals

Establish Overall Strategy To Achieve

These Goals

Developing A Comprehensive Set Of Plans

To Integrate And Coordinate Activities

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To Organize:

What Tasks To Be Done

Who Is To Do Them

How Tasks Are To Be Grouped

Who Reports To Whom What Decisions Are To Be Made

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To Lead:

Motivate

Direct The Activities

Select The Most Communicative Channel

Resolve Conflicts

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To Control:

Monitor Organizational Performance

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Why Do We Need Management

Speed Of ChangeTechnological

Developments To Competitive Strategies

Forces That Affect OrganizationalPerformancesGovernment Actions,

Expectations Of Employees Are Complex.

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Human Resource SystemsPut Employees Into a room with only a table and

two chairs. Leave them without any instructionand check back on them in two hours.

If they have taken the table apart...

...assign them to engineering.

* If they are counting butts in the ashtray...

...put them in finance.

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Human Resource Engineering

If they are talking to the chairs...

...assign them to personnel*

If they are sleeping...

...they are management material.

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* If they do not notice when you walk in...

...place them in security.

*

* If they Leave Early..

Put them In Sales

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Ten Specific Managerial Roles

Grouped Under Three Primary Activity

Centers

1.Interpersonal

2.Informational

3.Decisional

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Figure Head

Leader

Liaison


Interpersonal Role

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Informational Roles

Monitor

Disseminator

Spokes Person

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Human Resources Sysytems

Decisional Roles

Entrepreneur

Disturbance Handler

Resource Allocate

Negotiator

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Henri FayolFocus On Managers Job

Organizational Functions Were Included

- Purchasing Planning

- Production Organizing

- Sales Directing

- Finance Coordinating- Accounting Control

- Administration

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20th Century Concept

Federick Taylor pioneered ScientificManagement MovementObservation of PeopleThrough Time And Motion Study, Importance ToTask

Lillian GilbrethAnalysis And Synthesis On TheBasis Of Goal Setting

Henri FayolAdministrative PrinciplesElevation Of Management From Shop floor ToThe Entire Organization

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Max Webers Bureaucracy Theory

The Great Depression Led To Behavioral

Approaches

Elton Mayos Hawthorne Studies At

Western Electric

Humanistic PsychologyAbraham

Maslow, Douglas Mcgregor

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Mary Parker FolletAdministrative

BehaviorReciprocal Nature Of Power,

Power As An Agent Of Change The Contingency PerspectiveIt All

Depends Perspective.

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Social Sciences

- Psychology

- Sociology

- Social Psychology

- Political Sciences

- Anthropology

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Management Is The Practice Of Directing,

Organizing, And Developing People,

Technology, And Financial Resources InTask Oriented Systems That Provide

Product And Services To Others.

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Links With Organizational StrategyHow?

A Major Airline Implements The Purchase

Decision Of Buying Four New AirbusA380s600 and 800 Seat Super JumboAircraft.

This Aircraft Is A Flying Palace SpaciousEnough To Feature Sleeping Quarters,Shops, Exercise Rooms.

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What Are The Major HR Implications?

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The Most Experienced Captains With The

Airline Will Need Training

Training Needs Through Out The CockpitRanksFirst Officers, Flight Engineers

Cabin Attendants Will Need To Undergo

Training In Safety Features And Service

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Maintenance Mechanics Will Need

Training In Routine And Special Servicing

Of The Airplane Purchasing AgentsDifferent Parts And

Supplies Will Need To Be Ordered

Construction Will Need To Be UndertakenTo Alter Airport Gates

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Marketing Representatives Will Need To

Know The Airplanes Special Features ToPromote Travel On It.

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All this.

A Seemingly Straight Forward Decision To

Purchase A New Aircraft, A Decision

Based On Business Projections!!!

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Strategy:

Corporate StrategySeveral Businesses

Business StrategyCompetitive Positions

Functional Strategy - Departments

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Strategic Planning ProcessSWOT

Basic Strategic Trends:

Globalization

Technological Changes

Diverse Work Force

Nature Of Work

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Managerial Consequences:

Global Expansion

Improved Competitiveness

Organizational ChangesFlat

Knowledge Management

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Strategic Decisions Impact On HR

Add New Type Of Equipment Training Acquisition Selection (From

Acquired Firm),

Training,

Compensation,Outplacement

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Strategic Decisions Impact On HR

Pursue Competitive Strategy Compensation, LaborRelations, Training

Expand Markets Selection, Training,Compensation

Relocation Of Factory Transfer, Recruitment,

Selection, Training

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HR Strategic Role:

Ensuring Competitive Advantage

Shift From Protector And Screener To

Strategic Partner And Change Agent

Metamorphosis From Personnel To Human

Resource Management

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Role Of HR:

Environmental Scanning

Providing Of Competitive Intelligence

Providing Of Internal Strengths

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Human Resource Strategy

Future.

Corporate Reorganizations

- Loss Of Job, Pay, Benefits

- Job Changes

- Transfer To A New Geographic

Location

- Changes In Career Growth

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Steps Before Making A HR Score Card:

Emerges From The Balance Score Card

- Attempts To Collate Measures From

Four AreasFinancial, Internal Business

Process, Customer, Learning And Growth

(Objectives, Measures, Targets, Initiatives)

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HR Score Card:

Understanding The Reason For

Implementing The HR Score Card

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HR Outcomes Measure The Focus On

Business Outcomes

Operational HR Metrics That Focus On

Efficiencies

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Understanding The Business Context OfHRWhat Are The Value Drivers OF

Business Units? What Is HR Value Proposition To The

Business

Where Is HR Contribution RecognizedBySenior Management, The Line, Employees,HR Itself, Investors?

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What Does The HR Function Currently

Measure?

Are The Metrics Activity Driven Or Value

Driven?

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Defining HR Value:

- The Value Of The HR Function As AWhole

- The Value Of HR Processes As Practiced

Throughout The OrganizationPerformance Management And The FitWith Culture, Structure And Strategy

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Defining HR Value:

Selecting The Relevant Measures And

Metrics

Maintaining A HR Score Card Frame Work

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Now HR Score Card:

Business Context

Two Influences On HR Effectiveness:

- External InfluencesThe Companys

Current Operating Environment

- Internal InfluencesHow The Business

Perceives HR Capability

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Current HR Objectives:

Resources, Performance Management,

Training, And Development, Reward,

Employee RelationsAreas Where

Measurement Is Required

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Evolve Appropriate HR Metrics

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Score Card Design Frame Work:

Financial

Process

Internal Customer Focus

People/Human Capital Management

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Financial Value:

- HR Management Budget/Spend

- HR Development Budget/Spend

- Sales Per Employee

- Revenue Per Employee

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Human Resource System

Internal Customer:

- Training

- Self Learning

- Ration Of ELearning Modules To

Traditional Training Modules

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Human Capital Intervention (Focus And

People)

- Training Days Delivered

- Training Needs/ Analysis

- Performance Management

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Human Capital Management

- Absenteeism Ration

- Headcount

- Staff Turnover

- Employee Commitment

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HR Planning:

What Positions To Fill

How To Fill Those Positions

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HR Planning:

To Forecast:

Personnel Needs

The Supply Of Internal Candidates

The Supply Of External Candidates

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How To Forecast Personnel Needs ?

Forecast Future Revenue

Estimate The Size Of Staff To Achieve This

Revenue

Projected Turnover Of Manpower

Quality And Skills Based On Changing

Needs Of The Organization

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Strategic Decisions

Technological Changes

Financial Resources Available

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To Predict Employment Needs:

Trend Analysis

Ratio Analysis

The Scatter Plot

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Job Analysis:

Procedure To Determine

Duties Of Positions

Characteristics Of People To Satisfy These

Positions

- Job Descriptions

- Job Specifications

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Job Analysis:

Work Activities

Human Behaviors

Machine Tools, Equipments

Performance Standards

Job Context

Human Requirements

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Uses Of Job Analysis:

Recruitment And Selection

Compensation

Performance Appraisal

Training

Discovering Unassigned Duties

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Why Job Analysis?

Globalization

Flatter Organizations

Reengineering

High Performance Insight

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Which Are The Types Of Jobs To Be

Analyzed ?

Jobs Which Are Critical To TheOrganization

Jobs Which Are Difficult To Learn And

Perform Legal Factors

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Types Of Job Data:

Foundation Work Activities(Basic )

Amount Of Responsibility Intermediate Work Content(Some

Technological Content)How Much OfTime Is Spent On Teaching People?

Area Work ActivitiesTechnologicallyOriented Specific To Work Activities

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Steps In Job Analysis:

How Will The Information Be Used?

Review Relevant Background Information Select Representative Positions

Actually Analyze The Job

Verify The Information Develop A Job Description And Specification

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Methods Of Collecting Job Analysis

Information:

Qualitative

Quantitative

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Qualitative Methods:

InterviewIndividual, Supervisor, Group

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Interview MethodTypical Questions:

What Is The Job Being Performed?

What Are The Major Duties?

What Exactly You Do?

What Physical Conditions Do You Work

In?

In What Actives Do You Participate?

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Interview Method:

Detailed Checklists

Interview Guidelines

Questionnaire Method:

Observation Method

Participant Diary/Logs

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Recruitment

The Process Of Organizations Locate AndAttract Individuals To Fill Job Vacancies

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Recruitment Process:

Vacant/New Position Occurs

Perform Job Analysis And Plan Recruiting Effort Generate Applicant PoolInternal/External

Evaluate Applicants

Impress Applicants Make Offer

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Strategic Issues In Recruiting:

Match With Organizational Values

State Of External Labor Market

Firms Ability To Pay

Attract Talent

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Recruitment Goals:

To Attract Large Pool Of Applicants

Attract High Proportion Of Well QualifiedCandidates Who Are Interested In

Accepting Offers

Post Hiring GoalsRetention, Spill OverEffect

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Recruitment Philosophy

Whether Internal/External Recruitment

Merely Filling Up Vacancies/Hire For LongTerm Careers

Depth Of Commitment To Hiring ADiverse Range Of Employees

Marketing Orientation

Ethical Overtones

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How To Attract Applicants:

By Changing Nature Of Inducements

Target Labor Pools

Sponsor Immigration

Mergers And Acquisitions

Temps

Employee Leasing

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Internal Recruitment:

Job Posting And Bidding

Consulting Of Replacement Charts

Nominating Committees

Managerial Succession Planning

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External Recruiting:

About The Position To Be Filled

Job Specification Sheet

Recruiter Must Identify What Will Attract

The Candidate

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Planning For External Recruiting:

Factors Which Are Time Consuming:

The Need For Confidential Search

A Technically Complex Position

Competition In The Market Place

A Poor Industry/Company/Division Reputation

Low Pay Unclear Job Description

An Undesirable Location76


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External Recruitment:

Informal MethodsEmployee Referrals

Formal Methods - Advertisements

Internet Recruitment

Employment Agencies

HR Consultants

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Recruiting Targeted Groups:

Executive Search Firms

- Reasons For FailureUnrealistically HighJob Specifications, Poor Reputation,

Internal Politics In Hiring Organisations,

Insufficient Research Staff, Use Of OverlySpecialized Search Firmly

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Campus Recruiting

Recruiting Older Workers

Recruiting Disabled Workers

Affirmative Action RecruitingE.g.: SEZ

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The Applicants Point Of View:

Job Search

Job Choice

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Job Choice:

Individuals Make Rational Choice - Pay,

Benefits, Growth Instinct

Influenced By Interviewers Skill/Politeness

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Why Selection Is Important?

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Selection:

Your Own Performance Depends On The

Performance Of Your Colleagues It Is Costly To Recruit

Legal ImplicationsNegligent Hiring

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Effective Selection Depends On Validity

And ReliabilityValidityA Sample Of A Persons

Behavior

ReliabilityConsistency Of Scores

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Reliability :

Systematic Error Versus Random Error

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Methods Of Measuring Reliability:

TestRetestConsistency Of A Test OverTime

Inter-Rater

Internal Consistency

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Validity:

Whether The Test Is An Adequate Measure

Of The Characteristic It Is Supposed ToMeasure

Whether The Inferences Based On The

Score Are Appropriate

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Validity :

Criterion ValidityBehavioralDeterminations

Content ValidityRepresentative Of

Constructs Domain

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How To Validate A Test?

Step 1: Analyze The Job

- PredictorsJob Description AndSpecification

- Define Success On The Job

- Standards Of SuccessCriteria

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Step 2: Choose The Tests

Step 3: Administer The Test

Concurrent Validation

Predictive Validation

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Concurrent Validation: 3 Steps

Select A Sample Of Employees

Give Each Employee A Proposed SelectionTest

Compute The Correlation Between Test

Scores And Criterion Scores

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Predictive Validation:

Present (Time 1) Versus Future (Time 2)

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Step 4: Relate Your Criteria (Test Scores)

And Predictor ( Test Scores)

Step 5: Cross Validate And Revalidate

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Special Concerns In Validation:

Measurement Bias

Validity Generalization

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Types Of Tests For Selection:

Cognitive Abilities

Motor And Physical Abilities

Measuring Personalities And Interests

Management Assessment CentersSimulation

Exercises (In Basket, Leaderless GD, Games,Individual Presentations, Objective Tests, TheInterview)

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Induction

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Induction:

Employee Induction

Should Feel Comfortable And At Ease

Understand The Organization's Culture

Policies And Procedures Of The

Organization

Expectations From The Employee

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Training And Development

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Training5 Step Process:

Needs Analysis StepA.D.D.I.E.

Instructional Design

Validation Step

Implement

Evaluation And Follow -Up

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Analyzing Training Needs:

Task Analysis

Performance Analysis

Supplementing Methods: - Managements

Request, Supervisors Report, PersonnelRecords, Questionnaire Survey

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Performance Analysis:

Difference Between Cant Do And WontDo

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Traditional Training Methods:

On-The Job Training

Apprenticeship Training

Informal Learning

Job Instruction TrainingStep-By-Step Approach

Lectures

Programmed Learning Audio-Visual Tools

Simulated Training

Computer Based Training

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Managerial Development And Training:

Job Rotation

Coaching/Understudy

Transactional Analysis

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Off The Job Training And Development

Techniques:

The Case Study Method Management Games

Out Of Campus Seminars

University Related Programs

Role Play

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Behavior Modeling:

- Showing The Right Way Of Doing

Things- Practice The Right Way

- Feedback

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Evaluation Of Training Effort:

Designing The StudyControlled

Experimentation

Training Effects To Measure:

Reaction

Learning

Behavior

Results

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Development

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What Is Career?

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Organization Career Development

Individual Career Development

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Career Development Vs. PersonnelDevelopment

- Ensures Needed Talent Is Available- Improves Organizational Ability ToAttract And Retain High Talent Personnel

- Ensuring Growth Opportunities For All

Employees

- Reduces Employee Frustration

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External Versus Internal Dimensions To ACareer

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Career Stages:

Exploration

Establishment Mid-Career

Late Career

Decline

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Effective Career Development:

Challenging Initial Jobs

Dissemination Of Career OptionInformation

Job Postings

Assessment Centers

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Career Counseling4 Elements:

Employee Goals And Aspirations For The Next 5Years

The Managers Views About OpportunitiesAvailable

Identification Of What The Employee WouldHave To Do In The Way Of Self Development

Identification Of Actual Steps In The Form OfPlans For New Development Activities

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Methods For Growth:

Career Development Workshops Continuing Education

Periodic Job Changes

Sabbaticals

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Suggestions For Individuals Career Development:

3 Step Self Assessment Process:

Identify And Organize Your Skills, Interests,Work-Related Needs And Values

Convert These Inventories Into General Career

Fields And Specific Job Goals

Test These Possibilities Against The Realities OfThe Organization Or The Job Market

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Why Performance Appraisal?

An Objective Method To Decide On

Compensation/Benefits Identify Areas Where

Development/Training Is Required

Criterion On Which Selection Programs AreValidated

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Other Uses Of Performance Appraisal:

Less Need to Micro Manage

Greater Employee Commitment Greater Employee Engagement

Increased ease and comfort aroundPerformance Appraisals

Better Coordination Between Company,Department and Individuals Performance

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What Is Performance In Performance

Appraisal?

Means Doing The Job Effectively And

Efficiently With A Minimum Related

Employee Disruption

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Definition Of Performance Appraisal:

Is A Structured Formal Interaction Between A

Subordinate And The Supervisor That Usually

Takes A Form Of Periodic Interview In Which

Work Performance Of The Subordinate Is

Examined And Discussed With A View To

Identify Weaknesses And Strengths, OpportunitiesFor Skill Development

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The Appraisal Process:

Establishment Of Performance Standards

Communication Of Expectations To TheEmployee

Measurement Of PerformanceHow AndWhat To Measure

Actual Performance Versus ExpectedPerformance

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Who Should Do The Appraisal:

Immediate Supervisors

Peers Self Evaluation

Immediate Subordinates

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When The Systems Of Performance

Appraisal Is Not Clear :

3 Emotions Are Prevalent: Ambiguity

Uncertainty

Suspicion

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Methods Of Appraisal:

Graphic Rating Scales

1. Quality (Accuracy, Thoroughness,

Acceptability Of Work Performed)

2. Productivity

3. Job Knowledge

4. Reliability5. Availability

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Methods Of Appraisal:

Paired Comparison Method

Forced Distribution Method Critical Incident Method

Narrative/Essay Method

BARS Method (Behaviorally Anchored Rating

Scales)

Virtual Appraisals

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Steps For BARS:

Generate Critical Incidents

Develop Performance Dimensions Reallocate Incidents

Scale The Incidents

Develop A Final Instrument As Behavioral

AnchorsClusters Of Skills

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What Is Participative Management?

Process Of Involving Those Who Are

Influenced By Decisions, In MakingDecisions.

2.Where Everyone Makes Certain That

Everyone Gets Their Needs Met.

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Participative Management:

Delegating Process:

Responsibility + Accountability + Authority

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In Participate Management We Negotiate:

Goals

Guidelines Accountability

Resource

Reward

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The Concept Of Control Is Generally Replaced ByThe Concept Of Self-control And Accountability.

The Word Manage Is Generally Replaced By TheWords Lead, Encourage, Persuade, Lift, Serve,

Help,Understanding, And Inspire The Words Negotiate And Review And Discuss

And Decide Replace Words Like Orders, Inform,Tell, Assign, Direct, And Require.

The Attitude Of Negotiation Is Encouraged ByPhrases Like How Can We Improve

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Managerial Succession Planning:

Business Systems:

From To Organizational Pyramids - Flatter Systems

Desire For Seasoned LeadersWant TheSeasoning To Develop Sooner

Stability - Flexibility With FasterMarket Responsiveness

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Develop Pools Of Broadly QualifiedCandidatesHave Position Pools

More Broadly Disciplined Candidates

More Centralization And Integration OfSystems And Information In Business Units

Cross Boundary Fertilization To DevelopBroader Skills And Perspective

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Largely Line Driven

Strategic Competencies And Models Define

Success Cross Functional Management Capability

Individual Sets Career Direction

Sequential Job Assignments Provide PrimaryDevelopment, Supplemented By Specific Training

human resource systems

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