mmba-606 human resource management

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SHANTO-MARIAM UNIVERSITY OF

CREATIVE TECHNOLOGY

Department of Apparel Manufatur!n" Mana"ement Te#nolo"$

%ro"ram& M'A !n %FM

Mo(ule Name& Human Re)oure Mana"ement

Mo(ule Co(e& MM'A-*+*

Cour)e Tea#er& MOHAMMAD 'IN AMIN

A))!)tant %rofe))or

Department of 'u)!ne)) A(m!n!)trat!on

Up(ate( on& +,+./+,0

Mo(ule Spe!f!at!on)

0



%ro"ram & M'A !n %ro(ut 1 Fa)#!on Mer#an(!)!n"

Mo(ule T!tle & Human Re)oure Mana"ement

Mo(ule Co(e & MM'A-*+*

%re-re2u!)!te & All our)e) up to ,)t Seme)ter

Year of )tu($ & /n( Seme)ter

Cour)e Le3el & Core Cour)e

Total Cre(!t & 4 Cre(!t)

Total 5ee6 & ,. 5ee6)

No7 of Leture) & ,. Leture)

Total Hour) & 80 Hour)

Contat Hour & Ea# la)) /7++ #our)9 , la)) !n a :ee6 /&++ #our)

A))e))ment met#o( & Cont!nuou) A))e))ment; M!( Term an( F!nal E<am

HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT (HRM) is the function within an

organization that focuses on recruitment of, management of, and providing

direction for the people who work in the organization. In other words, HRM is

the organizational function that deals with issues related to people such as

compensation, hiring, performance management, organization development,

safety, wellness, benets, employee motivation, communication,

administration, and training.

he competence and skill needed to e!ectively manage people in work

settings is of utmost importance to organizations. o meet this challenge,

this area is intended for two types of management"oriented students# $%&

'tudents who believe that they will be more e!ective in their future careers if

they master the skill of managing people in technical work settings as line

managers and $(& 'tudents who plan to specialize in the industrial relations

and personnel functions as sta! managers. his area is concerned with

developing and disseminating knowledge and skills concerned with the

1



management and utilization of human resources to meet the needs of

individuals and organizations in the private, public, and nonprot sectors.

he eld and scope of HRM is evolving rapidly.

he main issues addressed in this course can be broadly divided into two

main topics# the important environmental in)uences on HRM * ac+uisition,development, motivation and maintenance of human resources.

Course Objectives:

ith fast changing economic environment, pressure on company prot

margins is growing. In an overcrowded market, competitive advantage is fast

moving away from physical and trade"able assets to intangible and non"

trade"able assets. Human resource competency stock of a company is one of the most valued non"trade"able assets which could be used for creating a

competitive advantage that is sustainable. However, unlike other resources,

human resource ac+uisition, deployment and development are a long drawn

and time consuming process and re+uire advance planning and concerted

action by many managers including the line managers. 'ustainable

competitive advantage based on human resources would re+uire a pro"active

and -oint approach by both the line and the sta! functions not only to design

human resource policies but also to implement them. he ob-ective of the

course is to discuss and understand a few of the above issues.

S$lla=u) Outl!ne an( Tea#!n" %lan

Leture

No7Leture Top!

2



+,

Intro(ut!on to Human Re)oure Mana"ement9 Importane 1

O=>et!3e) of HRM

What is Human Resource Management?

HRM is an approach consisting of four basic functions

Several other functions

Importance of HRM

HRM Model; Quality of Work ife

!roductivity; Readiness for "hange

#he ob$ective of HRM

+/

Mot!3at!on of Human Re)oure9 T#e T:o-Fator ?Mot!3at!on-

H$"!ene@ T#eor$ of Mot!3at!on

Motivation

#he Motivation !rocess

Motivators

Motivating

Satisfaction

%eed #heory

Maslo&'s Hierarchy of %eeds #heory

#he #&o()actor *Motivation(Hygiene+ #heory

Maslo&'s needs approach

Her,berg's study

#he Satisfaction(-issatisfaction "ontinum under the #raditional .ie& and

the #&o()actor Model

3



+4

Human Re)oure %lann!n"9 Fator) Affet!n" Human Re)oure

%lann!n"

-efinition of Human Resource/ Manpo&er/ !lanning

Ho& to -efine Human Resource !lanning

-efinition of Human Resource !lanning as defined by the thinkers

#ype and strategy of organi,ation

0nvironmental uncertainties

#ime hori,ons

#ype and 1uality of forecasting information

%ature of $obs being filled and

2ff(loading the &ork

+8

Human Re)oure %lann!n" Met#o()9 T#e %lann!n" %roe))

)our methods of Human Resource !lanning

Steps of Human Resource !lanning

Integration of Human Resource !lanning into the )inancial !lanning

Systematic Revie& of Internal Resources

)ormulation of the Recruitment !lan

3 model of Human Resource !lanning

+0

o= Anal$)!)9 Step) for on(ut!n" t#e >o= Anal$)!)

4ob 3nalysis

#ask/ -uty

!osition/ 4ob family; 2ccupation/ "areer

Methods of 4ob 3nalysis; 5enchmark !ositions

!urpose of 4ob 3nalysis; 4ob -escriptions

4ob Specifications 6 4ob 0valuations

Multifaceted %ature of the 4ob 3nalysis

4



+*

Reru!tment9 O3er3!e: of t#e Reru!tment %roe))

-efinition of Recruitment

Sources of Recruiting

#he Internal Search

#he 07ternal Searches

#he Recruitment !rocess

2rgani,ation

3pplicant

+B

Selet!on 1 Inter3!e:9 T#e Effet!3ene)) of Inter3!e:)

-efinition of Selection

#he Selection !rocess

Initial Screening; "ompletion of the 3pplication )orm

Intervie&s; 5ecoming a More 0ffective Intervie&er

!ut the 3pplicant at 0ase; 2btain -etailed Information

Structure the Intervie& ; Revie& the "andidate's 3pplication

3sk 8our Questions; "onclude the Intervie&

"omplete a !ost(Intervie& 0valuation )orm

+.

Tra!n!n" 1 Mana"ement De3elopment9 Determ!n!n" Tra!n!n"

Nee() an( %r!or!t!e)

-efinition of 0mployee #raining

0mployee development

Management -evelopment

#heories of earning

!rinciple of earning

Whether there is a need for training?

3pprenticeship !rograms

4ob Instruction #raining

5



+

Off-t#e-o= Tra!n!n"9 E3aluat!on t#e effet!3ene)) of tra!n!n"

pro"ram

"lassroom ectures; .ideos and )ilms

Simulation 07ercises; "omputer(5ased #raining

.estibule #raining; !rogrammed Instruction

0mployee -evelopment Methods

!ost(#raining !erformance Method9

!re(!ost(#raining !erformance Method

!re(!ost(#raining !erformance &ith "ontrol :roup Method

,+

Career De3elopment9 Internal an( E<ternal E3ent) an( CareerSta"e)

Individual versus 2rgani,ational !erspective

"areer -evelopment9 .alue for the 2rgani,ation

Reduces 0mployee )rustration

"areer -evelopment9 .alue for the Individual

Suggestions for More 0ffective 2rgani,ational "areer -evelopment

"hallenging Initial 4obs; -issemination of "areer 2ption Information

4ob !ostings; 3ssessment "enters

,,

Step) !n Mana"!n" $our Career9 In(!3!(ual) Career De3elopment

-o :ood Work; !resent the Right Image

earn the !o&er Structure; :ain "ontrol of 2rgani,ational Resources

Stay .isible; -on't Stay #oo ong in 8our )irst 4ob

)ind a Mentor; Support 8our 5oss

Stay Mobile; #hink aterally

Suggestions for an Individual's "areer -evelopment

"areer development suggestions

Work Harder #han 0ver at -eveloping a %et&ork

6



,/

%erformane Appra!)al9 Met#o() of performane appra!)al

-efine !erformance 3ppraisal; Steps in !erformance 3ppraisal

3bsolute Standards; 0ssay 3ppraisal

"ritical Incident 3ppraisal; "hecklist

:raphic Rating Scale; )orced "hoice

,4

Effet!3el$ E3aluat!on Emplo$ee)9 Fator) t#at an (!)tort

appra!)al

0valuation 0mployees

:enerate a -evelopment !lan

eniency 0rror; Halo 0rror; Similarity 0rror

o& 3ppraiser Motivation

"entral #endency

,8

Compen)at!on A(m!n!)trat!on9 In)urane pol!$ 1 In)urane

Contrat

"ompensation

#he types of employee re&ards

Intrinsic versus 07trinsic Re&ards

)inancial versus %on(financial Re&ards

4ob 0valuation; Methods of 4ob 0valuation

,0

'enef!t9 Cate"or!e) of =enef!t plan)

-efinition of 5enefit; 2b$ectives of the employee benefits

Inflation protection; "overage for domestic partners<

Re1uired=Mandatory Security; .oluntary security

Retirement; #ime(off related benefits

Holiday !ay; .acation

7



,*

Lea3e of A=)ene9 Stre)) 1 'urnout

Health and insurance related benefit; Health 5enefit

%on medical insurance benefit

)inancial/ Social/ and Recreational benefits

%on(financial benefits; Stock benefit

0S2! *0mployee Stock 2&nership !lan+

-efinition of Stress; "auses of stress

Symptoms of Stress

!hysiological Symptoms; !sychological Symptoms

5ehavioral Symptoms; 5urnout

,B

Re(u!n" 'urnout9 In(u)tr!al relat!on

Safety and Health !rogram

#he 2ccupational Safety and Health 3ct

Safety !rograms

-efinition of Industrial Relation

-efinition of #rade >nion

Specific :oals

Maintenance of Membership

,. %re)entat!on; A))!"nment Su=m!))!on; Re3!e: la))

Basic Textbook:

8



avi! A" eCe#$o % Ste&'e# " Robbi#s $%& Personnel/Human

Resource Management, hird edition, /rentice Hall# 0ondon.

Reere#ce books:

Ra*+o#! A" Noe, -o'# R" Ho..e#beck, Barr* Ger'art % atrick

M" /ri0't $(112 ) Human Resources Management, fourth edition,

Mc3raw Hill Irwin# 0ondon.

Rao, T 1 $%4& Human Resources Development, 'age /ublications#

5ew 6elhi7housand 8aks70ondon.

Geor0e T" Mi.kovic' % -o'# /" Bou!reau $%9& Personnel: Human

Resources Management, :ifth edition, Irwin# 5ew 6elhi.

Leture S#e(ule

5ee6 Leture Hour) LetureA))e))ment S#e(ule %a"e

9



No7

+, +, /7++

Intro(ut!on to Human Re)oure Mana"ement

Importane 1 O=>et!3e) of HRM

,0

/+

+/ +//7++ Mot!3at!on of Human Re)oure; T#e T:o-Fator

?Mot!3at!on-H$"!ene@ T#eor$ of Mot!3at!on

/0

4/

+4 +4/7++ Human Re)oure %lann!n"

Fator) Affet!n" Human Re)oure %lann!n"

4B

8/

+8 +8/7++ Human Re)oure %lann!n" Met#o()

T#e %lann!n" %roe))

80

8.

+0 +0/7++ o= Anal$)!)

Step) for on(ut!n" t#e >o= Anal$)!)

04

0.

+* +*

/7++ Reru!tment

O3er3!e: of t#e Reru!tment %roe))

*0

*

+B +B/7++ Selet!on 1 Inter3!e:

T#e Effet!3ene)) of Inter3!e:)

B/

B.

+.+.

/7++ Tra!n!n" 1 Mana"ement De3elopment

Determ!n!n" Tra!n!n" Nee() an( %r!or!t!e)

.,

.*

+ +/7++ Off-t#e-o= Tra!n!n"

E3aluat!on t#e effet!3ene)) of tra!n!n" pro"ram

.

4

M!(-term E<am!nat!on

,+ ,+ /7++ Career De3elopment 0

Internal an( E<ternal E3ent) an( Career Sta"e) ,+,

,, ,,/7++ Step) !n Mana"!n" $our Career

In(!3!(ual) Career De3elopment

,+8

,+.

,/ ,//7++ %erformane Appra!)al

Met#o() of performane appra!)al

,,,

,,0

,4 ,4/7++ Effet!3el$ E3aluat!on Emplo$ee)

Fator) t#at an (!)tort appra!)al

,/+

,/8

,8 ,8/7++ Compen)at!on A(m!n!)trat!on

In)urane pol!$ 1 In)urane Contrat

,/B

,4/

10



,0 ,0/7++ 'enef!t

Cate"or!e) of =enef!t plan)

,40

,4.

,*

,*/7++ Lea3e of A=)ene

Stre)) 1 'urnout

,8,

,80

,B ,B/7++ Re(u!n" 'urnout

In(u)tr!al relat!on

,8

,0/

,. ,./7++ A))!"nment Su=m!))!on an( %re)entat!on9 Re3!e:

Cla)) =efore F!nal E<am

, Seme)ter F!nal E<am!nat!on

/+ Seme)ter F!nal E<am!nat!on

A))e))ment Met#o(&

Up to M!( Term E<am!nat!on& 8+

Atten(ane & +0

A))!"nment & +0

%o:er %o!nt %re)entat!on & ,+

M!( Term E<am!nat!on & /+ ?E<am :!ll =e on(ute( !n 8+ an( :!ll on3erte( !n /+@

Up to Seme)ter F!nal E<am!nat!on& *+

Atten(ane & +0

11



%o:er %o!nt %re)entat!on & ,0

Seme)ter F!nal E<am & 8+ ?E<am :!ll =e on(ute( !n *+ an( :!ll on3erte( !n 8+@

MODULE CONTINUOUS ASSESSMENT TIMETA'LE

%ro"ram & MBA in Product & Fashion Merchandising

Year 1 Seme)ter & 2nd e!ester Cour)e o(e & MMBA 606Cour)e T!tle & "u!an #erource Manage!entA))e))ment Mo(e & 40$ %ass assess!ent ' 60$ (ritten )*a!

A))e))ment

De)r!pt!on

5ee6)

1 2 3 4 5 6 7 8 9M!(

Term10 11 12 13 14 15 16 17 18

F!nal

E<am

A))!"nment

on&

+heoreticaFra!e,or-

0

/+

5r!tten

E<am 8+

5r!tten

E<am

A))!"nment

on&

A PracticaPro.e! o/ Bangadesh

,+

12



Group

%o:er %o!nt

%re)entat!on

on&

A ractica%ase tud

,0

A the a.oe assign!entscass tests !ust .e carried out in cass uness other,ise stated on the,ritten assign!ent .rie/

Mo(ule Le(er & Mo#amma( '!n Am!n

N' & 0 !) !n Cla)) atten(ane !n M!(term an( 0 !) !n F!nal

E<am!nat!on

La)t Up(ate( on & +,+./+,0

CourseMaterial: Prepared by –

Mohammad Bin Amin

Assistant Professor

Department of Business Administration

Shanto-Mariam University of Creative Technology

Uttara, Dhaka-1230, Bangladesh

Mo(ule Name& Human Re)oure Mana"ement

Mo(ule Co(e& MM'A- *+*

Mo(ule Tea#er& Mo#amma( '!n Am!n

5ee6& +,

Leture No7 & +,

Leture Top!&


What is Human Resource Management?

HRM is an approach consisting of four basic functions

Several other functions

13




Human Re)oure Mana"ement

"#M is the art o/ the organiation that is concerned ,ith the eoe di!ension "#M deas

,ith hu!an reations o/ an organiation starting /ro! recruit!ent to a.or reation "#M is

concerned ,ith the eoe di!ension o/ !anage!ent t is a rocess o/ acuisition: deeo!ent:

!otiation: and !aintenance o/ hu!an resources o/ an organiation

"#M is a art o/ enera Manage!ent that deas ,ith the hu!an asect

Man authors de/ines it is di//erent !anner o!e o/ the! are uoted .eo,<

Aor(!n" to M77 u!ou); =+he /ied o/ "#M inoes Panning: >rganiation: ?irecting and

%ontroing /unctions o/ rocuring: deeoing: !aintaining and utiiing a a.or /orce=

Aor(!n" to Dale Yo(er; ="#M is the roision o/ eadershi and direction o/ eoe in their

,or-ing or e!o!ent reationshi=

Aor(!n" to Mat#!) an( a6)on; ="#M is the e//ectie use o/ "u!an resources in and

organiation through the !anage!ent o/ eoe reated actiities=

)er organiation is co!rised o/ eoe Acuiring their serices: deeoing their s-is:

!otiating the! to high ees o/ er/or!ance: and ensuring that the continue to !aintain their

co!!it!ent to the organiation are essentia to achieing organiation o.@ecties +his is true

regardess o/ the te o/ organiation oern!ent: .usiness: education: heath: recreation or

socia action etting and -eeing good eoe is critica to the success o/ eer organiation

HRM !) an approa# on)!)t!n" of four =a)! funt!on)&

1 AcuisitionCetting eoe2 +raining and deeo!entC Prearing the!3 MotiationC ti!uating the!4 MaintenanceC Deeing the!

Funt!on) of HRM&

14



"u!an resource /unction re/ers to those tas-s and duties er/or!ed in .oth arge and s!a

organiation to roide /or and coCordinate hu!an resources "u!an resource /unction are

concerned ,ith a ariet o/ actiities that signi/icant in/uence a areas o/ an organiation: and

incude /oo,ings<

T#e Four =a)! Funt!on of HRM are&

1 Acuisition o/ hu!an resources etting eoe

2 ?eeo!ent o/ hu!an resources Prearing eoe

3 Motiation o/ hu!an resources ti!uating eoe

4 Maintenance o/ hu!an resources Deeing the!

1 A2u!)!t!on of #uman re)oure)& +here are t,o stes inoed in acuisition rocess<

a Reru!tment< #ecruit!ent is a rocess . ,hich organiations ocate and attractindiiduas to /i @o. acancies

. Selet!on< eection is a rocess o/ !easure!ent: decision !a-ing andeauation

2 De3elopment of #uman re)oure)& A/ter seecting and recruiting indiiduas in the right

osition o/ the organiation the ne*t /unction is to train and deeo the!: so that the can

.eco!e e//icient e!oees and ,or- to,ard the achiee!ent o/ the organiation goa

3 Mot!3at!on of #uman re)oure)& +he !otiation /unction is one o/ the !ost i!ortant

/unctions A/ter training and deeoing the e!oees the "# !anager shoud sti!uate

the! to ,or- ,e For !otiation urose the "# !anager hae to gie the e!oees

so!e co!ensation and .ene/it ac-age

4 Ma!ntenane of #uman re)oure)& +he ast hase o/ the "#M /unction is caed the

Maintenance /unction For !aintaining the eoe "#M shoud go /or so!e !ethod o/ roiding a sa/e and heath ,or- ace a.our reation & coectie Bargaining

Se3eral ot#er funt!on) are performe( =$ H7R7M7 T#e)e funt!on) are )tate( =elo:&

1 Formulat!on of H7R7 %ol!!e)& "# !anager shoud an aroriate hu!an resource oic

in the organiation and tr to /or!uate it

15



2 %rourement an( )elet!on of eff!!ent emplo$ee)&

3 Gu!(ane an( plaement&

4 Tra!n!n" an( (e3elopment& A/ter recruiting and acing the e!oees in the right ace the

ne*t ste is to train and deeo the "u!an #esources coected recent +here are di//erent

!ethod o/ training and deeo!ent =+raining and ?eeo!ent !eans changing ,hat

e!oees -no,: ho, the ,or-: their attitudes to,ard their ,or-: or their interaction ,ith

their coC,or-ers or suerisors

5 %romot!on an( Tran)fer& t is an incentie /or the e!oees & necessar /or the

organiationa i!roe!ent

6 o= Anal$)!)& Eo. Anasis is a sste!atic e*oration o/ the actiities ,ithin a @o. it is a

technica rocedure used to de/ine the duties: resonsi.iities and accounta.iities; o/ a @o.

this anasis inoes the identi/ication and descrition o/ ,hat is haening on the @o.

7 Ma!ntenane of :or6!n" en3!ronment& Maintenance o/ ,or-ing eniron!ent is a !ust /or

eer organiation Maintaining a heath ,or-Ceniron!ent not on a roer thing to do

.ut it aso .ene/its the e!oer: i-e C increase in roductiit: increase ositie attitude

to,ards their organiation

8 %rotet!on of Emplo$ee)& )!oees shoud .e ,e rotected (ithout sa/et !easure the

hu!an resources o/ the organiation ,i not er/or! ,eroer Athough sa/et is

eerones resonsi.iit: it shoud .e art o/ the organiations cuture; +o Mgt !ust sho,its co!!it!ents to sa/et . roiding resources to urchase sa/et deices and !aintaining

eui!ent

16



9 Remunerat!on& (or-ers co!e to ,or- in the organiation /or getting re!uneration (ithout

re!uneration "u!an resources cannot ,or- +he hu!an resources shoud .e gien roided

reasona.e re!uneration to ,or- roer

10 Emplo$ee )er3!e)& +he ,i .e gien serice ac-ages to ,or- roer

11 o= an( Mer!t e3aluat!on& (ithout @o. eauation e//icienc cannot .e @udged

12 La=or mana"ement relat!on& +here is a need /or good and har!onious e!oerCe!oee

reation "istorica the reationshi .et,een a.or and Mgt ,as .uit on con/ict +here

are arious reasons /or .ad hu!an reations and nu!.er o/ ,as to increase it (e shoudtr to decrease the .ad hu!an reation and increase good hu!an reation

13 5or6er) %art!!pat!on& Present age is de!ocratic (or-ers articiation is an essentia

condition /or ta-ing decision and /or!uating rues and reguations Because ,or-ers are

the on source o/ energ /or i!e!enting organiationa oicies and oerating !achines

and eui!ent and achiee organiationa goa

14 A"reement :!t# Tra(e Un!on)& + is er o,er/u in the industria conte*t (ithout

satis/ing the + eaders the "# !anagers cannot run the org roer +hat is ,hacceta.e agree!ent ,ith the + eaders is needed

15 Lea(er)#!p an( o-operat!on& (ithout good eader an org cannot run roer t shoud

.e guided /or ensuring coCoeration (ithout coCoeration a eader cannot roer utiie the

resources easi

16 %ro3!(!n" =enef!t) an( re:ar()&For getting cooeration /ro! the "u!an resources the"# !anagers shoud roide the! .ene/it ac-ages and .ene/its

17 Ma!nta!n!n" (!)!pl!ne& ?isciine is essentia /or and organiation to ,or- roer

"#M !anager shoud ta-e roer disciinar action indiscri!inate ,hen indisciine

arises

17



18 Career %lann!n" an( De3elopment& "# Manager shoud tr to an /or the deeo!ent

o/ career o/ its "#s %areer !eans the attern o/ ,or- reated e*eriences than san the

course o/ a ersona i/e %areer deeo!ent oo-s at the ongCter! career e//ectieness

and success o/ organiationa ersonne

19 Han(l!n" Gr!e3ane)& "# !anagers shoud hande a source o/ grieance aced .e/ore

the! /act /u and care/u ndisciine and unrest !a .e corrected

20 Re3!e:!n" emplo$ee nee()& "# !anagers !ust !onitor the e!oee needs ti!e to ti!eand tr to satis/ the needs o/ e!oees

IM%ORTANCE OF HRM

+here are so!e oints o/ i!ortance o/ "#M in an organiation: ,hich is stated .eo,<

1 For!uation o/ "# oicies

2 !e!entation o/ "# Poicies

3 #eie, o/ e!oee needs

4 ?eeo!ent o/ socia ,e/are

5 tiiation o/ "u!an #esources

6 ?eeo!ent o/ a.or Manage!ent #eation

7 >era deeo!ent o/ organiation

HRM Mo(el&

n recent ears there has .een reatie agree!ent a!ong "#M seciaists as to ,hat consitutes

the /ies o/ "#M +he !ode that roided the /ocus ,as deeoed . the A!erican ociet /or

+raining and ?eeo!ent A+? n its stud: A+? indenti/ied nine hu!an resource areas<

18



1 +raining and ?eeo!ent2 >rganiation and ?eeo!ent3 >rganiationEo. ?esign4 "u!an #esource Panning5 eection and ta//ing

6 Personne #esearch and n/or!ation ste!s7 %o!ensationBene/its8 )!oee Assistance9 niona.or #)ations

+hese nine areas hae .een ter!ed so-es o/ the ,hee in that each area i!acts on the hu!an

resource oututs< uait o/ ,or- i/e: roductiit: and readiness /or change Figure 2 is a

reresentation o/ this !ode: and the /ocus o/ each so-e

+he oututs o/ this !odeCuait o/ ,or- i-e: roductiit: and readiness /or changeC,arrant

/urther e*oration et us no, ta-e a coser oo- at each

ual!t$ of 5or6 L!fe

Guait o/ ,or- i/e is a !uti/aceted concet +he re!ise o/ uait o/ ,or- i/e is haing a

,or- eniron!ent ,here an e!oeeHs actiities .eco!e !ore i!ortant +his !eans

i!e!enting rocedures or oicies that !a-e the ,or- ess routine and !ore re,arding /or the

e!oee +hese rocedures or oicies incude autono!: recognition: .eonging: rogress anddeeo!ent and e*terna re,ards

Autono! deas ,ith the a!ount o/ /reedo! that e!oees can e*ercise in their @o. For

e*a!e: i/ e!oees !ust get er!ission to urchase I2 in ostage sta!s to !ai @o.Created

!ateria: the /reedo! to act is signi/icant reduced "o,eer: in a osition ,here e!oees

can set their o,n hours: !ore autono! esists #ecognition inoes .eing aued . others in

the co!an An indiiduaHs contri.ution to the organiation is noticed and areciated

Beonging re/ers to .eing art o/ the organiation is one ,ho shares the organiationHs aues and

is regarded as .eing a aua.e art o/ the /ir! Progress and deeo!ent re/er to the Jinterna

re,ards aaia.e /ro! the organiation; chaenge: and acco!ish!entK And: /ina: e*terna

re,ards: ,hich are usua in the /or! o/ saar and .ene/its .ut aso incude Jro!otion: ran-:

and statusK

19



+a-en together: these co!onets roide /or the uait o/ ,or- i/e /or the indiidua / the

uait o/ ,or- i/e is ac-ing: then ,or-er roductiit !a su//er

%ro(ut!3!t$

Productiit is the Juantit or ou!e o/ the !a@or roduct or serice that an organiation

roidesK n other ,ords: it is the a!ount o/ ,or- that is .eing roduced in the organiation: in

ter!s o/ ho, !uch and ho, ,e "igh roductiit is ,hat !a-es an organiation thrie

(ithout a good roduct or serice to se: ro.e!s in an organiation are sure to arise

According: roductiit i!roe!ent rogra!s are .eco!ing !ore ouar ,ith

organiations Man co!onents constitute the roductiit /actor; ,e can condense these

co!onents into /our categoriesCcaita inest!ent: innoation: earning: and !otiation

%aita inest!ent incudes haing the .est ossi.e !achiner aaia.e that ,i he i!roe

the e//icienc o/ the ,or-ers +his !achiner: or eui!ent: can .e in !an /or!sC/ro! ro.ots

to ,ord rocessors +he concet .ehind caita inest!ent is to roide the atest technoogica

adanced eui!ent that ,i he the ,or-ers to ,or- s!arter: not harder

Rea(!ne)) for C#an"e

/ one thing is this ,ord coud .e said that is a,as true: it ,oud .e that things ,i neer

re!ain the sa!e %hange is a /act o/ i/eCin .oth our riate and our ,or- ies At the ,or- site:

,e !ust .e a,are that changes ,i occur +he change !ight .e su.te: such as getting a ne,

.oss >r it !ight .e a !a@or endeaor: such as an organiation instaing a co!uter sste! /or

the /irst ti!eCauto!aging !an o/ the !anua oerations But change rare co!es easi /or

eerone; in so!e cases: it is resisted For e*a!e: i!agine the /ear that !an secretaries

e*erience ,hen con/ronted . an o//ice auto!ation endeaor in the organiation: esecia the

secretar ,ho has had t,entC/ie earsH e*erience oing /ro! a te,riter to a ,ord

rocessor coud .e trau!atic and: according: that change coud .e resisted "o, do ou

oerco!e this resistanceL +here are a /e, ,as: .ut ro.a. the t,o greatest ,oud .e to

in/or! the secretar that the ,ord rocessor ,as designed to !a-e her @o. !ore e//icient; it ,asnot designed to ta-e oer her @o. +he /ear associated ,ith a ossi.e threat to @o. securit coud

negate an adantage that !ight accure . auto!ating an o//ice .ecause this /ear !ight !ani/est

itse/ as decreased !orae

T#e o=>et!3e of HRM

20



Foo,ing o.@ecties are i!ortant ,hich can .e discussed in short (ith the /u/i!ents o/

these o.@ecties "#M can .eco!e success/u<

1 To (e3elop eff!!en$ an( )6!ll) of emplo$ee)& First o.@ectie o/ "#M is to deeo

e//icienc and s-is o/ e!oees ,or-ing in the organiation / these o.@ecties areachieed organiation can reach at its target

2 To en)ure effet!3e "@erformane of emplo$ee)& )//ectie er/or!ance o/ e!oees

can .e ensured . "#M )//ectie er/or!ance at a ees can he the organiation to

o.tain roductiit target

3 To C#an"e t#e =e#a3!or of Emplo$ee)& (ith a ie, to change .ehaior o/ e!oees"#M actiities can .e er/or!ed Behaior change can ensure to reduce resistance to

change

4 To Tra!n up Su=or(!nate)& +he /ourth o.@ectie o/ "#M is to train u su.ordinates /or

e//ectie er/or!ance +here !a .e di//erent !ethods o/ training e!oees

5 To Inrea)e o= Sat!)fat!on& Eo. satis/action is essentia /or roer er/or!ance and

goods M#: there/ore "#M tries to achiee Eo. atis/action ee

6 To Attrat "oo( people& (ithout attracting good eoe organiation cannot run s!ooth

or organiation can=t coe ,ith the co!etition +here/ore "#M ,ants to attract good

eoe /or the organiation

7 To ma6e effet!3ene))& +o !a-e a organiation rogra!s an e//ectie:"#M acts

restess And /or thus a oicies are /or!uated accurate

8 5!t# a 3!e: to proure "oo( 3eople& "#M deter!ines its o.@ecties: .ecause ,ithout

good eoe organiation cannot run

21



9 For proper u)e of Human Re)oure)& +he organiation can .est tr to gie the! roer

assign!ent and !a-e sure that eerthing has .een done ti!e

10 Co-or(!nat!on amon"- (!fferent )et!on) of t#e Or"an!at!on& %oCordination a!ongdi//erent sections o/ the >rganiation: "#M can set its o.@ectie and get o.@ectie

/u/ied

11 To (e3elop :or6!n" on(!t!on) !n t#e or"an!at!on& Another o.@ectie o/ "#M is

deeoing ,or-ing conditions o/ the >rganiation Because ,ithout these er/or!ance

uait and +arget cannot .e achieed

22



5ee6& +/

Leture No7 & +/

Leture Top!& Mot!3at!on of Human Re)oure

Motivation

The Motivation Process

Motivators

Motivating

Satisfaction

Need Theory

Maslows Hierarchy of Needs Theory

MOTIVATION OF HUMAN RESOURCE

Mot!3at!on

Motiation is a schoogica characteristic that contri.utes to a ersonHs degree o/ co!!it!ent

t incudes the /acts that cause: channe and sustain hu!an .ehaiour in a articuar co!!itteddirection "o,eer: the ter! !otiation has .een de/ined . authors in a! ,as o!e o/ the

de/initions are as /oo,s<

i JMotiation !a .e de/ined as the state o/ an indiiduaHs ersectie ,hich reresentsthe strength o/ his or her roensit to e*ert e//ort to,ard so!e articuar .ehaiourK i.son

23



ii JMotiation re/ers to e*enditure o/ e//ort to,ard a goaKC ?u.riniii JMotiation is a redisosition to act in a seci/ic goa directed !annerK "eriege

and ocu!iJMotiation is a ccica rocess a//ecting the inner needs or dries that energie:

channe: and !aintain .ehaiourK teers and !an

For our urose: ,e sha de/ine !otiation as the need or drie ,ithin an indiidua that urges

hi! or her to,ards oaCoriented action

T#e Mot!3at!on %roe))

+he !otiation rocess !a .e reresented . a diagra! see: /igure 61 ,hich .egins ,ith

inner dries and needs that !otiate the indiidua to ,or- to,ards .egins ,ith inner dries and

needs that !otiate the indiidua to ,or- to,ards certain goas: ,hich the indiidua has chosenin the .eie/ that those goas ,i satis/ the inner dries and needs A/ter attaining these goas:

the indiidua conscious or unconscious @udges ,hether the e//ort has .een ,orth,hie As

ong as the indiidua erceies the e//ort as re,arding: the ha.it o/ !a-ing the e//ort is

rein/orced and the indiidua can .e ersuaded to continue or reeat that -ind o/ e//ort

#ein/orce!ent: or ,hat haens as a resut o/ .ehaiour: a//ects other needs and dries as the

rocess is reeated

)!oee !otiation is o/ crucia concern to !anage!ent: !ain .ecause o/ the roe that

e!oee !otiation as in er/or!ance Basica: er/or!ance is deter!ined . i a.iit:

ii eniron!ent and iii !otiation / an o/ these three /actors is !issing or de/icient:

e//ectie er/or!ance is i!ossi.e A !anager !a hae the !ost high uai/ied e!oees

under hi! and roide the! ,ith the .est ossi.e eniron!ent: .ut e//ectie er/or!ance ,i

not resut uness the su.rodinates are !otiated to er/or!

24

Inner 6rives,

5eeds or Motives

;ehaviour or

<ction

3oals

Reinforcement 'atisfaction



Mot!3ator)

Motiators are things that induce an indiidua to er/or! (hie !otiation re/ects ,ants:

!otiators are the indenti/ied re,ards or incenties that sharen the drie to satis/ these ,ants

A !anager can do !uch to sharen !oties . esta.ishing an eniron!ent /aoura.e to certain

dries For e*a!e: e!oees in a .usiness that has deeoed a reutation /or e*ceence tend

to .e !otiated to contri.ute to this reutation

A !otiator: then: is so!ething that in/uences an indiiduaHs .ehaiour t !a-es a di//erence in

,hat a erson ,i do >.ious: in an enterrise: the !anager !ust .e concerned a.out!otiators and aso inentie in their use Aso he has to use such !otiators as ,i ead the

e!oees to er/or! e//ectie /or their e!oing

Mot!3at!n"

Motiation is the !anage!ent rocess o/ in/uencing eoeHs .ehaiour .ased on the

-no,edge o/ ,hat cause and channe sustain hu!an .ehaiour in a articuar co!!itted

direction

i!: the ter! !otiation indicates a noun ,hereas !otiating a er. Motiation re/ers to

so!e reeant /actors that in/uence hu!an .ehaiour: ,hereas !otiating is the rocess o/

in/uencing .ehaiour

Sat!)fat!on

atis/action is the end resut o/ the needC,antCsatis/action chain: ,hich can .e reresented in the

/oo,ing diagra!

JMotiationK and Jatis/actionK are reated to each other: athough there is a /ine di//erence

.et,een these t,o ter!s Motiation re/ers to the drie and e//ort to satis/ a ,ant or goa But

25



satis/action re/ers to the content!ent e*erienced ,hen a ,ant is satis/ied n other ,ords:

!otiation i!ies a drie to,ard an outco!e: and satis/action is the outco!e aread

e*erienced

Fro! the !anage!ent oint o/ ie,: then: a erson !ight hae high @o. satis/action .ut a o,

ee o/ !otiation /or the @o.: or the resere !itht .e true

Nee(-5ant-Sat!)fat!on C#a!n

Nee( T#eor$

t !a .e stated that as the theor o/ !otiation that addresses ,hat eoe need or reuire to

ie a i/e o/ /u/i!ent: articuar ,ith regard to ,or- Need theor has a ongCstanding

tradition is !otiation research t deas ,ith the art ,or- as in !eeting the needs o/ those

e!oed

According to need theor: a erson is !otiated ,hen he or she has not et attained certain ees

o/ satis/action ,ith his or her ,i/e A satis/ied need is not a !otiator

+here are arious need theories o/ !otiation A o/ the! /ocus on the i!ortance o/ anasing

the schoogica /actors ,ithin indiiduas ie needs that cause eoe to .ehae in certain

,as Behaiour is the resut o/ atte!ts to satis/ those needs: and seci/ic acts are .ased on the articuar need driing the indiidua at an ti!e

+he !ost ouar need theories o/ !otiation are i Maso,Hs "ierarch o/ Needs +heor; ii

Mc%eandHs Needs +heor o/ Motiation and iii "er.ergHs +,oC/actor +heor o/ Motiation

26

5eeds give rise

to

wants which

cause

tensions which give

rise to

actions which

result

satisfaction



Ma)lo:) H!erar#$ of Nee() T#eor$

>ne o/ the !ost ,ide !entioned theories o/ !otiation is the "ierarch o/ Needs +heor ut

/or,ard . schoogist A.raha! Maso, Maso, ie,s hu!an !otiation in ter!s o/ a

hierarch o/ /ie needs: ranging /ro! the !ost .asic hsioogica needs to the highest needs /or

se/Cactuaiation see /igure 8C3 According to Maso,: indiiduas ,i .e !otiated to /u/i

,hicheer need is the !ost o,er/u /or the! at a gien ti!e +he reotenc o/ a need deents

on the indiiduasH current situation and recent e*eriences tarting ,ith the hsica needs:

,hich are the !ost .asic: each need !ust .e satis/ied .e/ore the indiidua desires to satis/ a

need at the ne*t higher ee

t is in the /oo,ing hierarch o/ i!ortance accoring to i!!ediac that Maso, aces hu!an

needs<

a %#$)!olo"!al nee()< +hese are the .asic needs /or sustainig hu!an i/e itse/: such as air:,ater: /ood: see: sheter: ,ar!th and se* +he are so .asic as needs that eoe ,i .e!otiated to /u/i the! /irst through ,hateer .ehaiour achiees this end Maso, too- the osition that unti these needs are satis/ied to the degree necessar to !aintain i/e:other needs ,i not !otiate eoe

. Safet$ or )eur!t$ nee()< +he consist o/ the need /or cothing: sheter: and aneniron!ent ,ith a redicta.e attern such as @o. securit: ension: insurance etcPeoe are !otiated to /u/i these needs on ,hen the hsioogica needs are !ostsatis/ied

c Aff!l!at!on; aeptane; lo3e or )o!al nee()< ince eoe are socia .eings: the needto .eong: to .e acceted and oed . others

d E)teem nee()< +he incude the need /or o,er: restige: status: achiee!ent: andrecognition /ro! others atis/action o/ the se/Cestee! need eads to /eeings o/ se/Ccon/idence: ,orth: caa.iit: and adeuac: o/ .eing use/u and necessar in the ,ord

e Nee( for )elf-atual!)at!on< Maso, regards this as the highest need in his hierarch+his is the concet o/ /u/iing oneHs otentia and .eco!ing eerthing one is caa.eo/ .eco!ing

27



Ma)lo:) H!erar#$ of Nee()

MClellan() Nee( T#eor$ of Mot!3at!on

?iid % Mc%eand has indenti/ied three tes o/ .asic !otiating needs as a need /or o,er:

. need or a//iiation: and c need /or achiee!ent +he are a reeant to !anage!ent and

!ust .e recognised to !a-e an organised enterrise ,or- ,e

Nee( for po:er< t deas ,ith the degree o/ contro a erson desires oer his or her situation

+his need can .e reated to ho, eoe dea ,ith /aiure and success Fear o/ /aiure and an

erosion o/ oneHs o,er can .e a strong !otiator /or so!e eoe ndiiduas ,ith the need /or

o,er usua see- ositions o/ eadershi in organisations: are outso-en: o/ten argu!entatie:

/orce/u: hardheaded and de!anding: and the en@o .eing in ositions that reuire ersuasie

sea-ing or traeing and see- ositions in organisations that contro the !eans o/ in/uencing

others #esearch studies indicate that to !anagers are high !otiated . the need /or o,er

Nee( for aff!l!at!on< Man eoe send !uch o/ their ti!e thin-ing a.out deeoing ,ar!:

/riend: ersona reationshis ,ith others in the organisation +he hae a high need /or

a//iiation and usua are !ore sensitie to othersH /eeings: see- /or @o.s ,ith a easant socia

eniron!ent that is conductie to ersona interaction #esearch studies indicate that concern /or

28

5eed

for self

actualization

=steem needs

<>liation, acceptance or

social needs

'ecurity or safety needs

/hysiological needs



the /eeings o/ su.ordinates is essentia /or outstanding !anage!ent success and e*ecutie

e*ertise

Nee( for a#!e3ement< ?aid % Mc%eandHs research indicated that a strong need /or achiee!ent the drie to succed or e*ce is reated to ho, ,e indiiduas are !otiated to

er/or! their tas-s Peoe ,ith a high need /or achiee!ent i-e to ta-e resonsi.iit /or

soing ro.e!s +he tend to set !oderate di//icut goas /or the!sees and ta-e cacuated

ris-s to !eet those goas +he great aue /eed.acon ho, ,e the are doing +hus those

,ith high achiee!ent needs tend to .e high !otiated . chaanging and co!etitie ,or-

situations; eoe ,ith o, achiee!ent needs tend to er/or! oor in the sa!e sort o/

situations

+here is a!e eidence o/ the correation .et,een high achiee!ent needs and high

er/or!ance Mc%eand /inds: /or e*a!e: that eoe ,ho succeed in co!etitie

occuations are ,e a.oe aerage in achiee!ent !otiation uccess/u !anagers ,ho

resu!a. oerate in one o/ the !ost co!etitie o/ a eniron!ents hae a higher

achiee!ent need than other ro/essionas

29



T#e T:o-Fator ?Mot!3at!on-H$"!ene@ T#eor$ of Mot!3at!on

Maso,Hs needs aroach has .een considera. !odi/ied . Fredric- "er.erg and his

associates n the ate 1950s: Frederc- "er.erg and his associates conducted a stud o/ the @o.

attitudes o/ 200 accountants and engineers in Pitts.urg ?uring the interie,s: he as-ed the! toreca occasions ,hen the had .een esecia satis/ied ,ith their ,or- and high !otiated in

occasions ,hen the had .een dissatis/ied and un!otiated o!e,hat surrising: he /ound

that entire di//erent sets o/ /acts ,ere associated ,ith satis/action and dissatis/action

"er.erg aced resonses /ro! the engineers and accountants interie,ed in one o/ 16

categoriesCthe /actors on the right side o/ the /igure ,ere consistent reated to @o. satis/action

and those on the e/t side to @o. dissatis/iers and satis/iers e!erged atis/iers Motiating

/actors: as recognised . "er.erg: incude /actors i-e achiee!ent: recognition: ,or- itse/:

resonsi.iit: adance!ent and gro,th a reated to @o. content and re,ards /or er/or!ance

?issatis/iers ,hich "er.erg ter!s "giene /actors incude co!an oic and

ad!inistration: suerision: reationshi ,ith suerisors: ,or- su.ordinates: status and securit

!ost o/ ,hich are reated to the ,or- eniron!ent and the rest to distur.ed ersona i/e

Positie ratings /or these /actors did not ead to @o. satis/action .ut !are to the a.sence o/

dissatis/action

t is to .e noted that the !otiating /actors are reated seci/ica to the ,or- content and the

hgiene /actors are reated to the ,or- eniron!ent

"er.ergHs stud ed hi! to concude that the traditiona !ode o/ @o. satis/action ,as

inco!ete +he traditiona ie, o/ satis/action: as sho,n in /igureC8C4: ,as that satis/action and

dissatis/action ,ere at oosite ends o/ a coninuu! ie e!oees !ight .e satis/ied:

dissatis/ied: or so!e,here in .et,een But "er.ergHs researh identi/ied t,o di//erent sets o/

/actors one ranging /ro! satis/action to no satis/action and the other ranging /ro!

dissatis/action

"er.erg then argues that there are t,o stages in the rocess o/ !otiating e!oees

First: !anager !ust see that the hgiene /actors are roided at an aroriate ee so that the

e!oees .eco!e Jnot dissatis/iedK

30



econd: the !anager shoud gie e!oees the oortunit to e*erience !otiation /actors

such as achiee!ent and recognition: and resut is redicted to .e a high ee o/ satis/action and

!otiation "er.erg aso de!onstrated the ,a o/ using the t,oC/actor theor "e reco!!ends

that @o.s .e redesigned to roide higher ees o/ the !otiation /actors

T#e Sat!)fat!on-D!))at!)fat!on Cont!nuum un(er t#e Tra(!t!onal V!e:

an( t#e T:o-Fator Mo(el

Mean) of Mot!3at!on

)*erience suggests that so!e seciaised teachniues to !otiate can .e used as /oo,s<

1 Mana"ement =$ O=>et!3e ?M'O@ an( "oal )ett!n"< MB> is a rocess o/ coa.oratie goaCsetting .et,een a !anager and a su.ordinate ,ith the understandingthat the degree o/ goa attain!ent . the su.ordinate ,i .e a !a@or /actor in eauatingand re,arding the su.ordinateHs er/or!ance (hen the !anager sits ,ith thesu.ordinates: @oint esta.ishes goa /or the! and agree that the /uture re,ards ,i .e .ased on goa attain!ent then he or she is e*ected to .e !ore !otiated to ,or- to,ardthe goas that !erit the!

2 %art!!pat!on !n mana"ement< u.ordinates are i-e to .e !otiated the !ost ,henthe are not on consuted .ut are aso ao,ed to articiate in decisionC!a-ing n /act

the right -ind o/ articiation ied .oth !otiation and -no,edge aua.e /or enterrise success

Particiation aeas to the need /or a//iiation and accetance t is a !eans o/

recognition and thus enhances su.ordinatesH eagerness to ,or- harder

31

'atisfaction 6issatisfaction

'atisfaction 5o 'atisfaction

6issatisfaction 5o 6issatisfaction

he raditional ?iew



3 Monetar$ !nent!3e)< Mone can neer .e oeroo-ed as a !otiator (hether in the/or! o/ .onuses: iece,or-: or an other incentie a: !one is i!ortant And: asso!e ,riters hae ointed out: !one is o/ten !ore than !onetar aue t can aso!ean o,er or status

n order to use !one as a !otiator: a !anager has to re!e!.er the /oo,ing<

i Mone is an urgent !eans o/ achieing a !ini!u! standard o/ iing: athough this!ini!u! has a ,a o/ getting higher as eoe .eco!e !ore a//uent

ii An enterrise can !a-e its ,ages and saaries co!etitie ,ithin their industr and their geograhic area to attract and hod eoe

iii Peoe usua eauate their co!ensation in the ight o/ ,hat their euas arereceiing

iness .onuses /or !anagers are .ased to a !a@or e*tent on indiidua er/ora!nce: anenterrise is not .uing !uch !otiation ,ith the! t so /as as ossi.e:co!ensation has to .e .ased on er/or!ance

Mone can !otiate on ,hen the rosectie a!ent is arge reatie to a ersonHsinco!e

1 Mo(!f!e( :or6 :ee6fle<!=le :or6!n" #our)< +here is considera.e interest a!onge!oees in atering the ,or-,ee- to suit their conenience .etter +he ri!ar!otiationa i!ications o/ the !odi/ied ,or-,ee- are that !odi/ication in their routtie hes the! satis/ their higherCee needs and roides the! ,ith anoortunit to /u/i seera o/ their needs si!utaneouss

B ao,ing e!oees !ore indeendence in ter!s o/ ,hen the co!e to ,or- and,hen the eae: !anagers ac-no,edge and sho, Jestee!K /or the e!oeesH a.iit

to e*ercise se/Ccontro t is hoed that e!oees ,i resond ,ith higher ees o/

!otiation Modi/ied ,or-,ee-s gie e!oees the oortunit to /u/i a ariet o/

needs sing /e*i.e ,or-ing hours: a erson can contri.ute to the organiation and sti

hae ti!e: /or e*a!e: to stud /or the MBA rogra!!e o/ B> or to carr on

.usiness as a artCti!e occuation

2 ual!t$ of :or6!n" l!fe ?5L@< +his is an i!ortant !otiationa techniue: used .!anagers in ,estern societies G( is not on a er .road aroach to @o. enrich!ent .ut aso an interdisciinar /ied o/ enuir and action co!.ining industria reations:industria engineering: industria schoog and socioog: organisation theor anddeeo!ent: eadershi theor and !otiation: etc

32



Managers hae regarded G( as a ro!ising !eans o/ deaing ,ith stagnating

roductiit (or-ers and trade union eaders hae aso seen it is as a @usti/ing higher

a t !a aso he !ini!ising a.our disutes and o.taining industria de!ocrac

3 Effet!3e r!t!!)m< +his can .e a sring.oard /or i!roing an e!oeeHs .ehaiour and er/or!ance Adoting a ositie aroach !a-es criticis! ess di//icut as ,e as!ore e//ectie +he !anager shoud e*a!ine his or her o,n !oties .e/ore criticising+he !anager shoud an the resentation o/ his criticis! in the .est ossi.e /or! ,itha ie, to !otiating rather than re.u-ing hi! or her %riticis! shoud a to the useo/ ersona e//orts /or i!roe!ent no,: not ne*t ,ee- or ne*t !onth eci/ic ti!eschedues /or i!roe!ents are aso to .e set u

4 o= enr!#ment< Ma-ing @o.s chaenging and !eaning/u is an acceted ,a o/

!otiating e!oees great n @o. enrigh!ent: the atte!t is to .uid into @o.s ahigher sense o/ chaenge and achiee!ent Eo. !a .e enriched . ariet But theaso !a .e enriched . a giing ,or-ers !ore /reedo! at ,or-ace; . giingsu.ordinates a /eeing o/ ersona resonsi.iit /or their tas-s; c encouraging articiation o/ ,or-ers and interaction .et,een the!; d giing su.ordinates /eed.acon their @o. er/or!ance; and e inoing ,or-ers in the anasis and hange o/ hsica asects o/ the ,or- eniron!ent: such as ceaniness: aout: te!erature:ighting: etc

Conlu)!on<

+here is no dening the /act that indiiduas inoed in an organiation hae needs and

o.@ectie that are secia i!ortant to the! B eading the!: !anagers he threre see

that the can satis/ their o,n needs: utiise their otentia at the sa!e ti!e contri.ute to

the ai!s o/ an enterrise Managers shoud thus hae an understanding o/ the roes

assured . eoe: the indiidua o/ eoe and the ersonait o/ eoe "o,eer the

asects o/ hu!an /actor are i!ortant and deseres a !anagerHs care/u attention

5ee6& +4

33



Leture No7 & +4

Leture Top!& Human Re)oure %lann!n"

!efinition of Human Resource" Manpower" Planning

How to !efine Human Resource Planning

!efinition of Human Resource Planning as defined by the thin#ers

HUMAN RESOURCE %LANNING

01 Intro(ut!on&

+o start ,ith i-e to uote: t#e ma>or fore =e#!n( :orl( !n3e)tment !) 77777777 #uman

re)oure)K ?ruc-er 1995< 39 t is genera acceted that !ano,er constitutes the !ost

e//ectie and econo!ica ,a o/ /u/iing resources to achiee the desired goa t is aso seen

that induction o/ technoog and !echaniation hae not reaced hu!an .eings: rather it has

ut greater de!and on their uait: s-i and dedication

+he !ano,er resource is the !ost ita /actor /or the suria and roserit o/ a /ir!

+hough a the /ir!s .u the sa!e !ateria and !achines: the eoe in a /ir! !a-e the

di//erence in the /ina roduct o the success o/ an organiation deends !ain uon

the uait o/ its !ano,er and their er/or!ance An /or,ard oo-ing !anage!ent

,i .e concerned ,ith the ro.e! o/ rocuring or deeoing adeuate taent /or

!anning arious ositions in the organiation +he success o/ a !ano,er anning

rocess not on he the organiation itse/: .ut aso hes the societHs roserit +he

osses o/ a /ir! su//ers /ro! inadeuate !ano,er anning and its utiiation: is a oss tothe nation (hen these indiidua osses are added u the tota osses !a .e er

signi/icant to the econo! o/ a nation

02 Def!n!t!on of t#e Term)&

34



n order to understand "u!n #esource Panning: et us stud the t,o ter!s: Mano,er

and Panning indeendent and then in reation to each other

?a@ Human Re)oure&

No, a das the ter! "u!an #esource is resent used in ace o/ !ano,er

,as a er ouar ter! during (ord (ar : then aarent assed out o/

,idesread usage: and reaeared a.out 1960 +he ter! has !an di//erent

!eanings toda and has once again .eco!e uite ouar

enera sea-ing: Manpo:er !) a maro-onept referr!n" to an a""re"ate

of ate"or!e) of )6!lle( per)onnel; distinct and searate categories o/ !ano,er

and identi/ia.e on the .asis o/ the ee and te o/ their s-is; and these s-isare generated . !eans o/ education and training: .oth ,ithin the /or!a

education sste! and outside it

n current ouar usage: the ter!s J!ano,erK: Oa.ourH: Ja.our /orceK: J,or-

/orceK and J hu!an resourcesK are a .eing e!oed though the are

concetua identica or as !ere ariants in e*ression; ho,eer: no har! coud

ossi. .e done . indiscri!inate use o/ these ter!s to theor and anasis:

roided their seci/ic: distinct and searate !eaning are identi/ied and -et in

!ind constant

o!eti!es the ,ord !ano,er is euiaent to the ter! a.our ,hen a.our is

understood to .e a /actor o/ roduction in the .asic /ra!e,or- o/ anasis used .

econo!ists n this er .road sense !ano,er can aso .e understood to !ean

generica JersonneK or Je!oeesK Actua these usages o/ the ter! are

irtua identica; the di//erences are ess in su.stance than in oint o/ ie,: one

.eing that o/ the a.our econo!ist and the other that o/ the ersonne

oo-ed at in sti another !anner: !ano,er can !ean the tota uantitatie and

uaitatie hu!an assets or eoe in a societ n this sense ,e are itera

interreting the ,ord to !ean the o,er o/ !an: .oth in ter!s o/ the sie o/ the

ouation and the taents and educationa ees in that ouation Pouation

can .e said to deter!ine the uantit: and education co!.ined ,ith e*erience:

35



the uait: o/ !ano,er ?uring (ord (ar : ,hen there ,as a (ar Mano,er

%o!!ission: !ano,er see!ed to hae the atter connotations

"o,eer: it is concetua inaid to euate Ja.ourK ,ith JMano,erK

i!iar the ter! Jhu!an resourcesK is aso not identica ,ith JMano,erK sinceit is !ore generic incuding .oth s-ied and uns-ied categories o/ ,or-ers

Further !ano,er is aso di//erent /ro! the ter! Ja.our /orceK used in sures

o/ e!o!ent and une!o!ent Because a.our /orce constitutes J,or-ers

and une!oedK Fina the ter! O,or- ForceK denotes .ut co!onent o/ a.our

/orce that is engaged in gain/u actiit

Manpo:er thus denotes de/inite and seci/ic categories ,hich are in theor<

1 nonCho!ogeneous and are there/ore:

2 nonCsu.stituta.e

+o ta-e a tica e*a!e< A doctor /ro! the categor o/ !edica !ano,er is

nonCsu.stituta.e /ro! an engineer /ro! the categor o/ engineering !ano,er

"o,eer: ,ithin each categor it is ossi.e to su.stitute one unit /or another:

roided the second has s-is identica ,ith those o/ the /irst

. %lann!n"&

%lann!n" !) (e!(!n" !n a(3ane< t .ridges the ga .et,een ,here ,e are to

,here ,e ,ant to go Panning inoes the a.iit to thin-: to anae and to

search decision or aternaties

n genera: a an o/ an te !a .e de/ined as a redeter!ined course o/ action)er an shoud hae t#ree #arater!)t!)

a First: it shoud inoe the /uture;

. econd: it !ust inoe action; and

36



c +hird: there shoud .e an ee!ent o/ ersona or organiationa

identi/ication or causation: ,hich !eans si! that the /uture course o/

action ,i .e ta-en . the anner: or so!eone designated . hi! ,ithin

an organiation or ,ithin societ

E))ent!all$ t#en; plann!n" !)&

a a rocess o/ thin-ing ahead:

. a !ethod /or anticiating di//icuties and see-ing: through reasoned action

.ased uon /ore-no,edge:

c to guide the course o/ eents to,ard desired goas B this !eans:

anning aroaches the /uture ,ith the aid o/ sste!atic anasis in order

to !ini!ie surrise and uncertaint and to ei!inate !ista-es and ,aste

Ho: to Def!ne Human Re)oure %lann!n"&

i "u!an #esource Panning !a .e de/ined in the narro, sense as the

reace!ent anning ,hich enco!asses the anasis o/ a.our turnoer: recruit!ent

oicies: deeoing !odes /or anning: trans/ers and ro!otion o/ e!oees: etc

ii "u!an #esource Panning !a .e regarded as the uantitatie and

uaitatie !easure!ent o/ a.our /orce reuired in an organiation and anning in reation

to !ano,er t !a .e regarded as esta.ishing o.@ecties to deeo hu!an resources in

ine ,ith .road o.@ecties o/ the organiation

iii "u!an #esource Panning !a .e e*ressed as a rocess . ,hich the

organiation ensures the right nu!.er o/ eoe: right -ind o/ eoe: atthe right ace: at the right ti!e doing the right things /or the achiee!ent

o/ goas o/ the organiation

37



i "u!an #esource Panning is the rocess o/ deeoing and deter!ining

o.@ecties; oicies and rogra!!es that ,i deeo utiie and

distri.ute !ano,er so as to achiee the goas o/ the organiation

Def!n!t!on of Human Re)oure %lann!n" a) (ef!ne( =$ t#e t#!n6er)

1 Velter Er!7 57 has said that J"u!an #esource Panning or !ano,er

anning is the rocess . ,hich !anage!ent deter!ines ho, an

organiation shoud !oe /ro! its current !ano,er osition to its

desired !ano,er osition +hrough anning: !anage!ent stries to

hae the right nu!.er and the right -ind o/ eoe at the right ace: at the

right ti!e: to do things ,hich resut in: .oth: the organiation and the

indiidua receiing the !a*i!u! ongCrange .ene/itK

2 Coleman has de/ined hu!an resource anning or !ano,er anning as

Jthe rocess o/ deter!ining !ano,er reuire!ents and the !eans /or

!eeting those reuire!ents in order to carr out the integrated an o/ the

organiationK

3 Sta!ner de/ines !ano,er anning as Otrateg /or the acuisition:

utiiation: i!roe!ent: and reseration o/ an enterriseHs hu!an

resources t reates to esta.ishing @o. seci/ication or the uantitatie

reuire!ents o/ @o.s deter!ining the nu!.er o/ ersonne reuired and

deeoing source o/ !ano,erK

Aor(!n" to Gor(on M'eat#: !ano,er anning inoes t,o stages +he /irst stage is

concerned ,ith the detaied Janning o/ !ano,er reuire!ents /or a tes and ees o/

e!oees throughout the eriod o/ the anK: and the second state is concerned ,ith

Janning o/ !ano,er suies to roide the organiation ,ith the right tes o/ eoe

/ro! a sources to !eet the anned reuire!entsK

38



Fator) Affet!n" Human Re)oure %lann!n"

HR% !) !nfluene( =$ )e3eral on)!(erat!on)7 T#e more !mportant of t#em are&

a te and strateg o/ organiation

. eniron!enta uncertainties

c ti!e horions

d te and uait o/ /orecasting in/or!ation

e nature o/ @o.s .eing /ied and

/ o//Coading the ,or-

?a@ T$pe an( Strate"$ of Or"an!at!on&

+he te o/ organiation is an i!ortant consideration .ecause it deter!ines the

roduction rocesses inoed: nu!.er and te o/ sta// needed and the

suerisor and !anageria ersonne reuired Manu/acturing organiations are

!ore co!e* than those that render serices in this resect

+he strategic an o/ the organiation de/ines the organiationHs hu!an resource

needs For e*a!e: a strateg o/ interna gro,th !eans that additiona e!oees!ust .e hired Acuisitions or ao//s: since !ergers tend to create duicate or

oeraing ositions that can .e handed !ore e//icient ,ith /e,er e!oees

?=@ En3!ronmental Unerta!nt!e)&

"# !anagers rare hae the riiege o/ oerating in a sta.e and redicta.e

eniron!ent Poitica: socia and econo!ic changes a//ect a organiations

Personne anners dea ,ith eniron!enta uncertainties . care/u /or!uatingrecruit!ent: seection: training and deeo!ent oicies and rogra!!es

Baancing !echanis!s are .uit into the "#M rogra!!e through succession

anning: ro!otion channes: ao//: /e*i ti!e: @o. sharing: retire!ent and other

ersonne reated arrange!ents

39



?@ T!me Hor!on)&

et another !a@or /actor a//ecting ersonne anning is the ti!e horion >n the

one hand there are shortCter! ans sanning si* !onths to one ear >n the other:

there are ongCter! ans sread oer three to t,ent ears +he e*act ti!e san:

ho,eer: deends on the degree o/ uncertaint reaiing in an organiationHs

eniron!ent For co!anies oerating in an unsta.e eniron!ent: co!uters /or

e*a!e: ans !ust .e /or a short eriod For others ,here eniron!ent is /air

sta.e: /or e*a!e a uniersit an !a .e n genera: the greater t#e

unerta!nt$; t#e )#orter t#e plan) t!me #or!on an( 3!e 3er)a7

?(@ T$pe an( ual!t$ of Informat!on&

+he in/or!ation used to /orecast ersonne needs originates /ro! a !utitude o/

sources A !a@or issue in ersonne anning is the te o/ in/or!ation: ,hich

shoud .e used in !a-ing /orecasts

%ose reated to the te o/ in/or!ation is the uait o/ data used +he uait

and accurac o/ in/or!ation deend uon the carit ,ith ,hich the

organiationa decision !a-ers hae de/ined t#e!r )trate"$; or"an!at!on

)truture; =u("et); pro(ut!on )#e(ule) an( )o fort# n addition: the "# deart!ent !ust !aintain ,eCdeeoed @o.Canasis in/or!ation and hu!an

resource in/or!ation sste!s that roide accurate and ti!e data enera

sea-ing: organiations oerating in sta.e eniron!ents are in a .etter osition to

o.tain higherCuait co!rehensie: ti!e and accurate in/or!ation .ecause

o/ onger anning horions: cearer de/inition o/ strateg and o.@ecties: and

/e,er disrutions

?e@ Nature of o=) =e!n" F!lle(&

Personne anners !ust consider the nature o/ @o.s .eing /ied in the

organiation Eo. acancies arise .ecause o/ searations: ro!otions and

e*ansion strategies

40



t is eas to e!o shoC/oor ,or-ers .ut a ot o/ sourcing is necessar /or

hiring !anageria ersonne t is: there/ore: necessar /or the ersonne

deart!ent to anticiate acancies: as /ar in adance as ossi.e: to roide

su//icient ead ti!e to ensure that suita.e candidates are recruited

?f@ Off Loa(!n" t#e o=&

eera organiations o//Coad art o/ their ,or- to outside arties either in the /or!

o/ su.Ccontracting or anciarisation >//Coading is a reguar /eature .oth in the u.ic sector as

,e as in the riate sector Most organiations hae surus a.or and the do not ,ant to

,orsen the ro.e! . hiring !ore eoe "ence: the need /or o//Coading o!e organiations

are -no,n to carr the concet o/ o//Coading to ridicuous engths and in the rocess: the reguar

e!oees sit ide Dic-.ac-s /ro! o,ners o/ anciar units are the cause /or such

anciarisation "#P is rare reuired in such circu!stances

5ee6& +8

41



Leture No7 & +8

Leture Top!& Human Re)oure %lann!n" Met#o()

$our methods of Human Resource Planning

Steps of Human Resource Planning

HUMAN RESOURCE %LANNING METHODS

+he /our !ethods genera used to deter!ine the reuire!ents o/ ersonne are<

i annua esti!ate o/ acancies;

ii ongCrange esti!ates o/ acancies;

iii /i*ed !ini!u! !an seci/ication reuire!ents:

seci/ic osition esti!ations

Annua the to !anage!ent tea! and the directors !ust e*a!ine their organiation

structure and its adeuac /or the assigned /unctions as ,e as its adata.iit /or

changes anticiated in the near /uture +his anasis or audit incudes a reie, o/ the

current acancies and ro.a.e /uture changes in the organiationHs ersonne

For e*a!e: adeuate /orecasts o/ organiationa changes can indicate the nu!.er o/ e*ecutie ositions: ,hich ,i hae to .e /ied as ,e as the duties and resonsi.iities

/or such ositions Fro! this can .e ascertained the nature o/ training and deeo!ent

reuired /or the e*isting sta// to /it these ositions adeuate A crstaiation o/ the @o.

reuire!ents can he seection o/ ersons ,ho shoud articiate in the !anage!ent

deeo!ent rogra!!e n this ,a: !ano,er anning is he/u in .oth the seection

and deeo!enta actiities t ensures that adeuate ersons are seected ,e in

42



adance so that the !a .e deeoed /or the anticiated osition oenings to ensure a

s!ooth gro,th /or the organiation

Step) of Manpo:er %lann!n"&

+he need to anticiate and roide /or /uture !ano,er reuire!ents has !ade

!ano,er anning a ita /unction toda in the area o/ sta//ing or the ersonne

/unction n arge organiations: ,here a ersonne deart!ent e*ists: this /unction is

natura er/or!ed . such deart!ent as a sta// /unction ste!atic !ano,er

anning has not et .eco!e rea ouar een in adanced countries such as A and

D: .eing ractised there on . a /e, huge co!anies in argeCscae industries such as

etroeu! and che!icas

Mano,er anning can .asica .e done . o.sering the /oo,ing three stes<

?a@ Setp-,& Determ!ne t#e Forea)t!n" %er!o( 1 Manpo:er Re2u!re(&

?eter!ine the eriod /or /orecasting reuire!ents o/ !ano,er in the /uture ie:

reuire!ents at the end o/ the /irst ear: second ear: third ear: /ourth ear: /i/thear: etc and /orecast the !ano,er reuired at the end o/ such eriod

?=@ Step-/& F!n( out t#e Surplu) or S#orta"e !n Manpo:er

Re2u!rement)&

Fro! the nu!.er aaia.e at the co!!ence!ent o/ the eriod: deduct the

e*ected ,astage through deaths: resignations: retire!ents and discharges +his

,oud gie the !ano,er aaia.e /ro! e*isting sta// at the end o/ the eriodconcerned A co!arison o/ the /igures arried at the in stes /irst and second:

,oud indicate shortages or suruses in !ano,er reuire!ents

?@ Step-4& De!(e t#e at!on on )urplu) or )#orta"e&

43



a n case o/ shortages: decide ho, such shortages are to .e !et ie:

,hether through /resh recruit!ent andor ro!otions /ro! ,ithin and

,hether an training or deeo!enta /aciities ,oud .e reuired /or this

urose

. / suruses are anticiated: decide ho, these suruses ,i .e deat ,ith

i-e through ear retire!ents: discharges: or a o//s

Mano,er anning thus see-s to ensure that the reuired ersonne ossessing the

necessar s-is are aaia.e at the right ti!e As ?r #a! +arne@a e!hasies:

JManage!ent can ensure contro o/ a.our costs . aoiding .oth shortages and

suruses o/ !ano,er through roer !ano,er anningK "e stresses that underC

esti!ation either regarding uait or uantit o/ !ano,er reuire!ents ,oud ead to

short/as o/ er/or!ance: ,hist oerCesti!ation ,oud resut in aoida.e costs to theorganiation (hist agreeing that it is necessar to ro@ect dee into the /uture /or s-is

,hich ,oud reuire onger eriods o/ training: he ,arns that i/ the eriods seected are

too ong: !ano,er /orecasts are i-e to .e ess accurate in ie, o/ the ina.iit to

redict e//ectie the i-e changes in the econo!ic: socia and technoogica sheres

(ith this caution in !ind: /orecasts can .e !ade /or a shortCter! uto t,o ears: !ediu!C

ter! /or eriods o/ 3C5 ears and ong ter! /or eriods onger than 5 ears "o,eer: a

reasona.e degree o/ accurac can on .e e*ected in case o/ shortCter! /orecasts uto 2

ears )en such /orecast shoud .e eriodica reie,ed and read@usted

THE %LANNING %ROCESS

+he /oo,ing are .rie/ the three !a@or stages o/ the anning rocess ai!ed at

transating the genera o.@ecties into a an o/ action<

44



?a@ Step-,& Inte"rat!on of Human Re)oure %lann!n" !nto t#e

F!nan!al %lann!n"&

>nce the .usiness o.@ecties hae .een deter!ined: anning o/ !ano,er

resources has to .e /u integrated into the /inancia anning t .eco!esnecessar to deter!ine ho, the hu!an resources can .e organied to achiee

these o.@ecties For this urose: a detaied organiation chart is dra,n and the

!anage!ent o/ the co!an tries to deter!ine #o: man$ people; at :#at

le3el; at :#at po)!t!on) an( :!t# :#at 6!n( of e<per!ene an( tra!n!n" :oul(

=e re2u!re( to meet t#e =u)!ne)) o=>et!3e) (ur!n" t#e plann!n" per!o(J +he

!anage!ent o/ this co!an considers a ti!e san o/ /ie ears as an oti!u!

eriod /or this urose t stresses that seci/ic and standard occuationa

no!encature !ust .e used ,ithout ,hich Jit ,oud not .e ossi.e to .uid a

/ir!Ccu!CindustrC,ise !ano,er resources anningK t suggests the adotion/or this urose o/ the internationa coding o/ occuations For a sound !ano,er

anning it considers as a rereuisite the rearation o/ a !anua o/ @o.

cassi/ication and @o. descrition ,ith seci/ic re/erence to indiidua @o.s to .e

er/or!ed

?=@ Step-/& S$)temat! Re3!e: of Internal Re)oure)&

+he ne*t ste consists o/ an audit o/ the interna resources A sste!atic reie, o/

the interna resources ,oud indicate ersons ,ithin the organiation ,ho ossess

di//erent or higher ees o/ resonsi.iities +hus it .eco!es necessar to

integrate into the !ano,er anning rocess a sound sste! o/ er/or!ance

araisa as ,e as araisa o/ otentia o/ e*isting e!oees

?@ Step-4& Formulat!on of t#e Reru!tment %lan&

+he third stage in the anning rocess gets do,n to the /or!uation o/ the

#ecruit!ent Pan A detaied sure o/ the interna !ano,er resources can

uti!ate ead to an assess!ent o/ the de/icit or surus o/ ersonne /or the

di//erent ees during the anned eriod (hist arriing at the /ina /igures: it is

necessar to ta-e into account the Jactua retire!ents and esti!ated oss due to

45



death: i heath and turnoer: .ased on ast e*erience and /uture outoo- in

reation to co!anHs e*ansion and /uture gro,th atternsK

(hist in the a.oe anning rocess a ti!e san o/ /ie ears has .een suggested: it

!ust .e re!e!.ered that this anning e*ercise !ust .e reeated annua /or the ne*t

/ie ears +his is .ecause uncertain /actors can a//ect the gro,th atterns o/ .usiness

houses and annua reie,s can he incororate the !odi/ications /ound desira.e

n the /ina anasis: the oera resonsi.iit /or !ano,er anning !ust ie suare

on the Board o/ ?irectors +his is .ecause JBoard !e!.ers are in a osition to direct the

/uture course o/ .usiness: set aroriate goas /or !anage!ent concerned in the /or!uation

o/ ersonne oicK Besides: senior !anage!ent and !anage!ent at other ees are aso

inoed in this rocess as the su adeuate data regarding their !ano,er reuire!ents+he ersonne deart!entHs /unction is Jto reco!!end reeant ersonne oicies in resect

o/ !ano,er anning: deise !ethods and rocedures /or deter!ination o/ uantitatie

asects o/ !ano,er anningK

+he co!an uses the instru!ent caed Jmana"ement re3!e:K as a !ethod o/

/orecasting +his is reared eer ear /or the ne*t /ie ears and is er si!iar to the

cash /orecast underta-en in an organiation ts o.@ectie is to eauate Jin ter!s o/

!anagers the needs o/ our .usiness ,hich ,i arise out o/ e*ansion: ne, roducts: ne,

ro@ects and arious organiationa changesK +hese needs are then euated ,ith the

co!anHs interna resources i-e to .e generated through Jro!otions /ro! sta// to

!anage!ent: the osses that are i-e to occur through retire!ents and osses through

anticiated and une*ected searationsK ti!ate: the net reuire!ents o/ the co!an

are indicated +his e*ercise is considered necessar to con/ine the /orecasting to the

genuine needs o/ the co!an t !a-es it ossi.e to roide ,e in adance /or eoe

retiring or /or /iing ne, acancies: ,hich !ight arise #eace!ents o/ retiring

ersonne !ust .e thought o/ ears ahead

A mo(el of Human Re)oure %lann!n"

46

<. Co..ect 2#or+atio#

%. 3ro+ t'e Exter#a. E#viro#+e#t

a. =conomy"3eneral * 'pecic Industry

b. echnology

c. @ompetition

d. 0abour Market

e. 6emography * 'ocial rend

f. 3overnment Regulations

(. 3ro+ 2#si!e t'e Or0a#i$atio#

a. 'trategy

b. ;usiness /lan

c. @urrent Human Resources

d. Rates of urnover and mobility



47

(. 3orecast e+a#! or Hu+a# Resources

a. 'hort and 0ong erm

2. 3orecast Su&&.* o Hu+a# Resources

a. Internal 'upply

B. .a# a#! Co#!uct Nee! ro0ra+

a. Increase or Reduce ork force size

b. @hange 'kill MiA

c. 6evelop Managerial 'uccession /lans

C. 3ee!back i# t'e .a##i#0 rocess

a. ere the forecasts accurate



Conlu)!on&

As "u!an #esource Panning is concerned ,ith the oti!u! use o/ hu!an resources: it

can .e o/ great .ene/it at .oth the nationa and the co!an unit ees At the nationa ee:

it ,oud .e concerned ,ith /actors such as the ouation: econo!ic deeo!ent roision

o/ /aciities /or education and geograhica !o.iit and ,oud .e the goern!entHs

resonsi.iit "u!an #esource Panning studies can een .e underta-en at the trade

associationHs ee /or articuar industr

"u!an #esource Panning is a negected area in our conte*t >n a hand/u o/ co!anies

induge in this ractice uch co!anies ho,eer do reort that it hes the! in !an ,asFirst: /orecasting o/ ongCter! !ano,er reuire!ents hes the! aso to /orecast the

co!ensation costs inoed Besides: . anticiating !ano,er needs: the hae an

oortunit /or deeoing e*isting !ano,er to /i the /uture oenings through ro!otion

+he reort that this attitude o/ encouraging e*isting e!oees creates a er /aora.e

schoogica ci!ate /or their !otiation Mano,er anning aso ena.es: through

er/or!ance araisas in the !ano,er !anage!ent cce: deter!ination o/ the

,ea-nesses o/ the e*isting !ano,er so that correctie training coud .e incororated +hus

their training rogra! .eco!es !ore e//ectie Better deeoed !ano,er resuts are a

reatie reduction in !ano,er costs Particuar in the area o/ !anage!ent succession:

!ano,er anning !a-es a er use/u contri.ution Athough there is une!o!ent in

our countr: ersons ,ith the reuisite s-is and articuar !anageria s-is is sti in

short su t is thus the @o. o/ !anage!ent o/ good co!anies to deeo such s-is in

their e!oees sho,ing otentia +his can .e on done through adeuate !ano,er

anning ,hich !a-es it ossi.e to an the career o/ e!oees haing the necessar

otentia

5ee6& +0

Leture No7 & +0

48



Leture Top!& o= Anal$)!)

%ob &nalysis

Tas#" !uty

Position" %ob family

'ccupation" (areer

Methods of %ob &nalysis

O' ANALYSIS

o= Anal$)!)&

Eo. Anasis is a sste!atic e*oration o/ the actiities ,ithin a @o. t is a technica rocedure

used to de/ine the duties: resonsi.iities: and accounta.iities o/ a @o. +his anasis Jinoes

the identi/ication and descrition o/ ,hat is haening on the @o. accurate and recise

identi/ing the reuired tas-s: the -no,edge: and the s-is necessar /or er/or!ing the!: and

the conditions under ,hich the !ust .e er/or!ed

n /e,er ,ords: ,e can sa that a @o. anasis indicates ,hat actiities and accounta.iities the

@o. entais +here is no !ster to a @o. anasis; it is @ust an accurate recording o/ the actiities

inoed

n recording these actiities: ,e are si! gathering in/or!ation And ,hie eer @o. is

!uti/aceted: ,e !ust con/ine our in/or!ation gathering to seci/ic @o. attri.utes (hat are these

attri.utesL Figure 11 deicts the hierarch o/ in/or!ation that the @o. anasis see-s et us ta-e

a !o!ent to de/ine our ter!s (e .egin ,ith the s!aest seg!ent o/ in/or!ation: ,hich ,e ca

an ee!ent A @o. ee!ent is the s!aest unit into ,hich ,or- can .e diided Putting the to!atoon a ha!.urger is an e*a!e o/ an ee!ent in the @o. o/ a /r coo- at Mc?onadHs

)e!ents< )e!ents are the /actor or co!onents to .e seected /or anaing @o.s

49



Ta)6

A tas- is a distinct ,or- actiit carried out /or a distinct urose )*a!es ,oud

incude ting a etter: rearing a ecture: or unoading a !ai truc-

Dut$

A dut is a nu!.er o/ tas-s %ounseing students is a dut o/ a coege instructor A

genera accounting cer-Hs duties !ight incude rearing the !onth inco!e state!ent and

distri.uting the ,ee- aro chec-s

%o)!t!on

A osition re/ers to one or !ore duties er/or!ed . one erson in an organiation +here

are at east as !an ositions as there are ,or-ers in the organiation; acancies !a create

!ore ositions than e!oees )*a!es o/ ositions incude uerisor rade Q; Accounts

Paa.e %er- ; and Assistant Pro/essor: ee 2

o=

A @o. is a te o/ osition ,ithin the organiation / a arge insurance co!an e!os

si*t i/e insurance actuar @o.

o= fam!l$

A @o. /a!i is a grou o/ t,o or !ore @o.s that either ca /or si!iar ,or-er

characteristics or contain arae ,or- tas-s as deter!ined . @o. anasis At the reious

!entioned insurance co!an: serice cer-s and oic corresondents reresent t,o @o.s that

/reuent are aced in a co!!on @o. /a!i .ecause the hae !an si!iar ,or-er

characteristics

Oupat!on

An occuation is a grou o/ si!iar @o.s /ound across organiations )ectrician:

accountant: and serice !aintenance engineer are e*a!es o/ occuations

50



Career

A career reresents a seuence o/ ositions: @o.s: or occuations that a erson has oer

his or her ,or-ing i/e

(h is it i!ortant to -no, the ter!s de/ined a.oeL As ,e ,i sho,: @o. anasis .egins at the

ee o/ the ee!ent and atte!ts to .uid understanding o/ @o.s: occuations: and careers as

co!onents are co!.ined n other ,ords: the reious de/initions shoud he ou to see ho,

@o.s eoe and deeo

Ar!ed ,ith this concetua /ra!e,or-: et us no, oo- at ho, to conduct the @o. anasis +hene*t section ,i e*ore the !ore ,ide used @o. anasis techniues

%areer

>ccuation

Eo.

Fa!i

Eo.

Position

?ut

+as-

51



)e!ent

F!"& E<#!=!t ,7, H!erar#$ of o= Anal$)!)

Met#o() of o= Anal$)!)&

+he .asic !ethods that "#M can use to deter!ine @o. ee!ents and the essentia -no,edge:

s-is: and a.iities /or success/u er/or!ance incude the /oo,ing<

O=)er3at!on Met#o( sing the o.seration !ethod: a @o. anast ,atches e!oees direct

or reie,s /i!s o/ ,or-ers on the @o. Athough the o.seration !ethod roides /irsthand

in/or!ation: ,or-ers o/ten do not /unction !ost e//icient ,hen the are .eing ,atched: and

thus distortions in the @o. anasis can occur +his !ethod aso reuires that the entire range o/

actiities .e o.sera.e +his is ossi.e ,ith so!e @o.s: .ut i!ossi.e /or !anC/or e*a!e:

!ost !anageria @o.s

In(!3!(ual Inter3!e: Met#o( sing the indiidua interie, !ethod: a tea! o/ @o. incu!.ents

is seected and e*tensie interie,ed +he resut o/ these interie,s are co!.ined into a singe

@o. anasis +his !ethod is e//ectie /or assessing ,hat a @o. entais: and inoing e!oees

in the @o. anasis in essentia

Group Inter3!e: Met#o( +he grou interie, !ethod is si!iar to the indiidua interie,

!ethod e*cet that a nu!.er o/ @o. incu!.ents are interie,ed si!utaneous Accurac is

increased in assessing @o.s: .ut grou dna!ics !a hinder its e//ectieness

Struture( ue)t!onna!re Met#o( nder the structured uestionnaire !ethod: ,or-ers are

sent a seci/ica designed uestionnaire on ,hich the chec- or rate ite!s the er/or! on

their @o. /or! a ong ist o/ ossi.e tas- ite!s +his techniue is e*ceent /or gathering

52



in/or!ation a.out @o.s "o,eer: e*cetions to a @o. !a .e oeroo-ed: and there is o/ten no

oortunit to as- /oo,Cu uestions or to cari/ the in/or!ation receied

Te#n!al Conferene Met#o( +he technica con/erence !ethod uses suerisors ,ith

e*tensie -no,edge o/ the @o. "ere: seci/ic @o. characteristics are o.tained /ro! the

Je*ertsK Athough a good dataCgathering !ethod: it o/ten oeroo-s the incu!.ent ,or-ersH

ercetions a.out ,hat the do on their @o.

D!ar$ Met#o( +he diar !ethod reuires @o. incu!.ents to record their dai actiities +he

diar !ethod is the !ost ti!e consu!ing o/ the @o. anasis !ethods and !a hae to e*tend

oer ong eriods o/ ti!eCa adding to its cost

+hese si* !ethods are not !eant to .e ie,ed as !utua e*cusie; no one !ethod is

uniersa suerior )en o.taining @o. in/or!ation /ro! the incu!.ents can .e create a

ro.e!: esecia i/ these indiiduas descri.e ,hat the thin- the shoud .e doing rather

than ,hat the actua do +he .est resuts: then: are usua achieed ,ith so!e

co!.ination o/ !ethodsC,ith in/or!ation roided . indiidua e!oees: their

i!!ediate suerisors: a ro/essiona anast or an uno.trusie source such as /i!ed

o.serations n the ne*t section: ,eH e*ore a !eans o/ conducting the @o. anasis

Step) for on(ut!n" t#e >o= Anal$)!)

+here are seera stes inoed in conducting the @o. anasis etHs oo- at ho, this is done

)*hi.it 12

53



nderstand the urose o/ %onducting the @o. Anasis< Be/ore e!.ar-ing on a @o. anasis

>ne !ust understand the nature and urose o/ conducting the inestigation #ecognie that @o.

anasis sere a ita urose in such "#M actiities as recruiting: training: setting er/or!ance

standards: eauating er/or!ance: and co!ensation n /act: near eer actiit in "#M

reoes around the @o. anasis

nderstand the #oe o/ Eo.s and Qaues in the >rganiation< )er @o. in the organiation shoud

hae a urose Be/ore conducting the @o. anasis: one !ust understand the in-age that the @o.

has to the strategic direction o/ the organiation n essence: one !ust ans,er ,h the @o. is

needed: / an ans,er cannot .e deter!ined: then !a .e the @o. is not needed

'en#mar6 %o)!t!on) < n a arge organiation: it ,oud .e i!ossi.e to eauate eer @o.

at one ti!e According: . inoing e!oees and see-ing their inut: seected @o.s can .echosen .ased on ho, ,e the reresent other: si!iar @o.s in the organiation +his

in/or!ation: then: ,i .e used as a starting oint in ater anasis o/ the other ositions

Determ!ne Ho: You 5ant to Collet #e o= Anal$)!) Informat!on< Proer anning at this

stage er!its one to coect the data desired in the !ost e//ectie and e//icient !anner +his

!eans deeoing a rocess /or coecting the data eera co!.ined !ethods i-e structured

uestionnaires: grou interie,s: and technica con/erences shoud .e used eect the ones:

ho,eer: the .est !eet our @o. anasis goas and ti!eta.es

See6 Clar!f!at!on; 5#ere3er Nee))ar$ < o!e o/ the in/or!ation coected !a .e entire

understood . the @o. anast According: ,hen this occurs: one !ust see- cari/ication /ro!

those ,ho ossess the critica in/or!ation +his !a incude the e!oee and the suerisor

Faiure to understand ad co!rehend the in/or!ation ,i !a-e the ne*t ste in the @o. anasis

rocess ,riting the @o. descrition !ore di//icut

De3elop t#e F!r)t Draft of t#e o= De)r!pt!on < Athough there is no seci/ic /or!at that a

@o. descritions /oo,: !ost incude certain ee!ents eci/ica: a @o. descrition contains the

@o. tite: a su!!ar sentence o/ the @o.Hs !ain actiities: the ee o/ authorit and

accounta.iit o/ the osition: er/or!ance reuire!ents: and ,or-ing conditions +he ast

54



aragrah o/ the @o. descrition tica incudes the @o. seci/ications: or those ersona

characteristics the @o. incu!.ent shoud ossess to .e success/u on the @o.

Re3!e: Draft :!t# t#e o= Super3!)or < ti!ate: the suerisor o/ the osition .einganaed shoud aroe the @o. descrition #eie, co!!ents /ro! the suerisor can assist in

deter!ining a /ina @o. descrition docu!ent (hen the descrition is an accurate re/ection: the

suerisor shoud sign o//: or aroe the docu!ent

F!"& E<#!=!t ,7/ Step) for o= Anal$)!)

55

Dnderstand thepurpose of the -ob

6etermine how to

collect -ob

Review

draft with

6evelop

'eek

clarication

Dnderstand the

role of -ob in the

;enchmark

position



%urpo)e of o= Anal$)!)

No !atter ,hat !ethod is used to gather data: the in/or!ation a!assed and ,ritten do,n /or!

the @o. anasis rocess generates three outco!es< @o. descritions: @o. seci/ications: and @o.

eauation t is i!ortant to note that these are the tangi.e roducts o/ the ,or- not the @o.

anasis: ,hich is the concetua: anatica rocess or action /ro! ,hich ,e deeo these

outco!es etHs oo- at the! !ore cose

o= De)r!pt!on)< A @o. descrition is a ,ritten state!ent o/ ,hat the @o.hoder does: ho, it

is done: under ,hat conditions it is done: and ,h it is done t shoud accurate ortra @o.

content: eniron!ent: and conditions o/ e!o!ent A co!!on /or!at /or a @o. descrition

incudes the @o. tite: the duties to .e er/or!ed: the distinguishing characteristics o/ the @o.:

eniron!enta conditions: and the authorit and resonsi.iities o/ the @o.hoder An e*a!e o/ a @o. descrition /or a /acut !e!.er in a coege o/ Business is roided in )*hi.it 13

(hen ,e discuss e!oee recruit!ent: seection: and er/or!ance araisa: ,e ,i /ind that

the descrition acts as an i!ortant resource /or< 1 descri.ing the @o. either er.a .

recruiters and interie,ers or in ,ritten adertise!ents to otentia candidates; 2 guiding

ne, hired e!oees in ,hat the are seci/ica e*ected to do; and 3 roiding a oint o/

co!arison in araising ,hether the actua actiities o/ a @o. incu!.ent aign ,ith the stated

duties Further!ore: under the A!ericans ,ith ?isa.iities Act: @o. descritions hae ta-en on an

added e!hasis in identi/ing essentia @o. /unctions

o= Spe!f!at!on) < +he @o. seci/ication states the !ini!u! acceta.e uai/ications that

the incu!.ent !ust ossess to er/or! the @o. success/u Based on the in/or!ation acuired

through @o. anasis: the @o. seci/ication identi/ies the -no,edge: s-is: education: e*erience:

certi/ication: and a.iities needed to do the @o. e//ectie ndiiduas ossessing the ersona

characteristics identi/ied in the @o. seci/ication shoud er/or! the @o. !ore e//ectie than

those ac-ing these ersona characteristics +he @o. seci/ication: there/ore: is a i!ortant too

in the seection rocess: /or it -ees the seectorHs attention on the ist o/ uai/ications necessar

/or an incu!.ent to er/or! the @o. and assists in deter!ining ,hether candidates are essentia

uai/ied

56



o= E3aluat!on)< n addition to roiding data /or @o. descritions and seci/ications: @o.

anasis is aso aua.e in roiding the in/or!ation that !a-es co!arison o/ @o.s ossi.e /

an organiation is to hae an euita.e co!ensation rogra!: @o.s that hae si!iar de!ands in

ter!s o/ s-is: -no,edge: and a.iities shoud .e aced in co!!on co!ensation grous Eo.

eauation contri.utes to,ards that end . seci/ing the reatie aue o/ each @o. in theorganiation Eo. eauation: there/ore: is an i!ortant art o/ co!ensation ad!inistration: as

,i .e discussed in detai in %hater 11 n the !eanti!e: ou shoud -ee in !ind that @o.

eauation is !ade ossi.e . the data generated /ro! @o. anasis

57



A

o = D e ) r ! p t ! o n Fault$ Mem=er; Colle"e of 'u)!ne))

o= T!tle< Facut Me!.er >ccuationa %ode No4554

Report) to< ?eart!ent %hairerson Eo. No 078

Super3!)e)< None ?ate< 41498

En3!ronmental Con(!t!on)< None

Funt!on)< +each one or !ore su.@ects ,ithin a rescri.ed

.usiness and econo!ics curricuu!

Dut!e) an( Re)pon)!=!l!t!e)<

• Preare and deier outside reading assign!ents

• ti!uate cass discussion

• %o!ie: ad!inister: and grade e*a!inations or assign this

,or- to others

• ?irect research /or others ,or-ing /or adanced degree

• %onduct research in articuar /ied o/ -no,edge and u.ish

/indings in ro/essiona @ournas

• Per/or! reated duties: such as adising students on acade!icand ocationa curricua

• ere on /acut co!!ittees

• Proide ro/essiona consuting to goern!ent and industr

• >ther duties as assigned . deart!ent head

A o = S p e ! f

! a t ! o n )

o= C#arater!)t!)< nderstanding o/ instructiona !ethods /or

traditiona and nontraditiona students; e*ceent co!!unication

s-is; and s-ied oeration o/ a ersona co!uter: using ,ord rocessing: sreadsheet: data.ase !anage!ent: and statistica

ac-ages

F!"& E<#!=!t ,74 E<ample of o= De)r!pt!on 1 o= Spe!f!at!on

58



(e cannot oere!hasie the i!ortance o/ @o. anasis: as it er!eates !ost o/ the

organiationHs actiities / an organiation doesnHt do its @o. anasis ,e: it ro.a. doesnHt

er/or! !an o/ its hu!an resource actiities: the e!oees in the organiation understand

hu!an resource actiities: the shoud understand the /unda!enta i!ortance o/ @o. anasis

+he @o. anasis: then: is the starting oint o/ sound hu!an resource !anage!ent (ithout-no,ing ,hat the @o. entais: the !ateria coered in the /oo,ing chaters !a .e !ere an

e//ort in /utiit

60



5ee6& +*

Leture No7 & +*

Leture Top!& Reru!tment !efinition of Recruitment

Sources of Recruiting

The )nternal Search

The *+ternal Searches

RECRUITMENT

Def!n!t!on of Reru!tment&

#ecruiting is the rocess o/ discoering otentia candidates /or actua or anticiated

organiationa acancies >r /ro! another ersectie: it is a in-ing actiit .ringing together

those ,ith @o.s to /i and those see-ing @o.s

Soure) of Reru!t!n"&

%ertain recruiting sources are !ore e//ectie than others /or /iing certain tes o/ @o.s As ,e

reie, each source in the /oo,ing sections the strengths and ,ea-nesses in atte!ting to

attract o,erCee and !anageria ee ersonne ,i .e e!hasied

T#e Internal Sear# & Man arge organiations ,i atte!t to deeo their o,n e!oees

/or ositions .eond the o,est ee +hese can occur through an nterna search o/ currente!oees: ,ho hae either .id /or the @o.: .een identi/ied through the organiationHs hu!an

resource !anage!ent sste!: or een .een re/erred . a /eo, e!oee +he adantages o/

such searches a Jro!ote /ro! ,ithin ,hereer ossi.eK oic are that

1 t is good u.ic reations2 t .uids !orae

61



3 t encourages good indiiduas ,ho are a!.itious4 t i!roes the ro.a.iit o/ a good seection: since in/or!ation on the indiiduaHs

er/or!ance is readi aaia.e5 t is ess cost than going outside to recruit6 +hose chosen interna aread -no, the organiation

7 (hen care/u anned: ro!oting /ro! ,ithin can aso act as a training deice /or deeoing !idde and to ee !anagers

+here can .e distinct disadantages: ho,eer: to using interna sources t can .e dis/unctiona to

the organiation to utiie in/erior interna sources on .ecause the are there: ,hen e*ceent

candidates are aaia.e on the outside "o,eer: an indiidua /ro! the outside: in contrast ,ith

so!eone aread e!oed in the organiation: !a aear !ore attractie .ecause the recruiter

is una,are o/ the outsiderHs /auts nterna searches !a aso generate in/ighting a!ong the ria

candidates /or ro!otion: as ,e as decreasing !orae ees o/ those not seected

T#e E<ternal Sear#e)&

A(3ert!)ement) & (hen an organiation ,ishes to co!!unicate to the u.ic that it has a

acanc: adertise!ent is one o/ the !ost ouar !ethods used "o,eer: ,here the

adertise!ent is aced is o/ten deter!ine . the te o/ @o. Athough it is not unco!!on to see

.ueCcoor @o.s isted on acards outside the ant gates: ,e ,oud .e surrised to /ind a ice

residenc isted si!iar +he higher the osition in the organiation: the !ore seciaied the

s-is: or the shorter the su o/ that resource in the a.or /orce: the !ore ,ide disersed the

adertise!ents in a nationa u.ication >n the other hand: the adertise!ent o/ o,erCee @o.sis usua con/ined to the oca dai ne,saer or regiona trade @ourna

A nu!.er o/ /actors in/uence the resonse rate to adertise!ents +here are three i!ortant

aria.es; identi/ication o/ the organiation: a.or !ar-et conditions: and the degree to ,hich

seci/ic reuire!ents are incuded in the adertise!ent o!e organiations ace ,hat is

re/erred to as a .indC.o* ad: one in ,hich there is no seci/ic identi/ication o/ the organiation

#esondents are as-ed to re to a ost o//ice .o* nu!.er or to an e!o!ent /ir! that is

acting as an agent .et,een the aicant and the organiation arge organiations ,ith a

nationa reutation sedo! use .ind adertise!ents to /i o,erCee ositions; ho,eer: ,hen

the organiation does not ,ish to u.icie the /act that it is seeing to /i an interna osition: or

,hen it see-s to recruit /or a osition ,here there is a soonCtoC.e re!oed incu!.ent: a .indC

.o* adertise!ent !a .e aroriate

62



Emplo$ment A"en!e)& (e ,i descri.e three /or!s o/ e!o!ent agencies< u.ic or state

agencies: riate e!o!ent agencies and !anage!ent consuting /ir!s +he !a@or di//erence

.et,een these three sources is the te o/ cient sered A states roide a u.ic e!o!ent

serice +he !ain /unction o/ these agencies is cose tied to une!o!ent .ene/its: since

.ene/its in so!e states are gien on to indiiduas ,ho are registered ,ith their state

e!o!ent agenc According: !ost u.ic agencies tend to attract and ist indiiduas ,ho

are uns-ied or hae: had !ini!u! training +his: o/ course: does not re/ect on the agencHs

co!etence: .ut rather: on the i!age o/ u.ic agencies tate agencHs are erceied .

rosectie aicants as haing /e, highCs-ied @o.s: and e!oers tend to see such agencies

as haing /e, highCs-ied ,or-ers +he agencies tend to attract and ace redo!inant o,C

s-ied ,or-ers +he agenciesH i!age as erceied . .oth aicants and e!oers thus tends

to resut in a se/C/u/iing rohec; that is: /e, highCs-ied indiiduas ace their na!es ,ith

u.ic agencies: and: si!iar: /e, e!oers see-ing indiiduas ,ith high s-is ist their

acancies or inuire a.out aicants at state agencies

S#ool); Colle"e); an( Un!3er)!t!e)& )ducationa institutions at a ees o//er oortunities /or

recruiting recent graduates Most educationa institutions oerate ace!ent serices ,here

rosectie e!oers can reie, credentias and interie, graduates Most aso roide

e!oers and oortunit to ,itness a JProsectie e!oeeHsK er/or!ance through

cooeratie arrange!ents and internshis

(hether the educationa ee reuired /or the @o. /or the @o. inoes a highCschoo dio!a:

seci/ic ocationa training: or a coege .ac-ground ,ith a .acheorHs !asterHs: or doctoradegree: educationa institutions are an e*ceent source o/ otentia e!oees

%rofe))!onal Or"an!at!on)& Man ro/essiona organiations: incuding a.or unions: oerate

ace!ent serices /or the .ene/it o/ their !e!.ers +he ro/essiona organiations incude such

aried occuations as industria engineering: schoog: accounting: ega: and acade!ics

+hese organiations u.ish rosters o/ @o. acancies and distri.ute these ists to !e!.ers t aso

co!!on ractice to roide ace!ent /aciities at regiona and nationa !eetings ,here

indiiduas oo-ing /or e!o!ent and co!anies oo-ing /or e!oees can /ind each other

.uiding a net,or- o/ e!o!ent oortunities

C$=er)pae Reru!t!n"& >ne o/ the ne,er arenas /or ocating resu!es o/ uai/ied e!oees is

oo-ing on the nternet %o!anies i-e )i i: [email protected]!: roier )ectronic Pu.ishing:

(es Fargo Ban-: Fideit nest!ents: enera )ectric: ei trauss: Bristo +echnoog: and

63



%isco ste!s hae /ound the use o/ the (ordC(ideC(e. adantageous in /iing their

ositions

Un)ol!!te( Appl!ant)& nsoicited aications: ,hether the reach the e!oer . etter:teehone: or in erson: constitute a source o/ rosectie aicants Athough the nu!.er o/

unsoicited aicants deends on econo!ic conditions: the organiationHs i!age: and the @o.

see-erHs ercetion o/ the tes o/ @o.s that !ight .e aaia.e: this source does roide an

e*ceent su o/ stoc-ied aicants )en i/ there are no articuar oenings ,hen the

aicant contacts the organiation: the aication can .e -et on /ie /or ater needs

nsoicited aications !ade . une!oed indiiduas: ho,eer: genera hae short i/e+hose indiiduas ,ho hae adeuate s-is and ,ho ,oud .e ri!e candidates /or a osition inthe organiation i/ a osition ,ere current aaia.e usua /ind e!o!ent ,ith so!e other

organiation that does hae an oening "o,eer: in ti!es o/ econo!ic stagnation: e*ceent rosects are o/ten una.e to ocate the te o/ @o. the desire and !a sta actie oo-ing inthe @o. !ar-et /or !an !onths

64



OVERVIE5 OF THE RECRUITMENT %ROCESS

Figure 11 resents an oerie, o/ the recruit!ent rocess /ro! the ersectie o/ the

organiation and the candidate +his /o, chart disas the rocess as it un/ods oer ti!e

(hen a acanc occurs and the recruiter receies er!ission to /i it: the ne*t ste is a care/ue*a!ination o/ the @o. and an enu!eration o/ the s-is: a.iities: and e*erience needed to

er/or! the @o. success/u )*isting @o. anasis docu!ents can .e er he/u in this regard

n addition: the recruit!ent anner !ust consider other asects o/ the @o. eniron!ent /or

e*a!e: the suerisorHs !anage!ent ste: the oortunities /or adance!ent: a: and

geograhica ocation in deciding ,hat te o/ candidate to search /or and ,hat search

!ethods to use A/ter care/u anning the recruiting e//ort: the recruiter utiies one or !ore

!ethods to roduce a oo o/ otentia uai/ied candidates

A /ir! can generate candidates interna: /ro! a!ong its resent e!oees ,ho desire ro!otion or trans/er: or e*terna: /ro! the a.or !ar-et +he organiation then screens

+hroughout the recruit!ent rocess: the organiation atte!ts to JseK itse/ to the !ore

ro!ising candidates that is: to conince the! that the organiation is a good ace to ,or-

and that it o//ers ,hat the ,ant in the ,a o/ .oth tangi.e and intangi.e re,ards

%andidates searching /or an e!oer go through a arae set o/ actiities /irst acuiring

occuationa s-is and e*erience; ne*t: searching /or @o. oenings through a ariet o/

!ethods; and then aing /or @o.s that aear to .e a suita.e !atch /or their uai/ications As

the rocess continues: aicants atte!t to JseK organiations on their a.iities: ,hie at the

sa!e ti!e coecting in/or!ation that ao,s the! to eauate the co!anies and the @o.s

)entua: the decide to accet or re@ect @o. o//ers

Or"an!at!on Appl!ant

65

?acant of 5ew /osition 8ccurs

Received =ducation and

@hose 8ccupation 8ccurs

/erform Eob <nalysis and

/lan Recruiting =!ort

<c+uire =mployment

=Aperience



F!"ure ,7, & T#e Reru!tment %roe))

n the recruit!ent and seection rocess: the organiationHs and the indiiduaHs o.@ecties !acon/ict +he organiation is tring to eauate the candidateHs strengths and ,ea-nesses: .ut thecandidate is tring to resent on strengths %onerse: athough the candidate is tring to /erretout .oth the good and the .ad asects o/ the rosectie @o. and e!oer: the organiation !a re/er to reea on ositie asects n addition: each artHs o,n o.@ecties !a con/ict +he

organiation ,ants to treat the candidate ,e to increase the ro.a.iit or @o.Co//er accetance:et the need to eauate the candidate !a dictate the use o/ !ethods that aienate the rosect:such as .ac-ground inestigations or stress interie,s Anaogous: the aicant ,ants toaear oite and enthusiastic a.out the organiation to i!roe the ro.a.iit o/ receiing ano//er: .ut he or she !a aso ,ant to as- enetrating uestions a.out co!ensation:adance!ent: and the co!anHs /inancia heath and /uture

66

3enerate <pplicant /ool

via Internal or =Aternal

'earch for Eob 8penings

=valuate <pplicants via

<pply for Eobs

Impress <pplicants

Impress @ompany during

'election /rocess

Make 8!er

=valuate Eobs and @ompanies

<ccept or Re-ect Eob 8!ers



5ee6& +B

Leture No7 & +B

Leture Top!& Selet!on 1 Inter3!e:

!efinition of Selection

The Selection Process

)nitial Screening

(ompletion of the &pplication $orm

)nterviews

SELECTION 1 INTERVIE5

Def!n!t!on of Selet!on&

n hu!an resource anning ,e identi/ied our ersonne needs >nce these needs ,ere

esta.ished a @o. anasis ,as conducted: ,hich cari/ied the characteristics o/ @o.s .eing doneand the indiidua uaities necessar to do these @o.s success/u +his in/or!ation ,as then

used to recruit a oo o/ uai/ied aicants (e !ust no, .egin the rocess o/ thinning this set:

,hich is one o/ the !a@or o.@ecties o/ seection (e ,ant to assess our aicants against the

criteria esta.ished in @o. anasis in order to redict ,hich @o. aicants ,i .e success/u i/

hired

A seection actiities: /ro! the initia screening interie, to the hsica e*a!ination i/

reuired: e*ist /or the urose o/ !a-ing e//ectie seection decisions )ach actiit is a ste in

the rocess that /or!s a redictie e*ercise !anageria decision !a-ers see-ing to redict

,hich @o. aicants ,i .e success/u i/ hired uccess/u: in this case: !eans er/or!ing ,e

on the criteria the organiation uses to eauate ersonne For a saes osition: /or e*a!e: the

criteria shoud .e a.e to redict ,hich aicants ,i generate a high ou!e o/ saes; /or a

teaching osition as a uniersit ro/essor: the shoud redict ,hich aicants ,i get high

student eauations or generate !an highCuait u.ications or .oth

67



eection is a rocess o/ !easure!ent: decision !a-ing: and eauation +he goa o/ a ersonne

seection sste! is to .ring into an organiation indiiduas ,ho ,i er/or! ,e on the @o. A

good seection sste! !ust aso .e /air to !inorities and other rotected casses

+o hae an accurate and /air seection sste!: an organiation !ust use reia.e and aid!easures o/ @o. aicant characteristics n addition: a good seection sste! !ust incude a

!eans o/ co!.ining in/or!ation a.out aicant characteristics in a rationa ,a and roducing

correct hire and noChire decisions A good ersonne seection sste! shoud add to the oera

e//ectieness o/ the organiation

T#e Selet!on %roe))&

eection actiities tica /oo, a standard attern: .eginning ,ith an initia screening

interie, and concuding ,ith the /ina e!o!ent decision +he seection rocess tica

consists o/ eight stes<

1 nitia screening interie,2 %o!eting the aication /or!3 )!o!ent tests4 %o!rehensie interie,5 Bac-ground inestigation6 A conditiona @o. o//er7 Medica or hsica e*a!ination: and

8 +he er!anent @o. o//er

Faied to !eet !ini!u! uai/ications

nitia screening

Passed

Faied to co!ete aication or /aied @o. seci/ications

%o!eted aication

Passed

Faied test

68



)!o!ent test

Passed

Faied to i!ress interie,er andor !eet @o. e*ectations Passed

%o!rehensie interie,

%onditiona @o. o//er

Pro.e!s encountered

Bac-ground e*a!ination

i/ reuired

Passed

#e@ect aicant

n/it to do essentia ee!ents o/ @o. Medicahsica e*a!ination

i/ reuired conditiona

@o. o//er !ade

Note< nder the %o!rehensie Aroach: a stes A.e to er/or!

are co!eted .e/ore a hiring decision is !ade essentia ee!ents

o/ @o.

%ermanent >o= offer

69



E<#!=!t ,7,& T#e Selet!on %roe))

)ach ste reresents a decision oint reuiring so!e a//ir!atie /eed.ac- /or the rocess to

continue )ach stes in the rocess see-s to e*and the organiationHs -no,edge a.out the

aicantHs .ac-ground: a.iities: and !otiation: and it increases the in/or!ation /ro! ,hich

decision !a-ers ,i !a-e their redictions and /ina choice "o,eer: so!e stes !a .e

o!itted i/ the do not ied data that ,i aid in redicting success: or i/ the cost o/ the ste is not

,arranted Aicants shoud aso .e adised ,hat seci/ic screening ,i .e done: such as credit

chec-s: re/erence chec-ing: and drug tests +he /o, o/ these actiities is deicted in )*hi.it 11et us ta-e a coser oo- at each

In!t!al Sreen!n"< As a cu!ination o/ our recruiting e//orts: ,e shoud .e reared to initiate

a rei!inar reie, o/ otentia acceta.e candidates +his initia screening is: in e//ect: a

t,oCste rocedure< 1 the screening o/ inuiries and 2 the roision o/ screening interie,s

/ our recruiting e//ort has .een success/u: ,e ,i .e /aced ,ith a nu!.er o/ otentia

aicants Based on the @o. descrition and @o. seci/ication: so!e o/ these resondents can .eei!inated Factors that !ight ead to a negatie decision at this oint incude inadeuate or

inaroriate e*erience: or inadeuate or inaroriate education +here !ight aso .e other

Jred /agsK identi/ied: such as gas in the aicantHs @o. histor: !an .rie/ @o.s: or nu!erous

courses and se!inars instead o/ aroriate education

+he screening interie, is aso an e*ceent oortunit /or "#M to descri.e the @o. in enough

detai so the candidates can consider ,hether the are rea serious a.out aing haring @o.

descrition in/or!ation ,ith the indiidua /reuent encourages the unuai/ied or !argina

uai/ied to ountari ,ithdra, /ro! candidac: ,ith a !ini!u! o/ cost to the aicant or theorganiation %osts: too: can .e !ini!ied ,ith the screening interie, . using

ideocon/erencing

Another i!ortant oint during the initia screening hase is to identi/ a saar range Most

,or-ers are concerned a.out their saaries: and ,hie a @o. oening !a sound e*citing: a o,

70



saar !a recude an organiation /ro! o.taining e*ceent taent ?uring this hase: i/ roer

"#M actiities hae .een conducted: there shoud .e no need to !as- saar data

Complet!on of t#e Appl!at!on Form< >nce the initia screening has .een co!eted:aicants are as-ed to co!ete the organiationHs aication /or! +he a!ount o/ in/or!ation

reuired !a e on the aicantHs na!e: address and teehone nu!.er o!e organiations: on

the other hand: !a reuest the co!etion o/ a !ore co!rehensie e!o!ent ro/ie n

genera ter!s: the aicants hae .een doing during their adut i/e: their s-is: and their

acco!ish!ents

Aications are aso use/u in that the o.tain in/or!ation the co!an ,ants Additiona:

co!eting the aication seres as another hurde; that is: i/ the @o. reuires one to /oo,

directions and the indiidua /ais to do so on the aication: that is a @o.Created reason /or

re@ection ast: aications reuire a signature attesting to the truth/uness o/ the in/or!ation

gien: and to gie er!ission to chec- re/erences / at a ater oint the co!an /inds out the

in/or!ation is /ase: it can resut in the i!!ediate dis!issa o/ the indiidua

)!o!ent +ests< >rganiations historica reied to a considera.e e*tent on inteigence:

atitude: a.iit: and interest tests to roide !a@or inut to the seection rocess )en

hand,riting anasis grahoog and honest tests hae .een used in the atte!t to earn !ore

a.out the candidate in/or!ation that suosed eads to !ore e//ectie seection

Inter3!e:)&

(hether ,eHre discussing initia screening interie,s or co!rehensie interie,s: a co!!on

uestion arises< Are interie,s e//ectie /or gathering accurate in/or!ation /ro! ,hich seection

decision can .e !adeL +he interie, has roen to .e an a!ost uniersa seection too one

that can ta-e a nu!.er o/ /or!s +he can reoe around a oneConCone encounter .et,een the

interie,er and the aicant the traditiona interie, or inoe seera indiiduas ,ho

interie, an aicant at once the ane interie, nterie,s can /oo, so!e redeter!ined attern ,herein .oth the uestions and the e*ected resonses are identi/ied a situationa

interie, nterie,s can aso .e designed to create a di//icut eniron!ent in ,hich the

aicant is Jut to the testK to assess his or her con/idence ees +hese are /reuent re/erred

to as the stress interie,

71



rresectie o/ ho, the interie, is conducted: it is understood that /e, eoe get @o.s ,ithoutone or !ore interie,s +his is e*tre!e interesting gien that the aidit o/ the interie, as aseection too has .een the su.@ect o/ considera.e de.ate etHs oo- at the research /indingsregarding interie,s

THE EFFECTIVENESS OF INTERVIE5S

n/ortunate /or recruiters: interie, situation arenHt a,as this cut and dried #ather: !an

/actors enter into the dei.eration in deter!ining i/ a candidate is a Jgood /itK /or the

organiation Athough interie,s are tica art o/ eer @o. search rocess: su!!aries o/

research on interie,ing hae concuded that the reia.iit and aidit o/ interie,s are

72



genera o, ?esite its ouarit: the interie, is e*ensie: ine//icient: and o/ten not @o.

reated

More seci/ica: a reie, o/ he research has generated the /oo,ing concusions<

1 Prior -no,edge a.out the aicant can .ias the interie,erHs eauation2 +he interie,er o/ten hods a stereote o/ ,hat reresents a JgoodK aicant3 +he interie,er o/ten tends to /aor aicants ,ho share his or her o,n attitudes4 +he order in ,hich aicants interie,ed o/ten in/uences eauations5 +he order in ,hich in/or!ation is eicited in/uences eauations6 Negatie in/or!ation is gien undu high ,eight7 +he interie,er !a !a-e a decision as to the aicantHs suita.iit in the /irst /e,

!inutes o/ the interie,8 +he interie,er !a /orget !uch o/ the interie,Hs content ,ithin !inutes a/ter its

concusion9 tructured and ,eCorganied interie,s are !ore reia.e10 +he interie, is !ost aid in deter!ining an aicantHs organiationa /it: ee o/

!otiation: and interersona s-is

'eom!n" a More Effet!3e Inter3!e:er&

+he di//erences ,e hae descri.ed !an see! to cast a dar- coud oer the interie, But the

interie, is /ar /ro! ,orthess t can he us to .etter assess the candidate: as ,e as .e a

aua.e /or reaing in/or!ation to rosectie e!oees

For anone ,ho interie,s rosectie @o. candidates: ,hether as a recruiter in "#M or in an

other caacit: there are seera suggestions ,e can o//er /or i!roing the e//ectieness o/

interie,s

O=ta!n Deta!le( Informat!on A=out t#e o= for 5#!# Appl!ant) Are 'e!n" Inter3!e:e(&

(hen such in/or!ation unaaia.e: ou !a tend to re !ore on /actors ess reeant to the

@o.: ao,ing .ias to enter into the assess!ent ou shoud there/ore: at a !ini!u!: hae a co

o/ the recent osition descrition as an in/or!ation source ou are no, read to structure theinterie,

Struture t#e Inter3!e: So T#at t#e Inter3!e: Follo:) a Set %roe(ure& #eia.iit is

increased ,hen the interie, is designed around a constant structure A /i*ed set o/ uestions

shoud .e resented to eer aicant n the tradeCo// .et,een structure and consistenc ersus

73



nanostructure and /e*i.iit: structure and consistenc hae roed to .e o/ greater aue /or

seection uroses +he structured interie, aso aids ou in co!aring a candidatesH ans,ers

to a i-e uestion

Re3!e: t#e Can(!(ate) Appl!at!on Form an(or Re)ume& +his ste hes ou to create a

!ore co!ete icture o/ the aicant in ter!s o/ ,hat is reresented on the resu!eaication:

and ,hat the @o. reuires +his ,i he ou to identi/ seci/ic areas that need to .e e*ored in

the interie, For e*a!e: areas not cear de/ined on the resu!e .ut essentia /or @o. success

.eco!e a /oca oint /or interie, discussion

%ut t#e Appl!ant at Ea)e& Assu!e the aicant ,i .e nerous For ou to o.tain the -ind o/

in/or!ation ou ,i need: the aicant ,i hae to .e ut at ease ntroduce ourse/: and oen

,ith so!e s!a ta- i-e the ,eather: the tra//ic co!ing to the interie,: etc But .e care/u;

donHt enture into iega areas ,ith s!a ta- a.out the aicantHs /a!i Dee it i!ersonaR

A)6 Your ue)t!on)& +he uestions ou are as-ing shoud .e .ehaiora .ased uch

uestions are designed to reuire aicants to roide detaied descritions o/ their actua @o.

.ehaiors ou ,ant to eicit concrete e*a!es o/ ho, the aicant de!onstrates certain

.ehaiors: +he sa!e .ehaiors that are necessar /or success/u er/or!ance on the @o. /or

,hich the interie, is .eing hed / ou are unsatis/ied ,ith the aicantHs resonse: ro.e

deeer to see- ea.oration +he -e here is to et the aicant ta- A .ig !ista-e is to do !ost o/ the ta-ing ourse/ ?uring this art o/ the interie,: ta-e notes ien the roensit to /orget

,hat ,as actua said during the interie,: notes shoud .e ta-en +his ,i ead to increased

accurac in eauation

Conlu(e t#e Inter3!e:& et the aicant -no, that a o/ our uestioning is /inished

u!!arie ,hat ou hae heard /ro! the aicant: and gie the aicant an oortunit to

correct so!ething that is uncear; or discuss anthing that ou !a hae not addressed in the

interie, n/or! the aicant ,hat ,i haen ne*t in the rocess: and ,hen he or she can

e*ect to hear /ro! ou

Complete a %o)t-Inter3!e: E3aluat!on Form& Aong ,ith a structured /or!at shoud go a

standardied eauation /or! ou shoud co!ete this ite!C.Cite! /or! short a/ter the

74



interie,ee has dearted ,hie the in/or!ation and our notes are sti /resh in our !ind

+he in/or!ation on this eauation can then .e

su!!aried into an oera rating: or i!ression: /or the candidate +his aroach increases thei-eihood that the sa!e /ra!e o/ re/erence is aied to each aicant

5ee6& +.

Leture No7 & ,0

Leture Top!&

Tra!n!n" 1 Mana"ement De3elopment

75



!efinition of *mployee Training

*mployee development

Management !evelopment

Theories of ,earning

Principle of ,earning

TRAINING 1 MANAGEMENT DEVELO%MENT

Def!n!t!on of Emplo$ee Tra!n!n"&

+raining is a earning e*erience in that it see-s a reatie er!anent change in an indiidua

that ,i i!roe the a.iit to er/or! on the @o. (e tica sa training can inoe the

changing o/ s-is: -no,edge: attitudes: or .ehaior t !a !ean changing ,hat e!oees

-no,: ho, the ,or-: their attitudes to,ards their ,or-: or their interaction ,ith their co,or-ers

or suerisor

For our uroses: ,e ,i di//erentiate .et,een e!oee training and e!oee deeo!ent

/or one articuar reason Athough .oth are si!iar in the !ethods used to a//ect earning: their

ti!e /ra!es di//er +raining is !ore resentCda oriented; its /ocus is on indiiduasH current @o.s:

enhancing those seci/ic s-is and a.iities to i!!ediate er/or! their @o.s For e*a!e:

suose ou enter the @o. !ar-et during our senior ear o/ coege: ursuing a @o. as a

!ar-eting reresentatie Athough ou hae a degree in Mar-eting: ,hen ou are hired: so!e

training is in order eci/ica: ouH need to earn the co!anHs oicies and ractices:

roduct in/or!ation: and other ertinent seing ractices +his: . de/inition: is @o.Cseci/ictraining: or training that is designed to !a-e ou !ore e//ectie in our current @o.

Emplo$ee (e3elopment<

76



>n the other hand: genera /ocuses on /uture @o.s in the organiation As e*a!e: i/ ou

.eco!e a saes territor !anager: the s-is needed to er/or! that @o. are uite di//erent /ro!

those reuired /or seing the roducts No, ou ,i .e reuired to suerise a nu!.er o/ saes

reresentaties; reuiring a .roadC.ased -no,edge o/ !ar-eting and er seci/ic !anage!ent

co!etencies i-e co!!unication s-is: eauation e!oee er/or!ance: and disciining

ro.e! indiiduas As ou are groo!ed /or ositions o/ greater resonsi.iit: e!oee

deeo!ent e//orts ,i he reare ou /or that da

Mana"ement De3elopment&

Manage!ent deeo!ent is !ore /uture oriented: and !ore concerned ,ith education: than is

e!oee training: or assisting a erson to .eco!e a .etter er/or!ance B education: ,e !ean

that !anage!ent deeo!ent actiities atte!t to insti sound reasoning rocesses to

enhance oneHs a.iit to understand and interret -no,edge rather than i!arting a .od o/ seria /acts or teaching a seci/ic set o/ !otor s-is ?eeo!ent: there/ore /ocuses !ore on the

e!oeeHs ersona gro,th

uccess/u !anagers hae anatica: hu!an: concetua: and seciaied s-is +he are a.e to

thin- and understand +raining er se cannot oerco!e a !anagerHs or otentia !anagerHs

ina.iit to understand causeCandCe//ect reationshis: to snthesie /ro! e*erience: to isuaie

reationshis: or to thin- ogica As a resut: ,e suggest that !anage!ent deeo!ent .e

redo!inant an education rocess rather than a training rocess

+he ,ords redo!inant an education rocess shoud .e noted n contrast to ,hat ,e hae said

a.oe: certain actiities that !anagers engage in are rogra!!a.e: and training can .e he/u

Managers need good istening s-is: interie,ing co!etence: and the a.iit to read: anae:

and cassi/ tes o/ e!oee .ehaior +raining can i!roe these tes o/ s-is

n/ortunate: e//ectie !anage!ent reuires considera. !ore than the acuisition o/ an

seci/ic or seciaied s-is For the !ost art: there/ore: the !ethods /or deeoing e*ecuties

that ,e ,i consider are educationa and are intended to /oster the !anagerHs anatica and

concetua a.iities

T#eor!e) of Learn!n"&

earning is concerned ,ith .ringing a.out reatie er!anent change as a resut o/ e*erience

+his can .e done through direct e*erience . doing or indirect: through o.seration

77



#egardess o/ the !eans . ,hich earning ta-es ace: ,e cannot !easure earning er se (e

can on !easure the changes in attitudes and .ehaior that occur as a resut o/ earning For our

discussion: ,e ,i e!hasie ho, ,e earn rather than ,hat ,e earn

+,o !a@or theories hae do!inated earning research oer the ears >ne osition is the

cognitie ie, ts roonents argue that an indiiduaHs uroses or intentions direct his or her

actions +he other osition is the eniron!enta ersectie: ,hose roonents .eiee the

indiidua is acted uon and his or her .ehaior is a /unction o/ its e*terna conseuences

More recent an aroach has .een o//ered that .ends .oth o/ these theories earning is a

continuous interaction .et,een the indiidua and the articuar socia eniron!ent in ,hich he

or she /unctions +his is caed sociaCearning theor +his theor ac-no,edges that he can earn

. o.sering ,hat haens to other eoe and @ust .eing tod a.out so!ething: as ,e as .

direct e*eriences ince !uch o/ training is o.serationa in nature: this theor ,oud aear to

hae considera.e aication otentia

+he in/uence o/ !odes is centra to the sociaCearning ie,Coint #esearch indicates that

!uch o/ ,hat ,e hae earned co!es /ro! ,atching !odesCarents: teachers: eers: !otion

icture and teeision er/or!ers: .osses: and so /orth Four rocesses hae .een /ound to

deter!ine the in/uence a !ode ,i hae on an indiidua<

Attent!onal proe))e)< Peoe on earn /ro! a !ode ,hen the recognie and a attention to

its critica /eatures (e tend to .e !ost in/uenced . !odes that are attractie: reeated

aaia.e: that ,e thin- are i!ortant: or that ,e see as si!iar to us

Retent!on proe))e)< A !odeHs in/uence ,i deend on ho, ,e the indiidua re!e!.ers the

!odes action: een a/ter the !ode is no onger readi aaia.e

Motor repro(ut!on proe))e)< A/ter a erson has seen a ne, .ehaior . o.sering the !ode:

the ,atching !ust .e conerted to doing +his rocess then de!onstrates that the indiidua can

er/or! the !odeed actiities

78



Re!nforement proe))e)< ndiiduas ,i .e !otiated to e*hi.it the !odeed .ehaior i/

ositie incenties or re,ards are roided Behaiors that are rein/orced ,i gien !ore

attention: earned .etter: and er/or!ed !ore o/ten

%r!n!ple of Learn!n"&

Learn!n" !) en#ane( :#en t#e learner !) mot!3ate(< An indiidua !ust ,ant to earn (hen

that desire e*ists: the earner ,i e*ert a high ee o/ e//ort +here aears to .e aid eidence

to suort the adage: JYou an lea( a #or)e to :ater; =ut $ou ant ma6e #!m (r!n6 K

Learn!n" Re2u!re) Fee(=a6 < Feed.ac-: or -no,edge o/ resuts: is necessar so that earners

can correct their !ista-es Feed.ac- is .est ,hen it is i!!ediate rather than deaed; the sooner

indiiduas hae so!e -no,edge o/ ho, ,e the are er/or!ing: the easier it is /or the! toco!are er/or!ance to goas and correct their erroneous actions

#ein/orce!ent increases the i-eihood that a earned .ehaior ,i .e reeated< +he rincie o/

rein/orce!ent tes us that .ehaiors that are ositie rein/orced re,arded are encouraged and

sustained (hen the .ehaior is unished: it is te!orari suressed .ut is uni-e to .e

e*tinguished (hat is desired is to cone /eed.ac- to the earners ,hen the are doing ,hat is

right to encourage the! to -ee doing it

%rat!e !nrea)e) a learner) performane< (hen earners actua ractice ,hat the hae

read or seen: the gain con/idence and are ess i-e to !a-e errors or to /orget ,hat the hae

earned

Learn!n" =e"!n) rap!(l$; t#en plateau)< earning rates can .e e*ressed as a cure that usua

.egins ,ith a shar rise: then increases at a decreasing rate unti a ateau is reached earning is

er /ast at the .eginning: .ut then ateaus as oortunities /or i!roe!ent are reduced

Learn!n" mu)t =e tran)fera=le to t#e >o=< t doesnHt !a-e !uch sense to er/ect a s-i in thecassroo! and then /ind that ou canHt success/u trans/er it to the @o. +here/ore: trainingshoud .e designed /or trans/era.iit

79



5ee6& +.

Leture No7 & ,*

Leture Top!&

Determ!n!n" Tra!n!n" Nee() an( %r!or!t!e)

Whether there is a need for training?

&pprenticeship Programs

%ob )nstruction Training

80



DETERMINING TRAINING NEEDS AND %RIORITIES

No, that ,e hae an understanding o/ ,hat training shoud incude: ,e can oo- at ho, ,e

assess ,hether there is a need /or training (e roose that !anage!ent can deter!ine this .

ans,ering /our uestions< 1 (hat are the organiationHs goasL 2 (hat tas-s !ust .e

co!eted to achiee these goasL 3 (hat .ehaiors are necessar /or each @o. incu!.ent to

co!ete his or her assigned tas-sL 4 (hat de/iciencies: i/ an: do incu!.ents hae in the

s-is: -no,edge: or attitudes reuired to er/or! the necessar .ehaiorsL +hese uestions

de!onstrate the cose in- .et,een hu!an resource anning and deter!ination o/ training

needs Based on our deter!ination o/ the organiationHs needs: the te o/ ,or- that is to .e

done: and the te o/ s-is necessar to co!ete this ,or-: our training rogra! shoud /oo,natura >nce ,e can ans,er uestion 4: ,e hae a gras o/ the e*tent and nature o/ our

training needs

+he !ost ,ide used !ethods o/ training ta-e ace on the @o. +his can .e attri.uted to the

si!icit o/ such !ethods and the i!ression that the are ess cost to oerate >nCtheC@o.

training aces the e!oees in an actua ,or- situation and !a-es the! aear to .e

i!!ediate roductie t is earning . doing For @o.s that either are di//icut to si!uate or

can .e earned uic- . ,atching and doing: onCtheC@o. training !a-es sense

Apprent!e)#!p %ro"ram)< Peoe see-ing to enter s-ied trades to .eco!e: /or e*a!e:

u!.ers: eectricians: or iron,or-ersCare o/ten reuired to undergo arenticeshi training

.e/ore the are acceted to @ourne!an status

o= In)trut!on Tra!n!n"< ?uring (ord (ar : a sste!atic aroach to onCtheC@o. training

,as deeoed to reare suerisors to train oeraties +his aroach: caed @o. instruction

training E+: ,as art o/ the +raining ,ithin ndustr rogra! E+ consists o/ /our .asic stes<1 Prearing the trainees . teing the! a.out the @o. and oerCco!ing their uncertainties; 2

resenting the instruction: giing essentia in/or!ation in a cear !anner; 3 haing the trainees

tr out the @o. to de!onstrate their understanding; and 4 acing the ,or-ers into the @o.: at

their o,n: ,ith a designated resource erson to ca uon shoud the need assistance +he

seuence o/ these actiities is sho,n in Figure 11

81



'ASICS OF INSTRUCTION ESSENTIALS OF LEARNING

P#)PA#) M>+QA+>N

• Brea- do,n the @o.

• Preare an instruction an

• Put the earner at east

P#))N+ N?)#+AN?N

• +e

• ho,

• ?e!onstrate

• )*ain

+# >+ PA#+%PA+>N

• "ae the earner Jta- throughH the @o.

• "ae the earner instruct the suerisor

on ho, the @o. is done

• et the earner do the @o.

• Proide /eed.ac- .oth ositie and negatie

• et the earner ractice

F>>( P APP%A+>N

• %hec- rogress /reuent at /irst

• +e the earner ,ho! to go to /or he

82



• radua taer o// rogress chec-s

F!"ure& ,7, IT In)trut!onLearn!n" Se2uene

5ee6& +

Leture No7 & ,B

Leture Top!& Off-t#e-o= Tra!n!n"

(lassroom ,ectures

-ideos and $ilms

Simulation *+ercises

(omputer./ased Training

-estibule Training

83



Programmed )nstruction

*mployee !evelopment Methods

OFF-THE-O' TRAINING

>//CtheC@o. training coers a nu!.er o/ techniues cassroo! ecture: /i!s: de!onstrations:

case studies and other si!uation e*ercises: and rogra!!ed instruction +he /aciities needed

/or each techniue ar /ro! a s!a: !a-eshi/t cassroo! to an ea.orate deeo!ent center

,ith arge ecture has: sue!ented . s!a: con/erence roo!s ,ith sohisticated

instructiona technoog eui!ent (e hae su!!aried the !a@orit o/ these !ethods in

)*hi.it 12 Because o/ its gro,ing ouarit in todaHs technoogCoriented organiations:

ho,eer: rogra!!ed instruction ,arrants a coser oo-

Cla))room Leture)< ectures designed to co!!unicate seci/ic interersona:

technica: or ro.e!Csoing s-is

V!(eo) an( F!lm)< sing arious !edia roductions to de!onstrate seciaied s-is

that are not easi resented . other training !ethods

S!mulat!on E<er!)e)< +raining that occurs . actua er/or!ing the ,or- +his !a

incude case anasis: e*erientia e*ercises: rie aing: or grou

decision !a-ing

Computer-'a)e( Tra!n!n"< i!uating ,or- eniron!ent . rogra!!ing a co!uter to

i!itate so!e o/ the reaities o/ the @o.

Ve)t!=ule Tra!n!n"< +raining on actua eui!ent used on the @o.: .ut conducted a,a

/ro! the actua ,or- setting a si!uated ,or- station

84



%ro"ramme( In)trut!on< %ondensing training !aterias into high organied: ogica

seuences Ma incude co!uter tutorias: interactie ideo dis-s:

or irtua reait si!uations

E<#!=!t ,7/ Off-t#e->o= tra!n!n" met#o()

Emplo$ee De3elopment Met#o()<

o!e deeo!ent o/ an indiiduaHs a.iities can ta-e ace on the @o. (e ,i reie, seera

!ethods: three ouar onCtheC@o. techniues @o. rotation: assistantCto ositions: and co!!ittee

assign!ents and three o//CtheC@o. !ethods ecture courses and se!inars: si!uation e*ercises:

and outdoor training

o= Rotat!on< Eo. rotation inoes !oing e!oees to arious ositions in the organiation

in an e//ort to e*and their s-is: -no,edge: and a.iities Eo. rotation can .e either horionta

or ertica Qertica rotation is nothing !ore than ro!oting a ,or-er into a ne, osition n this

chater: ,e ,i e!hasie the horionta di!ension o/ @o. rotation: or ,hat !a .e .etter

understood as a shortCter! atera trans/er

Eo. rotation reresents an e*ceent !ethod /or .roadening an indiiduaHs e*osure to co!an

oerations and /or turning a seciaist into a generaist n addition to increasing the indiiduaHse*erience and ao,ing hi! or her to a.sor. ne, in/or!ation: it can reduce .oredo! and

sti!uate the deeo!ent o/ ne, ideas t can aso roide oortunities /or a !ore

co!rehensie and reia.e eauation o/ the e!oee . his or her suerisors

A))!)tant-To %o)!t!on< )!oees ,ith de!onstrated otentia are so!eti!es gien the

oortunit to ,or- under a seasoned and success/u !anager: o/ten in di//erent areas o/ the

organiation (or-ing as sta// assistants or: in so!e cases sering on Jsecia .oards:K these

indiiduas er/or! !an duties under the ,atch/u ee o/ a suortie coach n doing so: these

e!oees get e*osure to a ,ide ariet o/ !anage!ent actiities and are groo!ed /or

assu!ing the duties o/ the ne*t higher ee

Comm!ttee A))!"nment< %o!!ittee assign!ents can roide an oortunit /or the e!oee

to share in decision !a-ing: to earn . ,atching others: and to inestigate seci/ic

organiationa ro.e!s (hen co!!ittees are o/ a te!orar nature: the o/ten ta-e on tas-C

/orce actiities designed to dee into a articuar ro.e!: ascertain aternatie soutions: and

85



!a-e a reco!!endation /or i!e!enting a soution +hese te!orar assign!ents can .e .oth

interesting and re,arding to the e!oeeHs gro,th

Aoint!ent to er!anent co!!ittees increases the e!oeeHs e*osure to other !e!.ers o/

the organiation: .roadens his o/ her understanding: and roides an oortunit gro, and !a-ereco!!endations under the scrutin o/ other co!!ittee !e!.ers n addition to the onCtheC@o.

techniues descri.ed a.oe: ,e ,i .rie/ discuss three o/ the !ore ouar ones< ecture

courses and se!inars: si!uations: and outdoor training

Leture Cour)e) an( Sem!nar)< +raditiona /or!s o/ instruction Oreoed around /or!a

ecture courses and se!inars +hese o//ered an oortunit /or indiiduas to acuire -no,edge

and deeo their concetua and anatica a.iities For !an organiations: the ,ere o//eredC

inChouse . the organiation itse/: through outside endors: or .oth

S!mulat!on)< i!uations ,ere reious cited in )*hi.it 12 as a training techniue (hie

critica in training e!oees on actua ,or- e*eriences: si!uations are ro.a. een !ore

ouar /or e!oee deeo!ent +he !ore ,ide used si!uation e*ercises incude case

studies: decision ga!es: and roe as

Out(oor Tra!n!n"< A 1990s trend in e!oee deeo!ent has .een the use o/ outdoor

so!eti!es re/erred to as ,iderness or suria training +he ri!ar /ocus o/ such training isto teach trainees the i!ortance o/ ,or-ing together; geing as a tea! >utdoor trainingtica inoes so!e !a@or e!otiona and hsica chaenge +his coud .e ,hiteC,ater ra/ting: !ountain ci!.ing: aintC.a ga!es: or suriing a ,ee- in the J@ungeK +he urose o/ such training is to see ho, e!oees react to the di//icuties that nature resents to the! ?othe /ace these dangers aoneL ?o the J/rea-KL >r are the controed and success/u inachieing their goaL +he reait is that todaHs .usiness eniron!ent does not er!it e!oeesto Jstand aoneK +his has rein/orced the i!ortance o/ ,or-ing cose ,ith one another .uiding trusting reationshis: and succeeding as a !e!.er o/ a grou

86



5ee6& +Leture No7 & ,.

Leture Top!&

E3aluat!on t#e effet!3ene)) of tra!n!n" pro"ram

Post.Training Performance Method0

Pre.Post.Training Performance Method

Pre.Post.Training Performance with (ontrol 1roup Method

87



EVALUATION THE EFFECTIVENESS OF TRAINING %ROGRAM

(eH e*ore three ouar !ethods o/ eauating training rogra!s +hese are the ostCtraining

er/or!ance !ethod: the reCostCtraining er/or!ance !ethod: and the reCostCtraining

er/or!ance ,ith contro grou !ethod

%o)t-Tra!n!n" %erformane Met#o(< +he /irst aroach is re/erred to as the ostCtraining

er/or!ance !ethod ParticiantsH er/or!ance is !easured a/ter attending a training rogra! to

deter!ine i/ .ehaiora changes hae .een !ade For e*a!e: assu!e ,e roide a ,ee-Cong

se!inar /or "#M recruiters on structured interie,ing techniues (e !a attri.ute the! the

rogra! ,ere used: and ho, / changes did occur: ,e !a attri.ute the! to the training But

caution !ust .e in order: /or ,e cannot e!hatica state that the change in .ehaior ,as

direct reated to the training >ther /actors: i-e reading a current "#M @ourna or attending a resentation at a oca ociet o/ "u!an #esource Manage!ent: !a hae aso in/uenced the

change According: the ostCtraining er/or!ance !ethod !a oerstate the .ene/its o/

training

%re-%o)t-Tra!n!n" %erformane Met#o(< n the reCost training er/or!ance !ethod: each

articiant is eauated rior to training and rated on actua @o. er/or!ance A/ter instruction

o/ ,hich the eauator has .een -et una,are is co!eted: the e!oee is reeauated As

,ith the ostCtraining er/or!ance !ethod: the increase is assu!ed to .e attri.uted to the

instruction "o,eer: in contrast to the ostCtraining er/or!ance !ethod: the reCost

er/or!ance !ethods deas direct ,ith @o. .ehaior

%re-%o)t-Tra!n!n" %erformane :!t# Control Group Met#o(< +he !ost sohisticated

eauatie aroach is the reCostCer/or!ance ,ith contro grou !ethod nder this

eauation !ethod: t,o grous are esta.ished ad eauated on actua @o. er/or!ance Me!.ers

o/ the contro grou ,or- on the @o. .ut do not undergo instruction >n the other hand: the

e*eri!enta grou is gien the instruction At the concusion o/ training: the t,o grous are

reeauated / the training is rea e//ectie: the e*eri!enta grouHs er/or!ance ,i haei!roed: and its er/or!ance ,i .e su.stantia .etter than that o/ the contro grou +his

aroach atte!ts to correct /or /actors: other than the instruction rogra!: that in/uence @o.

er/or!ance

88



Athough a nu!.er o/ !ethods /or eauation training and deeo!ent rogra!s !a e*ist:

these three aear to .e the !ost ,ide recognied Further!ore: the atter t,o !ethods are

re/erred: .ecause the roide a stronger !easure o/ .ehaiora change direct attri.uta.e to

the training e//ort

5ee6& ,+

Leture No7 & ,

Leture Top!& Career De3elopment

)ndividual versus 'rgani2ational Perspective

(areer !evelopment0 -alue for the 'rgani2ation

Reduces *mployee $rustration

(areer !evelopment0 -alue for the )ndividual

89



CAREER DEVELO%MENT

Intro(ut!on&

%areer deeo!ent is i!ortant to us a (e -no, that eoe so!eti!es hae di//icutiesachieing their career goas +his re/ects the ne, and une*ected co!e*ities that !anagers

!ust no, con/ront in their e//orts to !o.iie and !anage their e!oees +he historica .eie/s

that eer e!oee ,oud @u! at the chance /or a ro!otion: that co!etent eoe ,i

so!eho, e!erge ,ithin the organiation to /i arising acancies: and that a aua.e e!oee

,i a,as .e a aua.e e!oee are no onger true i/estes: too: are changing (e are

.eco!ing increasing a,are o the di//erent needs and asirations o/ e!oees / "#M

reresentaties are to .e assured that the ,i hae co!etent and !otiated eoe to /i the

organiationHs /uture needs: the shoud .e increasing concerned ,ith !atching the career

needs o/ e!oees ,ith the reuire!ents o/ the organiation

+he ter! career has a nu!.er o/ !eanings n ouar usage it can !ean adance!ent J"eHs

!oing u in his careerH: a ro/ession Jhe has chosen a career in !edicineK: or sta.iit oer

ti!e career !iitar For our uroses: ,e ,i de/ine career as Jthe attern o/ ,or-Created

e*eriences that san the course o/ a ersonHs i/e sing this de/inition: it is aarent that ,e a

hae or ,i hae careers +he concet is as reeant to transient: uns-ied a.orers as it is to

engineers and hsicians For our uroses there/ore: an ,or-: aid or unaid: ursued oer an

e*tended eriod o/ ti!e: can constitute a career n addition to /or!a @o. ,or-: careers can

incude schoo,or-: ho!e!a-ing: or ounteer ,or- Further!ore: career success is de/ined not

on o.@ectie in ter!s o/ ro!otion: .ut aso su.@ectie: in ter!s o/ satis/action

In(!3!(ual 3er)u) Or"an!at!onal %er)pet!3e&

+he stud o/ careers ta-es on a er di//erent orientation: deending on ,hether it is ie,ed

/ro! the ersectie o/ the organiation or o/ the indiidua A -e uestion in career

deeo!ent: then: is: J(ith ,hose interests are ,e concernedLK Fro! an organiationa or

"#M ie,oint: career deeo!ent inoes trac-ing career aths and deeoing career

adders "#M see-s in/or!ation to direct and to !onitor the rogress o/ secia grous o/

e!oees: and to ensure that caa.e ro/essiona: !anageria: and technica taent ,i .e

aaia.e to !eet the organiationHs needs %areer deeo!ent /ro! the organiationHs

ersectie is aso caed organiationa career anning

n contrast: indiidua career deeo!ent: or career anning: /ocuses on assisting indiiduas to

identi/ their !a@or goas and to deter!ine ,hat the need to do to achiee these goas Note that

90



in the atter case the /ocus is entire on the indiidua and incudes his or her i/e outside the

organiation: as ,e as inside o ,hie organiationa career deeo!ent oo-s at indiiduas

/iing the needs o/ the organiation: indiidua career deeo!ent address each indiiduaHs

ersona ,or- career and other i/este issues For instance: an e*ceent e!oee: ,hen

assisted in .etter understanding his or her needs and asirations through interest inentories: i/eC

anning anasis: and counseing: !a een decide to eae the organiation i/ it .eco!es

aarent that career asirations can .e .est achiee outside the e!oing organiation

Career De3elopment& Value for t#e Or"an!at!on

Assu!ing that an organiation aread roides e*tensie e!oee deeo!ent rogra!s: ,h

shoud it need to consider a deeo!ent rogra! as ,eL A ongCter! career /ocus shoud

increase the organiationHs e//ectieness in !anaging its hu!an resources More seci/ica: ,e

can identi/ seera ositie resuts that can accrue /ro! a ,eCdesigned career deeo!ent rogra!

En)ure) Nee(e( Talent 5!ll 'e A3a!la=le< %areer deeo!ent e//orts are consistent ,ith: and

are a natura e*tension o/: strategic and e!o!ent anning %hanging sta// reuire!ents oer

the inter!ediate and ong ter! shoud .e identi/ied ,hen the co!an sets ongCter! goas and

o.@ecties (or-ing ,ith indiidua e!oees to he the! aign their needs and asirations

,ith those o/ the organiation ,i increase the ro.a.iit that the right eoe ,i .e aaia.e

to !eet the organiationHs changing sta//ing reuire!ents

Impro3e) t#e Or"an!at!on) A=!l!t$ to Attrat an( Reta!n H!"#-talent Emplo$ee)<

>utstanding e!oees ,i a,as .e scarce: and there is usua considera.e co!etition to

secure their serices uch indiiduas !a gie re/erence to e!oers ,ho de!onstrate a

concern /or their e!oeesH /uture / aread e!oed . an organiation that o//ers career

adice: these eoe !a e*hi.it greater oat and co!!it!ent to their e!oer !ortant:

career deeo!ent aears to .e a natura resonse to the rising concern . e!oees /or the

uait o/ ,or- i/e and ersona i/e anning As !ore indiiduas see- @o.s that o//er

chaenge: resonsi.iit: and oortunities /or adance!ent: reaistic career anning .eco!esincreasing necessar Additiona: socia aues hae changed so that !ore !e!.ers o/ he

,or- /orce no onger oo- at their ,or- in isoation +heir ,or- !ust .e co!ati.e ,ith their

ersona and /a!i interests and co!!it!ents Again: career deeo!ent shoud resut in a

.etter indiidua organiation !atch /or e!oees and thus ead to ess turnoer

91



En)ure) t#at M!nor!t!e) an( 5omen Get Opportun!t!e) for Gro:t# an( De3elopment< As

discussed in reious chaters: eua e!o!ent oortunit egisation and a//ir!atieCaction

rogra!s hae de!anded that !inorit grous and ,o!en receie oortunities /or gro,th and

deeo!ent that ,i reare the! /or greater resonsi.iities ,ithin the organiation +he /air

e!o!ent !oe!ent has sered as a catast to career deeo!ent rogra!s targeted /or

these secia grous #ecent egisation: such as the A!ericans ,ith ?isa.iities Act: o//ers and

een greater organiationa career chaenge Further!ore: courts /reuent oo- at an

organiationHs career deeo!ent e//orts ,ith these grous ,hen ruing on discri!ination suits

Re(ue) Emplo$ee Fru)trat!on< Athough the educationa ee o/ the ,or- /orce has risen: so

too: hae their occuationa asirations "o,eer: eriods o/ econo!ic stagnation and increased

concern . organiations to reduce costs hae aso reduced oortunities +his has increased

/rustration in e!oees ,ho o/ten see a signi/icant disarit .et,een their asirations and

actua oortunities (hen organiations cut costs . do,nsiing: career aths: career trac-s:and career adders o/ten coase %areer counseing can resut in !ore reaistic: rather than

raised: e!oee e*ectations

En#ane) Cultural D!3er)!t$< +he ,or- /orce in the ne*t decade ,i ,itness a !ore aried

co!.ination o/ race: nationait: se*: and aues in the organiation )//ectie organiationa

career deeo!ent roides access to a ees o/ the organiation /or !ore aried tes o/

e!oees )*tended career oortunities !a-e cutura diersit: and the areciation o/ it: an

organiationa reait

%romote) Or"an!at!onal Goo(:!ll< / e!oees thin- their e!oing organiations are

concerned a.out their ongCter! ,eC.eing: the resond in -ind . ro@ecting ositie i!ages

o/ the organiation into other areas o/ their oes eg: ounteer ,or- in the co!!unit For

instance: (at ,or-s /or a ongCdistance hone career "e aso coaches itte eague .ase.a

,ith other arents in the co!!unit (hen he e*resses his trust o/ the hone co!an: .ecause

o/ their e*ressed career interest: his /riends !ight consider roosed rate hi-es in a toerant

ight

Career De3elopment& Value for t#e In(!3!(ual

)//ectie career deeo!ent is aso i!ortant /or the indiidua n /act: as ,eHe reious

!entioned: it is !ore i!ortant toda than eer Because the de/initions o/ careers and ,hat

constitutes success hae changed: the aue o/ indiidua career deeo!ent rogra!s has

e*anded %areer success !a no onger .e !easured !ere . an e!oeeHs inco!e or

92



hierarchica ee in an organiation %areer success !a no, incude using oneHs s-is and

a.iities to /ace e*anded chaenges: or haing greater resonsi.iities and increased autono!

in oneHs chosen ro/ession ntrinsic career deeo!ent: or Jschic inco!eK: is desired .

conte!orar ,or-ers see- interesting and !eaning/u ,or-; such interest and !eaning are

o/ten deried /ro! a sense o/ .eing the architect o/ oneHs o,n career

Stage 07ternal 0vent Internal 0vent

)*oration Adice and e*a!es o/ reaties:

teachers: /riends: and coaches

Actua successes and /aiures in

schoo: sorts and ho..ies

Actua choice o/ education ath

ocationa

schoo: coege: !a@or: ro/essiona

schoo

?eeo!ent o/ se/Ci!age o/ ,hat

one J!ightK .e ,hat sort o/ ,or-

,oud .e /un

e/Cassess!ent o/ o,n taents and

i!itations

?eeo!ent o/ a!.itions: goas:

!oties: drea!s

+entatie choices and co!!it!ents:

changes

)sta.ish!ent )*icit search /or a @o.

Accetance o/ a @o.

nduction and orientation

Assign!ent to /urther training or

/irst @o.

Acuiring isi.e @o. and

organiationa !e!.ershi traing

? %ard: ar-ing stic-er: uni/or!:

organiationa !anua

First @o. assign!ent: !eeting the

.oss and coC,or-ers

hoc- o/ entering the Jrea ,ordK

nsecurit around ne, tas-s o/

interie,ing:

aing: .eing tested: /acing .eing

turned do,n

Ma-ing a JreaK choice; to ta-e a @o.

or not;

,hich @o.; /irst co!!it!ent

Fear o/ .eing tested /or the /irst ti!e

under rea conditions: and /ound outto .e a /raud

#eait shoc-C,hat the ,or- is rea

93



earning eriod: indoctrination

Period o/ /u er/or!ance Jdoing

the @o.K

i-e: doing the Jdirt ,or-K

For!ing a career strateg: ho, Jto

!a-e itKC

,or-ing hard: /inding !entors:con/or!ing to an organiation:

!a-ing a contri.ution

+his is JreaK ,hat H! doing !aters

Feeing o/ success or /aiure going

uhi: either chaenging or

e*hausting

?ecision to eae organiation i/

things do not oo- ositie

Feeing o/ .eing acceted /u . the

organiation: Jhaing !a-e itK

satis/action o/ seeing J! ro@ectK

MidC%areer eeing o//: trans/er: andor

ro!otion

)ntering a eriod o/ !a*i!u! roductiit

Beco!ing !ore o/ a teacher!entor

than a earner

)*icit signs /ro! .oss and coC

,or-ers that oneHs rogress has ateaued

Period o/ setting in or ne, a!.itions

.ased on se/Cassess!ent

More /eeing o/ securit: rea*ation:

.ut .anger o/ eeing o// and

stagnation

+reat /ro! ounger: .etter trained:

!ore energetic: and a!.itious

ersons JA! too od /or ! @o.L

Possi.e thoughts o/ Jne, asturesK

and ne, chaenges J(hat do

rea ,ant to doL

(or-ing through !idCi/e crisis

to,ard greater accetance o/ onese/

and others

Jt is ti!e to gie u on ! drea!sL

houd sette /or ,hat haeL

ate %areer Eo. assign!ents dra,ing ri!ari Pschoogica rearation /or

94



on !aturit on @udg!ent

More @o.s inoing teaching others

retire!ent

?eceeration in !o!entu!

Finding ne, sources o/ se/C

i!roe!ent o// the @o.: ne, sources

o/ @o. satis/action through teaching

others

?ecine For!a rearation /or retire!ent

#etire!ent rituas

earning to accet a reduced roe and

ess resonsi.iit

earning to ie a ess structured i/e

Ne, acco!!odations to /a!i and

co!!unit

5ee6& ,+

Leture No7 & /+

Leture Top!&

Internal an( E<ternal E3ent) an( Career Sta"e)

Suggestions for More *ffective 'rgani2ational (areer !evelopment

(hallenging )nitial %obs

!issemination of (areer 'ption )nformation

%ob Postings

&ssessment (enters

INTERNAL AND EKTERNAL EVENTS AND CAREER STAGES

Su""e)t!on) for More Effet!3e Or"an!at!onal Career De3elopment&

95



(e ,i no, consider the !ethods or toos that !anagers can utiie to .etter !atch the career

needs o/ their su.ordinates ,ith the reuire!ents o/ their organiation (hie these suggestions

are not roosed to .e aCenco!assing: the are a soid reresentation o/ the .etterC-no,n

career deeo!ent !ethods

C#allen"!n" In!t!al o=)&

C#allen"!n" >o=)< +here is an increasing .od o/ eidence indicating that e!oees ,ho

receie esecia chaenging @o. assign!ents ear in their careers do .etter on ater @o.s More

seci/ica: the degree o/ sti!uation and chaenge in a ersonHs initia @o. assign!ent tends to

.e signi/icant reated to ater career success and retention in the organiation Aarent:

initia chaenges: articuar i/ the are success/u !et: sti!uate a erson to er/or! ,e in

su.seuent ears

As ,e noted in Part 2 o/ this .oo- in our discussion o/ hu!an resource anning: @o. anasis

recruit!ent: and seection: there are de/inite .ene/its /or !anagers ,ho correct /i ositions

,ith indiiduas ,ho hae the aroriate a.iities and interests to satis/ the @o.Hs de!ands

ien the rior eidence: !anagers shoud .e een !ore concerned ,ith the !atch /or ne,

e!oees and those @ust .eginning their e!o!ent careers uccess/u ace!ent at this stage

shoud roide signi/icant adantages to .oth the organiation and the indiidua

D!))em!nat!on of Career Opt!on Informat!on&

Un(er)tan(!n" areer opt!on)< urrising: !an e!oees ac- an su.stantie in/or!ation

a.out career otions ,hat the -no, is o/ten a co!.ination o/ !ths and /acts acuired through

/riends: coC,or-ers: reaties: and the ouar !edia

As !anagers identi/ career aths that success/u e!oees /oo, ,ithin the organiation: the

shoud !a-e this in/or!ation aaia.e /: /or e*a!e: the organiation re/ers candidates /or !iddeC!anage!ent ositions to hae had so!e @o. e*osure in the !anu/acturing side o/ the

.usiness as ,e as e*erience deaing ,ith .udgets and /inancia issues: this in/or!ation shoud

.e disse!inated

96



uch aid and reia.e data ,i .e o/ !ore he to the oung: u,ard a!.itions e!oee

than: sa: so!e coC,or-erHs o//hand co!!ent that Jthis co!an /aors ,eCrounded eoe /or

ro!otionsK

(i the disse!ination o/ career otion in/or!ation Jturn o//K the a!.itious e!oee ,ho /inds

that the organiation desires s-is that he or she ac-sL +here is the ris- that it !ight t !a

/righten ou: i/ ou asire to a toC!anage!ent osition in our /ir!: to earn that our

organiation e*ects its senior e*ecuties to sho, outstanding a.iities in !eeting ,ith the

!edia: giing interie,s: resonding to uestions ,ithout rearation: and testi/ing in /ront o/

congressiona co!!ittees "o,eer: it !a .e @ust the sti!uus to direct ou to ta-e courses in

u.ic sea-ing and de.ate: to get inoed in co!!unit a//airs: or to see- out a oneCear

secia assign!ent ,ithin the co!an to ,or- on a u.ic reations ro@ect Eust as the oenness

and truth/uness in reaistic @o. reie,s he increase the @o. tenure o/ ne, e!oees:

!anagers increase the ro.a.iit o/ -eeing good e!oees . !a-ing aaia.e to the!reaistic in/or!ation a.out the success/u career aths that ast e!oees hae /oo,ed and

that /uture e!oees shoud consider

o= %o)t!n")&

%o)t!n" >o=)< +o roide in/or!ation to a e!oees a.out @o. oenings: !anagers can use @o.

osting >rganiations that ost @o.s tica use .uetin .oard disas: .ut the !a aso useco!an u.ications and si!iar ehices +he osting ists the a.iities: e*erience: and

seniorit reuire!ents to uai/ /or acancies

%onsistent ,ith the idea that /u in/or!ation on acancies is a good hu!an resource ractice:

@o. osting roides a channe . ,hich the organiation ets e!oees -no, ,hat @o.s are

aaia.e and: /or /uture re/erence: ,hat reuire!ents the ,i hae to /u/i to achiee the

ro!otions to ,hich the !a asire Additiona: a @o.Costing sste! is tangi.e eidence

that the organiation is noti/ing ,o!en and !inorities o/ the aaia.iit o/ !ore desira.e @o.s

A))e))ment Center)&

97



A))e))!n" per)onnel< (e hae discussed the assess!ent center .oth as a seection deice and as

!anage!ent deeo!ent t aso has reeance as a career deeo!ent too

B utting eoe through assess!ent centers ,e o.tain o.sera.e eidence o/ their a.iit todo a certain @o. Additiona: and o/ten oeroo-ed: is the /act that this techniue a!ost a,as

uses interna assessor: indiiduas earn ho, to o.sere .ehaior care/u: to !a-e in/erences

/ro! o.serations: and to gie /eed.ac- to the assesses

+here/ore the rocess hes to .uid the i!ortant !anageria s-is necessar /or er/or!ance

araisa )en !ore i!ortant: it !a-es assessors !ore a,are o/ ,hat is inoed in the

rocess o/ deeo!ent and this a,areness can roide aua.e insights into their o,n career

deeo!ent

5ee6& ,,

Leture No7 & /,

Leture Top!& Step) !n Mana"!n" $our Career

!o 1ood Wor#3 Present the Right )mage

,earn the Power Structure3 1ain (ontrol of 'rgani2ational Resources

Stay -isible3 !ont Stay Too ,ong in 4our $irst %ob

$ind a Mentor3 Support 4our /oss

Stay Mobile3 Thin# ,aterally

STE%S IN MANAGING YOUR CAREER

(e: as !an authors: ,ith ,e had a /ooroo/ rocess to gie ou Nothing ,oud !a-e our @o.s

easier than i/ ,e coud sa e!hatica: /oo, these stes and ouH .e guaranteed career

98



success >/ course: ,e a -no, that such a guarantee coud neer .e gien But thatHs not to

i! that achieing our career goas are e/t si! to change nstead: there are suggestions

on ho, to JsericeK in !ost organiations: as ,e as ,as that ou !ight use to !a-e inroads

to,ard .uiding a success/u career see )*hi.it 11

eect our First Eo. Eudicious< A /irst @o.s are not ai-e (here ou .egin in the organiation

has an i!ortant e//ect on our su.seuent career rogress eci/ica: eidence suggests that

i/ ou hae a choice: ou shoud seect a o,er/u deart!ent as the ace to start our career A

o,er deart!ent is one ,here crucia and i!ortant decisions are !ade / ou start out in

deart!ents that are high in o,er ,ithin the organiations: ouHre !ore i-e to adance in the

organiation and uti!ate throughout our career

Do Goo( 5or6& ood ,or- er/or!ance is a necessar .ut not su//icient condition /or career

success +he !argina er/or!er !a .e re,arded in the short ter!: .ut his or her ,ea-nesses

are .ound to sur/ace eentua and cut o// career adance!ent our good ,or- er/or!ance is

no guarantee o/ success: .ut ,ithout it: the ro.a.iit o/ a success career is o,

%re)ent t#e R!"#t Ima"e& Assu!ing that our ,or- er/or!ance is in ine ,ith other success/u

e!oees: the a.iit to aign our i!age ,ith that sought . the organiation is certain to .e

interreted ositie ou shoud assess the organiationHs cuture so that ou can deter!ine

,hat the organiation ,ants and aues +hen ou need to ro@ect that i!age in ter!s o/ ste o/

dress; organiationa reationshis that ou shoud and shoudnHt cutiate; ,hether ou shoud ro@ect a ris-Cta-ing or ris-Caerse stance; ,hether ou shoud aoid: toerate: or encourage

con/ict; the i!ortance o/ getting aong ,e ,ith others; ad so /orth

Learn t#e %o:er Struture& +he authorit reationshis de/ined . the organiationHs /or!a

structure: as sho,n . an organiationa chart: e*ain on art o/ the in/uence atterns ,ithin

an organiation tHs o/ eua or greater i!ortance to -no, and understand the organiationHs

o,er structure ou need to earn J,hoHs rea in charge: ,ho has the goods on ,ho!: ,hat

are the !a@or de.ts and deendenciesK a things that ,onHt .e re/ected in neat .o*es on theorganiation chart >nce ou hae this -no,edge: ou can ,or- ,ithin the o,er structure ,ith

!ore s-i and ease

Ga!n Control of Or"an!at!onal Re)oure)& +he contro o/ scarce and i!ortant organiationa

resource is a source o,er Dno,edge and e*ertise are articuar e//ectie resources to

99



contro +he !a-e ou !ore aua.e to the organiation and there/ore !ore i-e to gain @o.

securit and adance!ent

Sta$ V!)!=le& Because the eauation o/ er/or!ance e//ectieness can .e er su.@ectie: itHsi!ortant that our .oss and those in o,er in the organiation .e !ade a,are o/ our

contri.utions / ouHre /ortunate enough to hae a @o. that .rings our acco!ish!ents to the

attention o/ others or hae !entor ,hoHs ensuring that this in/or!ation is !ade -no,n: ta-ing

direct !easures to increase our isi.iit !ight not .e needed But our @o. !a reuire ou to

hande actiities that are o, in isi.iit: or our seci/ic contri.ution !a .e indistinguisha.e

.ecause ouHre art o/ a grou endeaor n such cases: ,ithout creating i!age o/ a .raggart:

ouH ,ant to ca attention to ourse/ . giing rogress reorts to our .oss and others

>thers tactics incude .eing seen at socia /unctions: .eing actie in our ro/essiona

associations: and deeoing o,er/u aies ,ho sec- ositie o/ ou

Dont Sta$ Too Lon" !n Your F!r)t o=& +he eidence indicates that: gien a choice .et,een

staing in our /irst @o. unti ouHe Jrea !ade a di//erence:K or acceting going onto another

@o. either in our current organiation or /or another one: ou shoud ot /or !a-ing the

change B !oing uic- through di//erent @o.s: ou signa to others that ouHre on the /ast

trac- +his: then: o/ten .eco!es a se/C/uing rohec +he !essage /or ou is to start /ast .e

see-ing ear trans/ers or ro!otions /ro! our /irst @o.

F!n( a Mentor& +his ite! is so i!ortant it needs to .e singed out #e!e!.er a !entor is

so!eone /ro! ,ho! ou can earn and ,ho can encourage and he ou see )thica ?ecisions

in "#M +he eidence indicates that /inding s sonsor ,ho is art o/ the organiationHs o,er

core is essentia /or ou to !a-e it to gro, in our career

Support Your 'o))& our i!!ediate /uture is in the hands o/ our current .oss "e or she

eauates our er/or!ance: and ouHre uni-e to hae enough o,er to success/u chaenge

this suerisor +here/ore: ou shoud !a-e the e//ort to he our .oss succeed: .e suortie i/

our .oss is under siege /ro! other organiationa !e!.ers: and /ind out ,hat he or she ,i .e

using to assess our ,or- e//ectieness ?onHt under!ine our .oss ?onHt sea- negatie o/

our .oss to others / our .oss is co!etent: isi.e: and ossesses a o,er .ase: he or she is

i-e to .e on the ,a u in the organiation Being erceied as suortie: ou !ight /ind

ourse/ ued aong too / our .ossHs er/or!ance is oor and his o/ her o,er is o,: ou

need to !ore to another @o. A !entor !a .e a.e to he ou arrange this tHs hard to hae

100



our co!etence recognied or our ositie er/or!ance eauation ta-en serious i/ our

.oss is erceied as inco!etent

Sta$ Mo=!le& ouHre i-e to !oe u,ard !ore raid i/ ou indicate our ,iingness to !oeto di//erent geograhica ocations and across /unctiona ines ,ithin the organiation %areer

adance!ent !a aso .e /aciitated . our ,iingness to change organiations (or-ing in a

so,Cgro,th: stagnant: or decining organiation shoud !a-e !o.iit een !ore i!ortant to

ou

T#!n6 Laterall$& +he suggestion to thin- atera ac-no,edges the changing ,ord o/ ,or-Because or organiationa restructuring and do,nsiing there are /e,er rungs on the ro!otionadder in !an arge organiations +o surie in this eniron!ent: itHs a good idea to thin- in

ter!s o/ atera career !oes tHs i!ortant to recognie that atera !oers in the 1960s and1970s ,ere resu!ed to .e !ediocre er/or!ers the ateaued ,or-er +hat resu!tiondoesnHt hod in !an cases toda atera shi/ts are no, a ia.e career consideration +he gieou a ,ider range or e*eriences: ,hich enhances our ongCter! !o.iit n addition: these!oes can he energie ou . !a-ing our ,or- !ore interesting and satis/ing o i/ ouHrenot !oing ahead in our organiation: consider a atera !oe interna or a atera shi/t toanother organiation

101



5ee6& ,,

Leture No7 & //

Leture Top!& In(!3!(ual) Career De3elopment

Suggestions for an )ndividuals (areer !evelopment

(areer development suggestions

Wor# Harder Than *ver at !eveloping a Networ#

INDIVIDUALS CAREER DEVELO%MENT

+hin- o/ our %areer in +er!s o/ -is ouHre Acuiring and %ontinue grading +hose -is<>rganiations need e!oees ,ho can readi adat to the de!ands o/ the raid changing

!ar-etace B /ocusing on s-is that ou current hae and continuing to earn ne, s-is ou

can esta.ish our aue to the organiation tHs e!oees ,ho donHt add aue to an

organiation are the ones ,hose @o.s and career adance!ent are in @eoard

102



5or6 Har(er T#an E3er at De3elop!n" a Net:or6 < >ur /ina suggestion is .ased on the

recognition that haing a net,or- o/ /riends: coeagues: neigh.ors: custo!ers: suiers: etc can

.e a use/u too /or career deeo!ent / ou send so!e ti!e cutiating reationshis and

contacts throughout our industr ad co!!unit: ouH .e reared i/ J,orse co!es to ,orseH

and our current @o. is ei!inated )en i/ our @o. is in no danger o/ .eing cut: haing a

net,or- can roe .ene/icia in getting things done

103



E<#!=!t ,7,& Step) !n mana"!n" $our areer

Su""e)t!on) for an In(!3!(ual) Career De3elopment&

104

Develop a network

Acquire and continue

upgrading your skills

!ink laterally

"tay mo#ile

"upport your #oss

$ind mentor

Don%t stay too long

"tay visi#le

&ain control o'

earn t!e power

Present t!e rig!t image

Do good work

"elect your *o#

cautiousl

Career



As ,e ointed out at the .eginning o/ this chater: career deeo!ent can .e ie,ed /ro! the

ersectie o/ the organiation or o/ the indiidua >ur e!hasis has .een on the /or!er (e

can no, /ocus .rie/ on indiidua career deeo!ent n this section: ,e ,ant to identi/ ,hat

e!oees can do to .etter !anage their o,n careers

Career (e3elopment )u""e)t!on)< t is ro.a. correct to state that once !ost indiiduas eae

schoo and enter the ,ord o/ ,or-: the send !ore ti!e anning a t,oC,ee- acation than

the send anning a career that ,i san /our decades et the eidence de!onstrates that

those indiiduas ,ho are !ost success/u in their careers reort !ore e*tensie career anning

Assu!ing so!eone ,ants to ta-e ersona career deeo!ent serious: ,hat shoud he or she

doL +he ans,er is to engage in se/Cassess!ent

ndiidua career deeo!ent reuires eoe to .eco!e -no,edgea.e o/ their o,n needs:

aues: and ersona goas +his can .e achieed through a threeCste: se/Cassess!ent rocess

1 denti/ and organie our s-is: interests: ,or-Created needs: and aues2 %onert these inentories into genera career /ieds and seci/ic @o. goas3 +est these ossi.iities against the reaities o/ the organiation or the @o. !ar-et

5ee6& ,/

Leture No7 & /4

105



Leture Top!& %erformane Appra!)al

!efine Performance &ppraisal

Steps in Performance &ppraisal

%ERFORMANCE A%%RAISAL

A7 T#e %erformane Appra!)al&

Per/or!ance araisa is the rocess . ,hich an e!oeeHs contri.ution to the organiation

during a seci/ied eriod o/ ti!e is assessed Per/or!ance /eed.ac- then ets e!oees -no,

ho, ,e the hae er/or!ed in co!arison ,ith the standards o/ the organiation

Per/or!ance araisa and /eed.ac- can .e an e!otiona aden rocess that dra!atica

a//ects e!oeesH attitudes to,ard the organiation and the!sees / used e//ectie:

er/or!ance araisa can i!roe e!oee !otiation and er/or!ance / used

inaroriate: the araisa rocess can hae disastrous e//ects

Araisa and /eed.ac- can occur in/or!a: as ,hen a suerisor notices and co!!ents on a

good or oor er/or!ance incident A !ore /or!a !ethod is the structured annua er/or!ance

reie,: in ,hich a suerisor assesses each e!oeeHs er/or!ance using so!e o//icia

araisa rocedure arger organiations tend to use .oth /or!a and in/or!a !ethods: ,hereas

!an s!aer organiations use on in/or!a suerisor /eed.ac-

'7 Step) !n %erformane Appra!)al&

?,@ E)ta=l!)# %erformane Stan(ar(&

+he araisa rocess )*hi.it 11 .egins ,ith the esta.ish!ent o/ er/or!ance standards

+hese shoud hae eoed out o/ @o. anasis and the @o. descrition discussed under hu!an

resource anning +hese er/or!ance standards shoud aso .e cear and o.@ectie enough to .e

understood and !easured +oo o/ten: these standards are articuated in so!e such hrase as Ja

/u daHs ,or-K or Ja good @o.K Qague hrases te us nothing +he e*ectations a !anager has

106



in ter!s o/ ,or- er/or!ance . her su.ordinates !ust .e cear enough in her !ind so that she

,i .e a.e to: at so!e ater date: co!!unicate these e*ectations to her su.ordinates and

araise their er/or!ance against these esta.ished standards

?/@ Commun!ate %erformane E<petat!on to Emplo$ee)&

>nce er/or!ance standards are esta.ished: it is necessar to co!!unicate these e*ectations

t shoud not .e art o/ the e!oeesH @o. to guess ,hat is e*ected o/ the! n/ortunate: too

!an @o.s hae ague er/or!ance standards +he ro.e! is co!ounded ,hen these standards

are not co!!unicated to the e!oee t is i!ortant to note that co!!unication is a t,oC,a

street Mere trans/erence o/ in/or!ation /ro! the !anager to the su.ordinate regarding

e*ectations is not co!!unicationR %o!!unication on ta-es ace ,hen the trans/erence o/

in/or!ation has ta-en ace and has .een receied and understood . the su.ordinate +here/ore

/eed.ac- is necessar /ro! the su.ordinate to the !anager atis/actor /eed.ac- ensures that thein/or!ation co!!unicated . the !anager has .een receied and understood in the ,a it ,as

intended

107

%. =stablish performance standards with

(. Mutually set measurable goals

2. Measure actual performance

B. @ompare actual performance with



E<#!=!t ,7,& T#e Appra!)al %roe))

?4@ Mea)ure atual performane&

+he third ste in the araisa rocess is the !easure!ent o/ er/or!ance +o deter!ine ,hat

actua er/or!ance is: it is necessar to acuire in/or!ation a.out it (e shoud .e concerned

,ith ho, ,e !easure and ,hat ,e !easure

Four co!!on sources o/ in/or!ation are /reuent used . !anagers to !easure actua

er/or!ance< ersona o.seration: statistica reorts: ora reorts: and ,ritten reorts )ach hasits strengths and ,ea-nesses; ho,eer: a co!.ination o/ the! increases .oth the nu!.er o/ inut

sources and the ro.a.iit o/ receiing reia.e in/or!ation

?8@ Compare atual performane :!t# )tan(ar()&

+he /ourth stes in the araisa rocess is the co!arison o/ actua er/or!ance ,ith standards

+he atte!t in this ste is to note deiations .et,een standard er/or!ance and actua

er/or!ance so that ,e can roceed to the /i/th ste in the rocess the discussion o/ the

araisa ,ith the e!oee

?0@ D!)u)) t#e appra!)al :!t# t#e emplo$ee&

>ne the !ost chaenging tas-s /acing !anagers is to resent an accurate araisa to the

su.ordinate and then hae the su.ordinate accet the araisa in a constructie !anner

108

C. 6iscuss the appraisal with the

4. If necessary, initiate corrective action



Araising er/or!ance touches on one o/ the !ost e!otiona charged actiities the

assess!ent o/ another indiiduaHs contri.ution and a.iit +he i!ression that su.ordinates

receie a.out their assess!ent has a strong i!act on their se/Cestee! and: er i!ortant: on

their su.seuent er/or!ance >/ course: coneing good ne,s is considera. ess di//icut /or

.oth the !anager and the su.ordinates than coneing the .ad ne,s that er/or!ance has .een

.eo, e*ectations n this conte*t: the discussion o/ the araisa can hae negatie as ,e as

ositie !otiationa conseuences +his is rein/orced: /or e*a!e: ,hen ,e recognie that

statistica sea-ing: ha/ o/ a e!oees are .eo, aerage

?*@ In!t!ate orret!3e at!on&

+he /ina ste in the araisa is the initiation o/ correctie action ,hen necessar %orrectie

action can .e o/ t,o tes >ne is i!!ediate and deas redo!inant ,ith s!to!s +he other

is .asic and dees into causes !!ediate correctie action is o/ten descri.ed as Jutting out/ires:K ,hereas .asic correctie action gets to the source o/ deiation and see-s to ad@ust the

di//erence er!anent

5ee6& ,/

Leture No7 & /8

Leture Top!& Met#o() of performane appra!)al

109



A=)olute Stan(ar()

E))a$ Appra!)al

Cr!t!al In!(ent Appra!)al

C#e6l!)t

Grap#! Rat!n" Sale

Fore( C#o!e

METHODS OF %ERFORMANCE A%%RAISAL

+he reious section descri.ed the araisa rocess in genera ter!s (e no, ,ant to !oe

/ro! the genera to the seci/ic n this section: ,e ,i oo- at ho, !anage!ent can actua

esta.ish er/or!ance standards and deise instru!ents that can .e used to !easure and araise

an e!oeeHs er/or!ance +hree di//erent aroaches e*ist /or doing araisas )!oees

can .e araised against 1 a.soute standards: 2 reatie standards: or 3 o.@ecties No one

aroach is a,as .est )ach has its strengths and ,ea-nesses

A=)olute Stan(ar()< >ur /irst grou o/ araisa !ethods use a.soute standards +his

!eans that su.@ects are not co!ared ,ith an other erson ncuded in this grou are the

/oo,ing !ethods< the essa araisa: the critica incident araisa: the chec-ist: the grahic

rating scae: /orced choice and .ehaiora anchored rating scaes BA#

E))a$ Appra!)al< Pro.a. the si!est !ethod o/ araisa is to hae the rater ,rite a

narratie descri.ing an e!oeeHs strengths: ,ea-nesses: ast er/or!ance: otentia: and

suggestions /or i!roe!ent

+he strength o/ the essa araisa ies in its si!icit t reuires no co!e* /or!s or

e*tensie training to co!ete But its ,ea-nesses are !an Because the essas are

unstructured: the are i-e to ar ,ide in ter!s o/ ength and content +his !a-es it di//icut

to co!are indiiduas across the organiation And: or course: so!e raters are .etter ,riters

110



than others o a JgoodK or J.adK eauation: !a .e deter!ined as !uch . the raterHs ,riting

s-i as . the e!oeeHs actua ee o/ er/or!ance

"o,eer: the essa araisa can roide considera.e in/or!ation: !uch o/ ,hich can easi .e/ed .ac- and assi!iated . the e!oee But this !ethod roides on uaitatie data: and

"#M decisions i!roe ,hen use/u uantitatie data are generated +he atter can .e co!ared

and ran-ed !ore o.@ectie "o,eer: the essa araisa is a good start and is .ene/icia i/

used in con@unction ,ith other araisa !ethods

Cr!t!al In!(ent Appra!)al< %ritica incident araisa /ocuses the raterHs attention on

those critica or -e .ehaiors that !a-e the di//erence .et,een doing a @o. e//ectie and

doing it ine//ectie (hat the araiser does is ,rite do,n itte anecdotes that descri.e ,hat

the e!oee did hat ,as esecia e//ectie or ine//ectie For e*a!e: the coege dean !ight

,rite the /oo,ing critica incident a.out one o/ her instructors< J>utined the daHs ecture on

the cha-.oard at the .eginning o/ cass JNote that ,ith this aroach to araisa: seci/ic

.ehaiors are cited: not ague de/ined ersonait traits A .ehaiora .ased araisa such as

this shoud .e !ore aid than traitC.ased araisas .ecause it is cear !ore @o. reated t is

one thing to sa that an e!oee is JaggressieK or Ji!aginatieK or .eing done %ritica

incidents: ,ith their /ocus on .ehaiors: @udge er/or!ance rather than ersonaities

+he strength o/ the critica incident !ethod is that it oo-s at .ehaiors Additiona: a ist o/ critica incidents on a gien e!oee roides a rich set o/ e*a!es /ro! ,hich the e!oee

can .e sho,n ,hich o/ his or her .ehaiors are desira.e and ,hich ones ca /or i!roe!ent

ts dra,.ac-s are .asica that 1 araisers are reuired to reguar ,rite these incidents

do,n: .ut doing this on a dai or een ,ee- .asis /or a o/ their su.ordinates is ti!e

consu!ing and .urdenso!e /or !anagers; and 2 critica incidents su//er /ro! the sa!e

co!arison ro.e! /ound in essas; !ain: the do not end the!sees to uanti/ication

+here/ore the co!arison and ran-ing o/ su.ordinates is di//icut

C#e6l!)t< n the chec-ist: the eauator uses a ist o/ .ehaiora descritions and chec-s o//

those .ehaiors that a to the e!oee As /igure 11 iustrates: the eauator !ere goes

do,n the ist an gies JesK or JnoK resonses

111



>nce the chec-ist is co!ete it is usua eauated . the sta// ersonne deart!ent: not the

!anager doing the chec-ist +here/ore the rater does not actua eauate the e!oeeHs

er/or!ance; he or she !ere records it An anast in the ersonne deart!ent then scores the

chec-ist: o/ten ,eighting the /actors in reationshi to their i!ortance +he /ina eauation can

then .e returned to the rating !anager /or discussion ,ith the su.ordinate: or so!eone /ro! the

ersonne deart!ent can roide the /eed.ac- to the su.ordinate

+he chec-ist reduces so!e .ias: since the rater and the scorer are di//erent: .ut the rater can

usua ic- u the ositie and negatie i!ications in each ite! so .ias can sti .e

introduced Fro! a cost standoint this araisa !ethod !a .e ine//icient i/ there are a nu!.er

o/ @o. categories: .ecause a chec-ist o/ ite!s !ust .e reared /or each categor

Grap#! Rat!n" Sale< >ne o/ the odest and !ost ouar !ethods o/ araisa is the

grahic rating scae An e*a!e o/ so!e grahic rating scae ite!s is sho,n in Figure 12

P)#F>#MAN%) FA%+># P)#F>#MAN%) #A+N

Guait o/ ,or- is

the accurac: s-i

and co!eteness

o/ ,or-

%onsistent

unsatis/actor

>ccasiona

unsatis/actor

%onsistent

satis/actor

o!eti!es

uerior

%onsistent

uerior

Guantit o/ ,or-is the ou!e o/

,or- done in a

nor!a ,or-da

%onsistentunsatis/actor

%onsistentunsatis/actor

%onsistentsatis/actor

o!eti!esuerior

%onsistent

uerior

112



Eo. -no,edge is

in/or!ation

ertinent to the

@o. that an

indiidua shoud

hae /or

satis/actor @o.

er/or!ance

Poor

in/or!ed

a.out ,or-

duties

>ccasiona

unsatis/actor

%an ans,er

!ost

uestions

a.out the @o.

nderstands

a hases o/

the @o.

"as

co!ete

!aster

o/ a

hases o/

the @o.

?eenda.iit

/oo,ing

directions and

co!an oicies

,ithout

suerision

#euires

constant

suerision

#euires

occasiona

/oo,Cu

sua can

.e counted on

#euires

er itte

suerision

#euires

a.soute

!ini!u!

o/

suerision

F!"ure ,7/& Sample of Grap#! Rat!n" Sale Item) an( Format

rahic rating scaes can .e used to assess /actors such as uantit and uait o/ ,or-: @o.

-no,edge: cooeration: oat: deenda.iit: attendance: honest: integrit: attitudes and

initiatie "o,eer: this !ethod is !ost aid ,hen a.stract traits i-e oat or integrit are

aoided uness the can .e de/ined in !ore seci/ic .ehaiora ter!s +he assessor goes do,n

the ist o/ /actors and notes that oint aong the scae or continuu! that .est descri.es the

e!oee +here are tica /ie to ten oints on the continuu! n the design o/ the grahic

scae: the chaenge is to ensure that .oth the /actors eauated and the scae oints are cear

understood and una!.iguous to the rater houd a!.iguit occur .ias is introduced

(h are grahic rating scaes ouarL +hough the do not roide the deth o/ in/or!ation that

essas or critica incidents do: the are ess ti!eCconsu!ing to deeo and ad!inister: the

er!it uantitatie anasis and co!arison: and: in contrast to the chec-ist: there is greater

standardiation o/ ite!s so co!ara.iit ,ith other indiiduas in dierse @o. categories is

ossi.e

113



Fore( C#o!e< (hen ou ,ere in ee!entar or secondar schoo: did ou eer co!ete

one o/ those tests that resu!a. ,as to gie ou insights into ,hat -ind o/ career ou shoud

ursueL +he had uestions i-e< J(oud ou rather go to a /oot.a ga!e ,ith a grou o/ our

/riends or sta ho!e and read a non/iction .oo- in our roo!LK / so: then ou are /a!iiar ,ith

the /orced choice /or!at

5ee6& ,4

Leture No7 & /0

Leture Top!& Effet!3el$ E3aluat!on Emplo$ee)

*valuation *mployees

1enerate a !evelopment Plan

114



Met#o() of performane appra!)al& Effet!3el$ E3aluat!on Emplo$ee)

Intro& +he /orced choice araisa is a secia te o/ chec-ist: .ut the rater has to choose

.et,een t,o or !ore state!ents: a o/ ,hich !a .e /aora.e or un/aora.e +he araiserHs

@o. is to identi/ ,hich state!ent is !ost or in so!e cases east descritie o/ the indiidua

.eing eauated For instance: students eauating their coege instructor !ight hae to choose

.et,een

a Patient ,ith so, earners . ectures ,ith con/idence

c Dees interest and attention o/ cassd Acuaints casses in adance ,ith o.@ecties /or each cass

A the a.oe state!ents are /aora.e "o,eer: the choices !ight a .e un/aora.e As ,ith

the chec-ist !ethod: to reduce .ias: the right ans,ers are not -no,n to the rater o!eone in the

ersonne deart!ent scores the ans,ers .ased on the -e +his -e shoud .e aidated so

!anage!ent is in a osition to sa that indiiduas ,ith higher scores are .etterCer/or!ing

e!oees

+he !a@or adantage to the /orced choice !ethod is that since the araiser does not -no, the

JrightK ans,ers: it reduces .ias and distortion +he araiser !a: /or e*a!e: i-e a certain

e!oee and intentiona ,ant to gie her a /aora.e eauation: .ut this .eco!es di//icut i/

one is not sure ,hich resonse is !ost re/erred >n the negatie side: this !ethod tends to .e

disi-ed . araisers Man do not i-e .eing /orced to !a-e distinctions .et,een state!ents

that are di//icut to di//erentiate .et,een #aters aso !a .eco!e /rustrated ,ith a sste! ,here

the do not -no, ,hat reresents a JgoodK or J.adK ans,er; hence the !a .e reegated to

tring to secondCguess the -e in order to get the /or!a araisa to aign ,ith their intuitie

araisa

Behaiora Anchored #ating caes< An aroach that has receied considera.e attention .

acade!ics in recent ears inoes .ehaiora anchored rating scaes +hese scaes co!.ine

!a@or ee!ents /ro! the critica incident and grahic rating scae aroaches +he araiser rates

the e!oees .ased on ite!s aong a continuu!: .ut the oints are e*a!es o/ actua .ehaior

115



on the gien @o. rather than genera descritions or traits +he enthusias! surrounding BA#

gre, /ro! the .eie/ that the use o/ seci/ic .ehaiors: deried /or each @o.: shoud roduce

reatie errorC/ree and reia.e ratings +hough this ro!ise has not .een /u/ied: it has .een

argued that this !a .e art due to deartures /ro! care/u !ethodoog in the deeo!ent o/

the seci/ic scaes the!sees rather than to inadeuacies in the concet

Behaiora anchored rating scaes seci/ de/inite: o.sera.e: and !easura.e @o. .ehaior

)*a!es o/ @o.Created .ehaior and er/or!ance di!ensions are generated . as-ing

articiants to gie seci/ic iustrations o/ e//ectie and ine//ectie .ehaior regarding each

er/or!ance di!ension +hese .ehaiora e*a!es are then retransated into aroriate

er/or!ance di!ensions +hose that are sorted into the di!ension /or ,hich the ,ere generated

are retained +he /ina grou o/ .ehaior incidents are then nu!erica scaed to a ee o/

er/or!ance that each is erceied to reresent +he incidents that are retransated and hae high

rater agree!ent on er/or!ance di!ension +he resuts o/ the a.oe rocesses are .ehaioradescritions: such as anticiates: ans: e*ecutes: soes i!!ediate ro.e!s: carries out orders:

and handes e!ergenc situations

+he research on BA# indicates that ,hie it is /ar /ro! er/ect: it does tend to reduce rating

errors But ossi. its !a@or adantage ste!s /ro! the di!ensions generated rather than /ro!

an articuar sueriorit o/ .ehaior oer trait anchors +he rocess o/ deeoing the

.ehaiora scaes is aua.e in and o/ itse/ /or cari/ing to .oth the e!oee and the rater

,hich .ehaiors connote good er/or!ance and ,hich connote .ad n/ortunate: it too su//ers/ro! the distortions inherent in !ost rating !ethods +hese distortions ,i .e discussed ater in

this chater

Effet!3el$ E3aluat!on Emplo$ee)&

"o, does one roer conduct the er/or!ance araisa rocessL (e o//er the /oo,ing stes

that can assist in this endeaor

?,@ %repare for; an( S#e(ule; t#e Appra!)al !n A(3ane< Be/ore !eeting ,ithe!oees: so!e rei!inar actiities shoud .e er/or!ed ou shoud at a !ini!u!reie, e!oee @o. descritions: eriod goas that !a hae .een set: and er/or!ance

116



data on e!oees ou !a hae Further!ore: ou shoud schedue the araisa ,ein adance to gie e!oees the oortunit to reare their data: too: /or the !eeting

?/@ Create a Support!3e En3!ronment to %ut Emplo$ee) at Ea)e< Per/or!ance araisascon@ure u seera e!otions As such: eer e//ort shoud .e !ade to !a-e e!oeesco!/orta.e during the !eeting: such that the are recetie to constructie /eed.ac-

?4@ De)r!=e t#e %urpo)e of t#e Appra!)al to Emplo$ee)< Ma-e sure e!oees -no, recise ,hat the araisa is to .e used /or (i it hae i!ications /or a increases:or other ersonne decisionsL / so: !a-e sure e!oees understand e*act ho, thearaisa rocess ,or-s: and its conseuences

?8@ In3ol3e t#e Emplo$ee !n t#e Appra!)al D!)u))!on; Inlu(!n" a Self-E3aluat!on<Per/or!ance araisas shoud not .e a oneC,a co!!unication eent Athough assuerisor: ou !a .eiee that ou hae to ta- !ore in the !eeting: that neednHt .ethe case nstead: e!oees shoud hae a!e oortunit to discuss their er/or!ance: raise uestions a.out the /acts ou raise: and add their o,ndataercetions a.out their ,or- >ne !eans o/ ensuring that t,oC,a co!!unicationsoccurs is to hae e!oees conduct se/Ceauation ou shoud actie isten to their assess!ent +his inoe!ent hes to create an eniron!ent o/ articiation

?0@ Fou) D!)u))!on of 5or6 'e#a3!or); Not on t#e Emplo$ee)< >ne ,a o/ creatione!otiona di//icuties is to attac- the e!oee Being such: ou shoud -ee our discussion on the .ehaiors ouHe o.sered +eing an e!oee: /or instance that his

reort stin-s doesnHt do a thing +hatHs not /ocusing on .ehaiors nstead: indicating thatou .eiee that not enough ti!e ,as deoted to roo/reading the reort descri.es the .ehaior ou !a .e haing a ro.e! ,ith

?*@ Support Your E3aluat!on :!t# Spe!f! E<ample)< eci/ic er/or!ance .ehaiorshe cari/ to e!oees the issues ou raise #ather than saing so!ething ,asnHtgood su.@ectie eauation ou shoud .e as seci/ic as ossi.e in our e*anationso: /or the e!oee ,ho /aied to roo/ the ,or-: descri.ing that the reort had /iegra!!atica !ista-es in the /irst t,o ages aone ,oud .e a seci/ic e*a!e

?B@ G!3e 'ot# %o)!t!3e an( Ne"at!3e Fee(=a6 < Per/or!ance araisas neednHt .e anegatie Athough there is a ercetion that this rocess /ocuses on the negatie: itshoud aso .e used to co!i!ent and recognie good ,or- Positie: as ,e asnegatie: /eed.ac- hes e!oees to gain a .etter understanding o/ their er/or!anceFor e*a!e: athough the reort ,as not u to the uait ou e*ected: the e!oeedid do the ,or- and co!eted the reort in a ti!e /ashion +hatHs .ehaior thatdeseres so!e ositie rein/orce!ent

117



?.@ En)ure Emplo$ee) Un(er)tan( 5#at 5a) D!)u))e( !n t#e Appra!)al< At the end o/ the araisa: esecia ,here so!e i!roe!ent is ,arranted: ou shoud as- e!oees to su!!arie ,hat ,as discussed in the !eeting +his ,i he ou to ensure

that ou hae gotten our in/or!ation through to the e!oee

Generate a De3elopment %lan< Most o/ the er/or!ance araisa reoes around

/eed.ac- and docu!entation But: another co!onent is needed (here deeo!ent e//orts areencouraged: a ain shoud .e deeoed to descri.e ,hat is to .e done: . ,hen: and ,hat ou:the suerisor: ,i co!!it to aid in the i!roe!ent enhance!ent e//ort

5ee6& ,4

Leture No7 & /*

Leture Top!& Fator) t#at an (!)tort appra!)al

,eniency *rror

Halo *rror

Similarity *rror

,ow &ppraiser Motivation

(entral Tendency

118



FACTORS THAT CAN DISTORT A%%RAISAL

+he er/or!ance araisa rocess and techniues that ,e hae suggested resent sste!s in

,hich the eauator is /ree /ro! ersona .iases: re@udices: and idiosncrasies +his is de/ended

on the .asis that o.@ectiit !ini!ies the otentia ar.itrar and ds/unctiona .ehaior o/ the

eauator: ,hich !a .e detri!enta to the achiee!ent o/ the organiationa goas +hus: our

goa shoud .e to use direct er/or!ance criteria ,here ossi.e

t ,oud .e natie to assu!e: ho,eer: that a eauators i!artia interret and standardie

the criteria uon ,hich their e!oees ,i .e araised +his is articuar true o/ those @o.s

that are not easi rogra!!a.e and /or ,hich deeoing hard er/or!ance standards is !ost

di//icut i/ not i!ossi.e +hese ,oud incude: .ut are certain not i!ited: to such @o.s as

researcher: teacher: engineer: and consutant n the ace o/ such standards: ,e can e*ect

araisers to use noner/or!ance or su.@ectie criteria against ,hich to eauate indiiduas

A co!ete errorC/ree er/or!ance araisa is on an idea ,e can ai! /or n reait: !ost

araisas /a short o/ this idea +his is o/ten due to one or !ore actions that can signi/icant

i!ede o.@ectie eauation (eHe .rie/ descri.ed the! .eo,

119



Len!en$ Error&

)er eauator has his or her o,n aue sste! that acts as a standard against ,hich araisas

are !ade #eatie to the true or actua er/or!ance an indiidua e*hi.its: so!e eauators !ar-

high: ,hie others !ar- o, +he /or!er is re/erred to as ositie enienc error: and the atter as

negatie enienc error (hen eauators are ositie enient in their araisa: an indiiduaHs er/or!ance .eco!es oerstated n doing so: the er/or!ance is rated higher than it actua

shoud .e i!iar: a negatie enienc error understates er/or!ance: giing the indiidua a

o,er araisa

/ a indiiduas in an organiation ,ere araised . the sa!e erson: there ,oud .e no

ro.e! Athough there ,oud .e an error /actor: it ,oud .e aied eua to eerone

+he di//icut arises ,hen ,e hae di//erent raters ,ith di//erent enienc errors !a-ing

@udg!ents For e*a!e: assu!e a situation ,here .oth Eones and !ith are er/or!ing the

sa!e @o. /or a di//erent suerisor: ,ith a.soute identica @o. er/or!ance / EonesHs

suerisor tends to err to,ard ositie enienc ,hie !ithHs suerisor errs to,ards negatie

enienc: ,e !ight .e con/ronted ,ith t,o dra!atica di//erent eauations

Halo Error

+he hao error or e//ect is a Jtendenc to rate high or o, on a /actors due to the i!ression o/ a

high or o, rating on so!e seci/ic /actor For e*a!e: i/ an e!oee tends to .e conscientious

and deenda.e: ,e !ight .eco!e .iased to,ard that indiidua to the e*tent that ,e ,i rate

hi! or her ositie on !an desira.e attri.utes

Peoe ,ho design teaching araisa /or!s /or coege students to /i out in eauating the

e//ectieness o/ their instructor each se!ester !ust con/ront the hao e//ect tudents tend to rate

a /acut !e!.er as outstanding on a criteria ,hen the are articuar areciatie o/ a /e,

things he or she does in the cassroo! i!iar: a /e, .ad ha.its i-e sho,ing u ate /or ectures: .eing so, in returning aers: or assigning an e*tre!e de!anding reading

reuire!ent !ight resut in students eauating the instructor as JousK across the .oard

>ne !ethod /reuent used to dea ,ith the hao error is Jresere ,or-ingK the eauation

uestions so that a /aora.e ans,er /or: sa: uestion 17 !ight .e 5 on a scae o/ 1 to 5: ,hie a

120



/aora.e ans,er /or uestion nu!.er 18 !ight .e 1 on a scae o/ 1 through 5 tructuring the

uestions in this !anner see-s to reduce the hao error . reuiring the eauator to consider

each uestion indeendent Another !ethod: ,hich can .e used ,here there is !ore than one

erson to .e eauated: is to hae the eauator araise a rates on each di!ension .e/ore going

on the ne*t di!ension

S!m!lar!t$ Error&

(hen eauators rate other eoe in the sa!e ,a that the eauators erceie the!sees: the

are !a-ing a si!iarit error Based on the ercetion that eauators hae o/ the!sees: the

ro@ect those ercetions onto others For e*a!e: the eauator ,ho erceies hi!se/ or

herse/ as aggressie !a eauate others . oo-ing /or aggressieness +hose ,ho de!onstrate

this characteristic tend to .ene/it: ,hie others ,ho ac- it !a .e enaied

Lo: Appra!)er Mot!3at!on&

(hat are the conseuences o/ the araisaL / the eauator -no,s that a oor araisa coud

signi/icant hurt the e!oeeHs /uture articuar oortunities /or ro!otion or a saar

increase the eauator !a .e reuctant to gie a reaistic araisa +here is eidence that it is

!ore di//icut to o.tain accurate araisas ,hen i!ortant re,ards deend on the resuts

Central Ten(en$&

t is ossi.e that regardess o/ ,ho the araiser eauates and ,hat traits are used: the attern

o/ eauation re!ains the sa!e t is aso ossi.e that the eauatorHs a.iit to araise

o.@ectie and accurate has .een i!eded . a /aiure to use the e*tre!es o/ the scae (hen

this haens: ,e ca the action centra tendenc %entra tendenc is Jthe reuctance to !a-e

e*tre!e ratings in either direction the ina.iit to distinguish .et,een and a!ong ratees; a /or!

o/ range restriction #ates ,ho are rone to the centra tendenc error are those ,ho continua

rate a e!oees as aerage For e*a!e: i/ a suerisor rates a e!oees as 3: on a scae o/

1 to 5: then no di//erentiation a!ong the e!oees e*ists Faiure to rate e!oees as 5: /or

those ,ho desere that rating: and as 1: i/ the case ,arrants it: ,i on create ro.e!s:

esecia i/ this in/or!ation is used /or a increases

5ee6& ,8

Leture No7 & /B

121



Leture Top!& Compen)at!on A(m!n!)trat!on

(ompensation

The types of employee rewards

)ntrinsic versus *+trinsic Rewards

$inancial versus Non.financial Rewards

COM%ENSATION ADMINISTRATION

Compen)at!on A(m!n!)trat!on&

)!oees e*change ,or- /or re,ards Pro.a. the !ost i!ortant re,ard: and certain the

!ost o.ious: is !one n this section ,e ,ant to ans,er the uestion "o, !uch shoud an

e!oee .e aidL +he search /or this ans,er thro,s us direct into the toic o/ co!ensation

ad!inistration

+he goas o/ co!ensation ad!inistration are to design the o,estCcost a structure that ,iattract: !otiate: and retain co!etent e!oees: and that aso ,i .e erceied as /air . these

e!oees Fairness is a ter! that /reuent arises in the ad!inistration o/ an organiationHs

co!ensation rogra! >rganiations genera see- to a the east that the hae to in order to

!ini!ie costs o /airness !eans a ,age or saar that is adeuate /or the de!ands and

reuire!ents o/ the @o. But: o/ course: /airness is a t,oC,a street )!oees aso ,ant /air

co!ensation / e!oees erceie an i!.aance in the discussion o/ their inutCoutco!e ratio

to so!e co!aratie standard: the ,i act to correct the ineuit o the search /or /airness in

ursued . .oth e!oers and e!oees

T#e t$pe) of emplo$ee re:ar()&

+here are seera ,as to cassi/ re,ards (e hae seected three o/ the !ost tica

dichoto!ies< intrinsic ersus e*trinsic re,ards: /inancia ersus nonC/inancia re,ards: and

er/or!anceC.ased ersus !e!.ershiC.ased re,ards As ou ,i see: these categories are /ar

/ro! .eing !utua e*cusie: et a share one co!!on thread the assist in !aintaining

e!oee co!!it!ent

122



Intr!n)! 3er)u) E<tr!n)! Re:ar()&

ntrinsic re,ards are the ersona satis/action one gets /ro! the @o. itse/ +hese are se/Cinitiated

re,ards: such as haing ride in oneHs ,or-: haing a /eeing o/ acco!ish!ent: or .eing arto/ a ,or- tea! Eo. enrich!ent: can o//er intrinsic re,ards to e!oees . !a-ing ,or- see!

!ore !eaning/u )*trinsic re,ards: on the other hand: e*terna to the @o. and co!e /ro! an

outside source: !ain !anage!ent For e*a!e: Ae %o!uter gies a P% to each o/ its

e!oees A/ter one ear on the @o.: the P% .eco!es the e!oeeHs ersona roert

%onseuent: i/ an e!oee e*eriences /eeings o/ achiee!ent or ersona gro,th /ro! a

@o.: ,e ,oud a.e such re,ards as intrinsic / the e!oee receies a saar increase or a

,riteCu in the co!an !againe: ,e ,oud a.e these re,ards as e*trinsic +he genera

structure o/ re,ards has .een su!!aried in )*hi.it 11

123



#e,ards

ntrinsic )*trinsic

Particiate in

decision !a-ing

Financia

Non/inancia

reater @o. Pre/erred

/reedo! and !ied )*icit

o//ice

discretion Per/or!ancedC.ased !e!.ershiC.ased !e!.ershiC.ased /urnishings

Pre/erred

More Protection unch

#esonsi.iit %ost o/ iing rogra!s hours

Piece,or- increases

More Assigned

interesting a.or

ar-ing

,or- !ar-et saces

%o!!ission ad@ust!ent

124



>ortunities Pa /or ti!e Pre/erred

/or ersona not ,or-ed ,or-

gro,th ncentie +i!eCinCran-

assign!ents

ans increase

?iersit erices

o/ and Business

actiities Per/or!ance Pro/it eruisites

cards

.onuses sharing

Merit a >,n

ans secretar

!ressie

tites

E<#!=!t ,7,& Struture of re:ar()

F!nan!al 3er)u) Nonf!nan!al Re:ar()&

#e,ards !a or !a not enhance the e!oeeHs /inancia ,eC.eing / the do: the can do

this direct through /or instance: ,ages: .onuses: or ro/it sharing or indirect through

e!oerCsu.sidied .ene/its such as ension ans: aid acations: aid sic- eaes: and

urchase discounts

125



Non/inancia re,ards coer a s!orgas.ord o/ desira.e Je*trasK that are otentia at the

disosa o/ the organiation +heir co!!on in- is that the do not increase the e!oeeHs

/inancia osition nstead o/ enhancing the e!oeeHs /inances: non/inancia re,ards

e!hasie !a-ing i/e on the @o. !ore attractie +he non/inancia re,ards e!hasie that ,e

,i identi/ reresent a /e, o/ the !ore o.ious; ho,eer: the creation o/ these re,ards is

i!ited on . "#MHs ingenuit and a.iit to Juse the! to !otiateK desira.e .ehaior

+he saing: J>ne ersonHs /ood is another ersonHs oison:K aies to the entire su.@ect o/

re,ards: .ut seci/ica to the area o/ non/inancia re,ards (hat one e!oee ie,s as

Jso!ething He a,as ,anted: Janother !ight /ind reatie useess +here/ore: "#M !ust

ta-e great care in roiding the roer: the .ene/its . ,a o/ increased er/or!ance to the

organiation shoud .e signi/icant

o!e: ,or-ers: /or e*a!e: are er status conscious A ush o//ice: a careted /oor: a argecherr des-: or signed art,or- !a .e @ust the o//ice /urnishing that si!uates an e!oeeto,ard to er/or!ance i!iar: statusCoriented e!oees !a aue an i!ressie @o. tite:their o,n .usiness cards: their o,n ad!inistratie assistant: or a ,eCocated ar-ing sace ,iththeir na!e cear ained underneath the J#eseredK sign n another case: the e!oee !aaue the oortunit to dress casua ,hie at ,or-: or een do a ortion o/ oneHs @o. at ho!erresectie o/ the Jincentie:K these are ,ithin the organiationHs discretion And ,hen care/uused: the !a roide a sti!uus /or enhanced er/or!ance

126



5ee6& ,8

Leture No7 & /.

Leture Top!& In)urane pol!$ 1 In)urane Contrat

%ob *valuation

Methods of %ob *valuation

%erformane-=a)e( 3er)u) Mem=er)#!p-=a)e( Re:ar()

+he re,ards that the organiation aocates can .e said to .e .ased on either er/or!ance or

!e!.ershi criteria (hie "# reresentaties in !an organiations ,i igorous argue that

their re,ard sste! as o// /or er/or!ance: ou shoud recognie that this isnHt a,as the

case Fe, organiations actua re,ard e!oees .ased on er/or!ance a oint ,e ,i

discuss ater in this chater (ithout uestion: the do!inant .asis /or re,ard aocations in

organiations is !e!.ershi

Per/or!anceC.ased re,ards are e*e!i/ied . the use o/ co!!issions: iece,or- a ans:

incentie sste!s: grou .onuses: !erit a: or other /or!s o/ aC/orCer/or!ance ans >nthe other hand: !e!.ershiC.ased re,ards incude costCo/Ciing increases: .ene/its: and saar

increases attri.uta.e to a.or !ar-et conditions: seniorit or ti!e in ran-: credentias such as

a coege degree or a graduate dio!a: or /uture otentia eg the recent MBA out o/ a

restigious uniersit +he -e oint here is that !e!.ershiC.ased re,ards are genera

e*tended regardess o/ an indiiduaHs grouHs: or organiationHs er/or!ance +he di//erence

.et,een the t,o is not a,as o.ious n ractice: er/or!ance !a .e on a !inor

deter!inant o/ re,ards: desite acade!ic theories hoding that high !otiation deends on

er/or!anceC.ased re,ards

o= E3aluat!on&

Eo. anasis as the rocess o/ descri.ing the duties o/ a @o.: authorit reationshis: s-is

reuired: conditions o/ ,or-: and additiona reationshis: s-is reuired: conditions o/ ,or-:

and additiona reeant in/or!ation (e stated that the data generated /ro! @o. anasis coud .e

used to deeo @o. descritions and seci/ications: as ,e as to do @o. eauation B @o.

127



eauation: ,e !ean using the in/or!ation in @o. anasis to sste!atica deter!ine the aue

o/ each @o. in reation to a @o.s ,ithin the organiation n short: @o. eauation see-s to ran- a

the @o.s in the organiation and ace the! in a hierarch that ,i re/ect the reatie ,orth o/

each !ortant: this is a ran-ing o/ @o.s: not eoe Eo. eauation assu!es nor!a

er/or!ance o/ the @o. . a tica ,or-er o: in e//ect: the rocess ignores indiidua a.iities

or the er/or!ance o/ the @o.hoder

+he ran-ing that resuts /ro! @o. eauation is the !eans to an end: not an end in itse/ t shoud

.e used to deter!ine the organiationHs a structure Note that ,e sa JshoudK n ractice: ,e

,i /ind that this is not a,as the case )*terna a.or !ar-et conditions: coectie .argaining:

and indiidua di//erences !a reuire a co!ro!ise .et,een the @o. eauation ran-ing and the

actua a structure et een ,hen such co!ro!ises are necessar: @o. eauation can roide

an o.@ectie standard /ro! ,hich !odi/ications can .e !ade

Met#o() of o= E3aluat!on&

+here are /our .asic !ethods o/ @o. eauation current in use< ran-ing: cassi/ication: /actor

co!arison: and oint !ethod

Ran6!n" met#o(&

+he ran-ing !ethod reuires a co!!ittee tica co!osed o/ .oth !anage!ent and

e!oee reresentaties to arrange @o.s in a si!e ran- order: /ro! highest to o,est No

atte!t is !ade to .rea- the @o.s do,n . seci/ic ,eighted criteria +he co!!ittee !e!.ers

!ere co!are t,o Eo.s and @udge ,hich one is !ore i!ortant or di//icut +hen the

co!are another @o. ,ith the /irst t,o: and so on unti a the @o.s hae .een eauated and

ran-ed

+he !ost o.ious i!itation to the ran-ing !ethod is its sheer un!anagea.iit ,hen there are a

arge nu!.er o/ @o.s !agine the di//icut o/ tring to ran- hundreds or thousands o/ @o.s>ther dra,.ac-s to .e considered are the su.@ectiit o/ the !ethod there are no de/inite or

consistent standards . ,hich to @usti/ the ran-ings and .ecause @o.s are on ran-ed in ter!s

o/ order: ,e hae no -no,edge o/ the distance .et,een the ran-s

Cla))!f!at!on Met#o(&

128



+he cassi/ication !ethod ,as !ade ouar . the %ii erice %o!!ission +he

co!!ission reuires that cassi/ication grades .e esta.ished +hese cassi/ications are created .

identi/ing so!e co!!on deno!inator s-is: -no,edge: resonsi.iitiesC,ith the desired

goa .eing the creation o/ a nu!.er o/ distinct casses or grades o/ @o.s )*a!es !ight incude

sho @o.s: cerica @o.s: saes @o.s: and so on: deending: o/ course: on the te o/ @o.s the

organiation reuires

>nce the cassi/ications are esta.ished: the are ran-ed in an oera order o/ i!ortance

according to the criteria chosen: and each @o. is aced in its aroriate cassi/ication +his atter

action is genera done . co!aring each ositionHs @o. descrition against the cassi/ication

descrition n the cii serice: /or e*a!e: eauators hae cassi/ied .oth Accounting %er-

and +ists ositions as 3 grades: ,hie )ngineer Q and Attorne Q Eo.s hae .oth .een

graded as C13

+he cassi/ication !ethod shares !ost o/ the disadantages o/ the ran-ing aroach: us thedi//icut o/ ,riting cassi/ication descritions: @udging ,hich @o.s go ,here: and deaing ,ith @o.s that aear to /a into !ore than one cassi/ication >n the us side is the /act that thecassi/ication !ethod has roed itse/ success/u and ia.e in cassi/ing !iions o/ -inds andees o/ @o.s in the cii serice

5ee6& ,0

Leture No7 & /

129



Leture Top!& 'enef!t

!efinition of /enefit

'b5ectives of the emloyee benefits

)nflation protection

(overage for 6domestic partners7

B)N)F+Def!n!t!on of 'enef!t&

(hen an organiation is designing its oera co!ensation rogra!: one o/ the critica areas o/

concern is ,hat .ene/its shoud .e roided +odaHs ,or-ers e*ect !ore than @ust an hour

,age or a saar /ro! their e!oer; the ,ant additiona considerations that ,i enrich their

ies +hese considerations in an e!o!ent setting are caed e!oee .ene/its )!oee

.ene/its hae gro,n in i!ortance and ariet oer the ast seera decades >nce erceied as

an added /eature /or an organiation to roide its e!oees: e!oee .ene/its ad!inistration

has trans/or!ed itse/ into a ,eCthoughtCout: ,e organied ac-age )!oers reaie thatthe .ene/its roided to e!oees hae an e//ect on ,hether aicants accet their e!o!ent

o//ers or: once e!oed: ,hether ,or-ers ,i continue to sta ,ith the organiation Bene/its:

there/ore: are necessar co!onents o/ an e//ectie /unctioning co!ensation rogra!

+he iron: ho,eer: is that ,hie .ene/its !ust .e o//ered to attract and retain good ,or-ers:

.ene/its as a ,hoe do not direct a//ect a ,or-erHs er/or!ance Bene/its are genera

!e!.ershiC.ased: o//ered to e!oees regardess o/ their er/or!ance ees (hie this does

not aear to .e a ogica .usiness ractice: there is eidence that the a.sence o/ adeuate

.ene/its and serices /or e!oees contri.utes to e!oee dissatis/action and increased

a.senteeis! and turnoer According: .ecause the negatie e//ect o/ /aiing to roide adeuate

.ene/its is so great: organiations send tens o/ .iions o/ doars annua to ensure that

aua.e .ene/its are aaia.e /or each ,or-er

O=>et!3e) of t#e emlo$ee =enef!t)&

130



ocieta: organiationa: and e!oee o.@ecties are sought through the use o/ indirect

co!ensation

So!etal O=>et!3e)&

(ithin the ast centur: )uroe: Eaan: and North A!erica hae changed /ro! rura nations o/

indeendent /ar!ers and ranchers to ur.an nations o/ interdeendent ,age earners +his

interdeendence ,as iustrated /orce/u . !assie une!o!ent during the reat

?eression o/ the 1930s and the recession o/ the ear 1990s +o he roide securit:

goern!ents re on the suort o/ e!oers +hrough /aora.e ta* treat!ent: e!oees can

receie !ost .ene/its ta*C/ree: ,hie e!oers can deduct the cost o/ .ene/its as a .usiness

e*ense Athough ta* .rea-s reduce goern!ent receits: heathCcare: disa.iit: i/e insurance:

and retire!ent .ene/its o,er the .urden on societ ,hen i heath: retire!ent: or death occurs)en i/ these ta* .rea-s are ei!inated: .ene/its are so ,ide used that the are a!ost certain to

continue

+he great strugge /or the A!erican societ during the 1990s ,i .e the continued assaut on

rising !edica costs As /ortune noted: JAn aging ouation ,ith near uni!ited access to

highCriced doctors and technoog is ushing !edica costs s-,ard

Or"an!at!onal O=>et!3e)&

+i!eCo// .ene/its such as acations: hoidas: and rest .rea-s he e!oees reduce /atigue:

enhancing roductiit during the hours ,hen the e!oees do ,or- i!iar: retire!ent:

heathCcare: and disa.iit .ene/its !a ao, ,or-ers to .e !ore roductie . /reeing the! o/

concern a.out !edica and retire!ent costs / these .ene/its ,ere not aaia.e: e!oees

!ight eect to /or! a union and coectie .argain ,ith the e!oer Athough coectie

action is ega: e!oers such as nte re/er to re!ain nonunion

#educe Fatigue

?iscourage a.or unrest

atis/ e!oee o.@ecties

Aid recruit!ent

131



#educe turnoer

Mini!ie oerti!e costs

Emplo$ee O=>et!3e)&

+he rea adantages to e!oees o/ e!oerCroided .ene/its are o,er costs and aaia.iit

For e*a!e: insurance .ene/its are usua ess e*ensie .ecause the e!oer !a a so!e

or a o/ the costs: as nte does rou ans sae the cost o/ ad!inistering and seing !an

indiidua oicies +he insurer aso can reduce the ris- o/ aderse seection: ,hich occurs ,hen

indiiduas sign u /or insurance .ecause the are hea users Actuaries the seciaists ,ho

co!ute insurance rates can ass on these saings in the /or! o/ s!aer re!iu!s een i/

,or-ers a the entire re!iu!

Inflat!on protet!on< Jn/ation rotectionK aso resuts ,hen the e!oer as /or a .ene/itFor e*a!e: a t,oC,ee- aid acation is not reduced in aue . in/ation

JPree*isting conditionsK o/ten reent eoe /ro! o.taining insurance .ecause it is unaaia.e

or una//orda.e athough heathCcare re/or! in the nited tates is i-e to reduce the incidence

o/ unaaia.iit n the )uroean nion: %anada: ,eden: and other deeoed nations: heathC

care insurance !a .e o/ ess i!ortance .ecause o/ goern!entCroided heath insurance or

care

Co3era"e for (ome)t! partner)J< J?o!estic artnershiK coerage is e!erging as a ne,

.ene/it /or e!oees: esecia ,ith the gro,ing diersit o/ ,or-ers and their reationshis

sua .ene/it coerage is e*tended to the e!oee: souse: and chidren: deriing non/a!i

!e!.ers o/ coerage regardess o/ their reationshi ,ith the e!oee o!e e!oers e*tend

.ene/it coerage to Jdo!estic artnersK regardess o/ ,hether the are !arried

+he o.@ecties o/ societ: organiations: and e!oees hae encouraged the raid gro,th o/ .ene/its and serices +his gro,th has a//ected a areas o/ /ringe .ene/its and serices +hisgro,th has a//ected a areas o/ /ringe .ene/its and serices: incuding insurance: securit: ti!eCo//: and ,or- scheduing .ene/its

5ee6& ,0Leture No7 & 4+

Leture Top!& Cate"or!e) of =enef!t plan)

132



Re8uired9Mandatory Security

-oluntary security

Retirement

Time.off related benefits

Holiday Pay

-acation

CATEGORIES OF 'ENEFIT %LANS

Most co!anies toda o//er a ,ide ariet o/ .ene/its: esecia arger co!anies o!e o/ the

.ene/its are co!usor For the co!osition o/ .ene/it ans there are !an !a@or categories o/

.ene/it ans !a .e o//ered +he are as /oo,s<

1 #euired or !andator securit

2 Qountar securit

3 #etire!ent C reated securit

4 +i!eCo// securit

5 "eath insurance

6 Financia serice

7 ocia & recreationa serice

Re2u!re(Man(ator$ Seur!t$&

Federa & state goern!ent reuires that e!oers roide a certain i!it o/ rotection or a

securit /oor /or each e!oee +here are three ri!ar area o/ co!usor securit<

133



(or-ers co!ensation

ne!o!ent co!ensation

ocia securit .ene/it

Voluntar$ )eur!t$&

+,o o/ the !a@or securit .ene/it rogra!s used . e!oers are ountar seerance a and

sue!enta une!o!ent .ene/its eerance a is a gien to the e!oee at

ter!ination ts urose is to roide /unds to tide the e!oee oer unti he or she /inds

another @o. +he a!ount aries /ro! seera ,ee-s o/ a /or hour ,or-ers to seera ,or-ers

to seera ear ,orth o/ saar /or e*ecutie

oden arachutes: a /or! o/ seerance a: are aid to e*ecute as a /or! o/ co!ensation i/

the are ter!inated during a hostie ta-eoer )*ecuties ,ho /ears hostie ta-eoer o/ten are

a.e to o.tain a goden arachute cause in their contact

+he second /or! o/ ountar securit is sue!enta une!o!ent .ene/its +hese are

a!ents !ade . the e!oer to e!oees ,ho are te!orari aid o// +he are !ade in

addition to une!o!ent co!ensation receied /ro! the state

Ret!rement&

>er 90 ercent o/ /uCti!e ,or-ers at co!anies ,ith !ore than 100 e!oees are coered .

retire!ent ans: according to the e!oee .ene/its #esearch institute Pension an are

considered re,ards /or ong serice and are not incenties to ,or- !ore e//icient o/ e//ectie

uness the re!iu! is tied to a stoc- otion an : as scars is Pension ans are used ri!ari to

retain a oa ,or-/orce

T!me-off relate( =enef!t)&

"oida a

Qacations

134



eae o/ a.sence

Hol!(a$ %a$&

Most e!oers roide a /or a esta.ished hoidas such as Ne, ears ?a: Me!oria?a: and Fourth o/ Eu >ther /ir! aso roides hoida a /or %hrist!as

Vaat!on&

Most e!oers o//er aid acations that range /ro! one to si* ,ee-s er ear ?eending on

ength o/ ti!e ,ith the co!an in one o: e!oees rated aid acations and hoidas as the

third !ost i!ortant .ene/it .ehind !edica insurance and ension

5ee6& ,*Leture No7 & 4,

Leture Top!& Lea3e Of A=)ene

Health and insurance related benefit

135



Health /enefit

Non medical insurance benefit

$inancial" Social" and Recreational benefits

Non.financial benefits

Stoc# benefit

*S'P :*mployee Stoc# 'wnership Plan;

LEAVE OF A'SENCE

eaes are gien /or !iitar serice: @ur dut: eection: disa.iit: sic-ness and !aternit

onger eaes caed sa..aticas are aso gien /or rene,a or secia serice

Healt# an( !n)urane relate( =enef!t&

)!oers o//er are arious tes o/ coerage incuding !edica: disa.iit: denta: i/e: and auto

insurance Maintaining adeuate coerage ,hie -eeing cost ,ithin .ound is a chaenge /or

organiation

Healt# 'enef!t&

%ost contain!ent !ethod

)!oee coCa!ent

)!oee a!ent o/ deducti.e

e/ /unded insurance

(eness rogra!

136



Proiding !ore in/or!ation

#estriction on schiatric and su.stance a.use rogra!

Non me(!al !n)urane =enef!t&

Besides heath reated insurance e!oees aso roide can other /or!s o/ insurance According

to a recent sure . the internationa certi/ied societ o/ e!oee .ene/it seciaists: i/e

insurance is o//ered . !ore e!oers than an other roduct

F!nan!al; So!al; an( Rereat!onal =enef!t)&

Non /inancia .ene/its

toc- .ene/its

)>P

)ducationa .ene/its

%hidCcare .ene/its

)der care

%a/eteria an

Fa!i /riend .ene/its

Non-f!nan!al =enef!t)&

+he use o/ a co!an car: co!an e*ense account: cu. !e!.ershi: he in .uing and

seing a ho!e and the use o/ co!an o,ned resort condo!iniu!s are e*a!e o/ er-s

aaia.e to !anager: e*ecuties: and so!e e!oees

Sto6 =enef!t&

137



)!oee thri/t: saing: or stoc- urchase inest!ent an are aso ouar For e*a!e in a

stoc- otion an an e!oee is o/ten guaranteed the right to .u share o/ co!an stoc- at a

discount or a certain rice

ESO% ?Emplo$ee Sto6 O:ner)#!p %lan@&

(hen stoc- is roided as a an o/ ro/itCsharing an an e!oee stoc- o,nershi an is

deeoed

E(uat!onal 'enef!t&

Man /ir!s o//er a tuition rei!.urse!ent an /or e!oees ,ho attend a schoo: coege or

uniersit sua the /ir! reuires that the e!oee ta-e a course reated to ,or-

C#!l( are =enef!t&

(or-ing ,o!en ,ith s!a chidren hae .eco!e er co!!on in our societ Athough on

si* ercent o/ sureed e!oees o//ered sonsored chid care in 1987: one stud sho,s that 66

ercent o/ sureed .ene/it directors sa, chid care as a !a@or gro,th area

El(er are&

A stud o/ .ene/it directors in 1988 indicated that 77 ercent o/ the! .eieed that eder care

Ccare o/ the ederC,i is a !a@or gro,th .ene/it in the 1900s

Cafeter!a plan&

Because o/ the ariet o/ otions in the .ene/it area !an e!oers hae shi/ted to or areconsidering ca/eteria an As noted earier ca/eteria an ao,s e!oees to ic- and choose

/ro! a ariet o/ .ene/it otions !uch as a erson choose /ood at a ca/eteria

Tren() !n 'enef!t) an( Ser3!e)&

138



Bene/its hae .eco!e so!ething other than the once thought o/ J/ringeK )!oees e*ect

certain e*tras to .e the nor! rather than the e*cetion %ogniant o/ these reuire!ents and

co!etition /ro! other .usiness: !anage!ent has had to deeo costCe//ectie !ethods to o//er

and serice these .ene/its +he !ost ,ide used rescrition has .een the ca/eteria ste o/

.ene/its +he ca/eteria aroach ao,s e!oees to ic- and choose those .ene/its that are

desira.e +he use o/ the ca/eteria ste aroach to .ene/its ,i undou.ted continue: ,ith the

!ost ouar o//ering .eing so!e core .ene/its to .e are reuired /or a e!oees: and the

re!ainder o/ the !onies to .e sent on .ene/its e/t to the decision o/ each e!oee +he

adantages o/ the ca/eteria aroach to .ene/its has .een suorted . !an research studies: as

,e can sho, that eoe do hae di//erent needs according to their age: /inancia and /a!i

osition: attitudes: and i/e ste ounger e!oees tend to /aor .ene/its that can .e o/

/reuent or i!!ediate use: such as acation das: hoidas: and /e*i.e ,or-ing hours >der

e!oees are usua securit conscious: re/erring i/e insurance and retire!ent reated

.ene/its

As /or the other trends ,e can e*ect the .urden o/ aing /or these .ene/its to shi/t to one that

is !ore euita. shared .et,een the e!oee and the e!oer "eath care is a ri!ar

e*a!e (hie it !a cost !ore to su.scri.e to heath coerage: the cost is sti !ini!a

co!ared ,ith the costs o/ a disastrous iness

Fina: ,e !ust reaie that e!oees !a .e aing !ore /or or getting ess o/ the .ene/itsthat e!oees !a .e aing !ore /or or getting ess o/ the .ene/its that e!oers o//er)cono!ic hardshis are a reait: and costCcutting !easures are !andated )!oees !ust .e,iing to accet ess i/ the are to rogress in the /uture +he aternaistic ercetion o/ anorganiation !ust .e changed: and e!oees !ust .e ,iing to share !ore resonsi.iit /or their ,eC.eing

5ee6& ,*

Leture No7 & 4/

Leture Top!& Stre)) 1 'urnout

!efinition of Stress

(auses of stress

139



Symptoms of Stress

Physiological Symptoms

Psychological Symptoms

/ehavioral Symptoms

/urnout

STRESS 1 'URNOUT

Def!n!t!on of Stre))&

tress is a dna!ic condition in ,hich an indiidua is con/ronted ,ith an oortunit:

constraint: or de!and: reated to ,hat he or she desires: and /or ,hich the outco!e is erceied

to .e .oth uncertain and i!ortant +his de/inition is co!icated: so ei us oo- at it !ore

cose

tress can !ani/est itse/ in .oth a ositie and a negatie ,a tress is said to .e ositie ,hen

the situation o//ers an oortunit /or one to gain so!ething +he =schingCu= that an athete

goes through can .e stress/u: .ut this can ead to !a*i!u! er/or!ance t is ,hen constraints

o/ de!ands are aced on us that

.eco!e negatie et us e*ore those t,o /eaturesCconstraints and de!ands

Cau)e) of )tre))&

tress can .e caused . a nu!.er o/ /actors caed stressors +hese stressors can .e groued into

t,o !a@or categoriesCersona /actors and organiationa /actors Both o/ these areas direct

a//ect the erson and: uti!ate: the @o. For that reason: ,e ,i ostone our discussion o/

organiationa /actors and coer the! in the =.urnout= section o/ this chater "o,eer: .ecause

ersona /actors a//ect and are a//ected . organiationa /actors: ,e ,i address the! no,

A!ost anthing can cause stress /or an indiidua (e a hae our ees o/ resistance: .ut once

the stressors .eco!e too great: &e e*hi.it so!e di//erent .ehaior +he !ain /act to re!e!.er

a.out stress /ro!: ersona /actors is that the good can cause as !uch stress as the .ad %ertain

,e a -no, that the death o/ a /a!i !e!.er: a diorce: or .eing /ired /ro! ,or- can cause

undue stress: .ut so can the .irth o/ a chid: getting !arried: or anding that ne, @o. For e*C

140



a!e: re!e!.er the ti!e ou /ina got that date ,ith the erson o/ our drea!sL A ha

ti!eL es But ,hat did ou go through to get read /or itL ou de.ated oer ,hat cothes to

,ear: ,here to go: ,hether ou oo-ed good: and so on ou ,ere nerous ,hen ou /ina

arried to get our date: or ,hen the door.e rang and our date arried At the end it ,as such a

good ti!e: .ut this good ti!e caused ou a ot o/ stress

/ ,e are under stress: ,e can e*hi.it one or !ore o/ three s!to!s< hsioogica:

schoogica: or .ehaiora

S$mptom) of Stre))&

Because stress can sho, itse/ in !an ,as: it is i!ortant /or us to recognie ho, stress can:

.e identi/ied

%#$)!olo"!al S$mptom)& +his te o/ stress is di//icut to detect ,ith the na-ed ee t reates

to the !edica changes that can occur interna in the indiidua uch changes as increased

heart and .reath rates: higher .ood ressure: headaches: and heart attac-s can .e .rought on .

stress .ut are not eas /or us to sot ear According: the .eco!e ess i!ortant /or us ,ith

resect to heing indiiduas change their actions

%)$#olo"!al S$mptom)& +his te o/ stress can cause har! in an organiation .ecause it eadsto signi/icant dissatis/action ,ith the @o. +his s!to! !ani/ests itse/ as tension: an*iet:

irrita.iit: .oredo!: and rocrastination

'e#a3!oral S$mptom)& +his te o/ stress has the greatest i!act on the organiation t

roduces roductiit changes: a.senteeis!: turnoerCand increased s!o-ing and acoho

consu!tion

/ ou are in an oirganiati6n ,here these s!to!s are eident: there !a .e so!e action ou

can ta-e to he reduce these ees For ersona /actors: ,e can tr to get eoe to recognie

the need /or assistance and roide that assistance /or the! +his !a incude secia rogra!s

such as stress !anage!ent or sonsoring hsica actiities (hateer is chosen: the e!hasis

on the resut shoud .e the sa!eCtr to -ee the e!oees heath

141



'urnout&

Bet,een 1974 and 1982: /ortCeight atte!ts ,ere !ade to de/ine .urnout (hie each o/ these

atte!ts /ocused on a seci/ic asect o/ .urnout: it ,as not unti 1982 that a coaesced de/inition

aeared +his de/inition ie,s .urnout as a /unction o/ three concerns< J%hronic e!otiona

stress ,ith

a e!otiona andor hsica e*haustion:

. o,ered @o. roductiit: and

c oer deersonaiation

Note that none o/ the three concerns incude ongCter! .oredo! (hie this is o/ten re/erred to

as .urnout: it is not et us oo- at these three concerns in !ore deth

)!otiona andor hsica e*haustion is an inner condition caused . arious ersona and

organiationa /actors Persona /actors such as !arita: ega: or /inancia ro.e!s: !a

.eco!e so ara!ount in a ,or-ers i/e that he or she tends to gie u As these ro.e!s

.eco!e !ani/est: the ,or-er .egins to /ee een !ore heess and oses sight o/ reait:

resuting in a change o/ .ehaior )!otiona e*haustion can aso !ani/est itse/ ,hen ,or-ers

,ho are in the .usiness o/ deaing ,ith other eoe ose their a.iit to: .e at ea- er/or!ance

in deaing ,ith others (hen this resuts: the .egin to /ee inadeuate in handing arious

situations and uti!ate change their .ehaior Phsica e*haustion: on the other hand: sea-s

/or itse/ (hen highCenerg is needed .ut ac-ing: er/or!ance ,i .e a//ected +hin- o/ the

ro/essiona .o*er ,ho in order to get a tite shot: schedues one /ight a/ter another +his

hsica torture: ,hether the /ighter ,ins or not: !a ta-e its to and a//ect the /ina goa

o,ered @o. roductiit can .e a cause and a resut As a cause: it .eco!es de!eaning

(or-ers genera i-e to roduce (hen ,or-ers -ee .us: the /ind the can achiee ositie

resutsCsaar increases: recognition: adance!entCand the ti!e sent at ,or- see!s shorter +he

adage that roductie ,or-ers are ha ,or-ers has an i!act: as ,or-ers are !otiated . the

chaenge "o,eer: as constraints and de!ands e!erge and o,er this roductiit: ro.e!soccur +hese constraints and de!ands i!inge on the ,or-ers ,e/are: !a-ing the! ess:

roductie: ess ha: and: uti!ate: ess !otiated

+he /ina concern is oer deersonaiation A/ter ears o/ technoogica adance!ents: ,e are/inding that . dehu!aniing @o.s ,e are causing an undue hardshi on the re!aining ,or-ers

142



+his auto!ation: coued ,ith !an rues and reguations and ac- o/ interersonareationshis: has ed to the ear .urnout o/ ,or-ers

5ee6& ,B

Leture No7 & 44

Leture Top!& Re(u!n" 'urnout

Safety and Health Program

The 'ccupational Safety and Health &ct

Safety Programs

143



REDUCING 'URNOUT

#eaiing that stress is a /act o/ i/e and !ust .e channeed roer: organiations !ust esta.ish rocedures /or reducing these stress ees .e/ore ,or-ers .urnout Athough no cearCcut

re!edies are aaia.e: /our techniues hae .een roosed<

1 denti/ication< denti/ication techniues /or the anasis o/ the incidence: reaence: andcharacteristics o/ .urnout in indiiduas: ,or- grous: su.units: or organiations

2 Preention< Atte!ts to reent the .urnout rocess .e/ore it .egins

3 Mediation< Procedures /or so,ing: hating: or reersing the .urnout rocess

4 #e!ediation< +echniues /or indiiduas ,ho aread .urned out or are raidaroaching the end stages o/ this rocess

Safet$ an( Healt# %ro"ram&

Manage!ent has a resonsi.iit to ensure that the ,or-ace is /ree /ro! unnecessar haards

and that conditions surrounding the ,or-ace are not haardous to e!oeesH hsica or

!enta heath >/ course: accidents can and do occur on !an @o.s: and the seerit o/ these !a

astound ou +here are aro*i!ate 20 !iion ,or-Created in@uries each ear: 390:000 ,or-C

reated inesses: and 100:000 ,or-Created deaths +hese nu!.ers hae an een greater i!act,hen ou consider that 48:380 indiiduas died a ioent death in 1983 as a resut o/ a cri!e: or

that 47:318 indiiduas ,ere -ied in co!.at during the entire Qiet!an (ar Period: 1959C83 o:

,hie it !a sound heartess: a e!oers are concerned a.out e!oeesH heath and sa/et i/

/or no other reason than accidents cost !one "o,eer: /ro! a !ora standoint e!oers

hae an o.igation to !aintain a ,or-ace that ,i /aciitate the oeration o/ the ,or- tas-s

e!oees are assigned and ,i !ini!ie an negatie asects o/ situations a//ecting the

e!oeesH heath and sa/et

Fro! the turn o/ the centur through the ate 1960s: re!ar-a.e rogress ,as !ade in reducing

the rate and seerit o/ @o.Created accidents and diseases et the !ost signi/icant iece o/

/edera egisation in the area o/ e!oee heath and sa/et ,as not enacted unti 1970

T#e Oupat!onal Safet$ an( Healt# At&

144



An discussion o/ e!oee heath and sa/et is cear di//erent toda /ro! ,hat it ,oud hae

.een thirt ears ago +he assage o/ the >ccuationa a/et and "eath Act >"A in 1970

dra!atica changed the roe that !anage!ent !ust a in ensuring that the hsica ,or-ing

conditions !eet adeuate standards (hat the %ii #ights Act did to ater the organiationHs

co!!it!ent to a//ir!atie action >"A has done to ater organiationHs heath and sa/et

rogra!s

Safet$ %ro"ram)&

Managers are not e*e!t /ro! acting ,ithin the a, As a resut: the !ust ensure that the

hsica ,or-ing conditions in their organiations !eet the !ini!u! standards o/ the a,

eci/ica: this incudes >"AHs standards: us a state and co!!unit reuire!ents that !a

e*ist >n cose e*a!ination ,e /ind that a ast nu!.er o/ organiations go considera. .eond

the !ini!u! standards o/ the a,

/ .usinesses are concerned ,ith e//icienc and ro/its: ou !a as-: ,h ,oud the send

!one to create conditions that e*ceed those reuired . a,L +he ans,er is the ro/it !otie

itse/ +he cost o/ accidents can .e: and /or !an organiations is: a su.stantia additiona cost o/

doing .usiness

+he direct cost o/ an accident to an e!oer sho,s itse/ in the organiationHs ,or-erHsco!ensation re!iu! +his cost: as noted in the receding chater: is deter!ined . the

insuredHs accident histor ndirect costs: ,hich genera /ar e*ceed direct costs: !ust aso .e

.orne . the e!oer +hese incude ,ages aid /or ti!e ost due to in@ur: da!age to

eui!ent and !aterias: ersonne to inestigate and reort on accidents: and ost roduction

due to ,or- stoages and ersonne changeoer +he i!act o/ these indirect costs can .e seen

/ro! statistics that descri.e the costs o/ accidents /or A!erican industr as a ,hoe n 1983:

,or-erHs co!ensation cost e!oers aro*i!ate I 18 .iion Accidents additiona cost

e!oers .iions in ,ages and ost roduction +he signi/icance o/ this atter /igure is

e!hasied ,hen ,e note that this cost is aro*i!ate ten ti!es greater than osses caused .

stri-es: an issue that has historica receie !uch !ore u.ic attention

145



5ee6& ,B

Leture No7 & 48

Leture Top!& In(u)tr!al relat!on

!efinition of )ndustrial Relation

!efinition of Trade <nion

Specific 1oals

Maintenance of Membership

146



INDUSTRIAL RELATION

Def!n!t!on of In(u)tr!al Relat!on&

+he ter! Jndustria reationsK has .een arious de/ined . di//erent ,riters ndustria

reations !eans the nature o/ reationshi .et,een the e!oer and e!oee in an industria

organiation

According to %rof7 Dunlop: Jndustria reations de/ined as the co!e* o/ interreations a!ong

,or-ers: !anagers and oern!entHH

According to V7' S!n"#; IR is a set o/ /unctiona interdeendence inoing historica: econo!ic

:socia: schoogica: de!ograhic: technoogica: occuationa: oitica and ega aria.esHH

According to En$lope(!a 'r!tann!a: Jndustria reations incude indiidua reations and

@oint consutation .et,een e!oers and ,or- eoe at the ace o/ ,or-: coectie reations

.et,een e!oers and the organiations and the trade unions and the art aed . the state in

reguating these reationsK

According to '!):anat# G#o)# Industria reations is an art: the art o/ iing together /or

uroses o/ roductionK

t !a .e seen that the .asic /eature o/ the arious de/initions o/ #s !entioned a.oe: in site o/

the di//erences in ,ords: re!ain the sa!e +hus industria reations incudesC

• the reations .et,een e!oers and e!oees at the ant ee

• the reation .et,een the arious unions

• the reations .et,een e!oers or their organiations and trade unions at arious ee

ee o/ ant: region or industr and nationa ee

• the reation .et,een the state and the unions

147



• the reation .et,een the e!oers and the goern!ent

Def!n!t!on of Tra(e Un!on&

A union is an organiation o/ ,or-ers acting coectie: ,ho see- to rotect and ro!ote their !utua interests through coectie .argaining

Spe!f! Goal)&

(e .egan this chater . descri.ing unions as organiations that see- to rotect and ro!ote

their !e!.ers interests nion rotection and ro!otion .asica reoe around /our seci/ic

goas (e can sa that an a.or union ,i see- to

1 n/uence the ,age and e//ort .argain

2 )sta.ish a securit sste! /or !e!.ers

3 n/uence the ad!inistration o/ rues

4 >.tain oitica o,er in the state and oer the econo!

5a"e) an( Effort< (e traditiona ie, unions as .argaining /or their !e!.ers in the areas o/

,ages: hours: and ,or-ing conditions +he resut o/ this .argaining deter!ines the a!ount o/

a: the hours o/ e!o!ent: the a!ount o/ ,or- reuired during a gien eriod: and the

conditions o/ e!o!ent +he unionHs a.iit to in/uence /ina negotiation is deter!ined . the

unionHs o,er reatie to that o/ !anage!ent

Emplo$ment )eur!t$< +he idea agree!ent: /ro! a union standoint: ,oud .e a situation

,here ,or-ers coud not .e hired . an e!oer uness: at the ti!e o/ hiring: the ,ere aread

!e!.ers o/ the union n such a case: the union is the on source o/ a.or /or the e!oer

%o!ete !onoo o,er ca .e e*erted: since the e!oerHs aternaties hae .een reduced to

one +his te o/ arrange!ent is re/erred to as a cosed sho and ,as decared iega . the +a/tC"arte Act in 1947 et: in !an construction and rinting @o.s: and arrange!ent e*ists that

cose rese!.es the cosed sho; in those cases: it is caed a hiring ha

+he !ost o,er/u reationshi ega aaia.e to a union is a union sho: ,hich stiuates that

e!oers: ,hie /ree to hire ,ho!eer the choose: !a retain on union !e!.ers +hat is a

148



e!oees !ust: a/ter a seci/ied ro.ationar eriod usua thirt to si*t das @oin the

union or gie u their ositions "o,eer: in rightCtoC,or- states: co!usor union !e!.ershi

is /or.idden At resent: this egisation e*ists in t,ent states: though rightCtoC,or- a,s are

!ost heai concentrated in the outh: the /ar! .oc-: and the Mountain tates

/ a union sho does not e*ist: then there can .e no reuire!ent that the e!oee @oin the union

A other tes o/ securit: there/ore: are cear in/erior /ro! a unionHs standoint +hese other

tes o/ securit arrange!ents incude !aintenance o/ !e!.ershi and re/erentia: agenc: and

oen shos

Ma!ntenane of Mem=er)#!p< A !aintenance o/ !e!.ershi agree!ent states that no ,or-er is

reuired to @oin the union as a condition o/ e!o!ent: .ut it stiuates that shoud an e!oee

@oin the union: he or she then .eco!es oc-ed in +his oc-ed in status co!es the e!oee to

re!ain in the union /or the e*tent o/ the contract (hen the contract e*ires: !ost !aintenance

o/ !e!.ershi agree!ents roide an escae cause a short intera o/ ti!e: usua ten das

to t,o ,ee-s: in ,hich the e!oee !a choose to ,ithdra, his or her !e!.ershi ,ithout

enat

%referent!al S#op< (hen a union !e!.er is gien re/erence oer a nonunion !e!.er: ,e

hae a re/erentia sho +his te o/ agree!ent !ust .e care/u !onitored to ensure that

re/erentia treat!ent is not interreted to !ean union !e!.ers e*cusie (hen re/erenceresuts in decisions that consistent e*cude nonunion !e!.ers: ,e do not hae a re/erentia

sho: .ut rather a cosed sho

A"en$ S#op< An agree!ent that reuires nonunion e!oees to a the union a su! eua to

union /ees and dues as a condition o/ continuing e!o!ent is re/erred to as an agenc sho t

,as designed as a co!ro!ise .et,een the unionHs desire to ei!inate the J/ree riderK and

!anage!entHs desire to !a-e union !e!.ershi ountar

Open S#op< +he east desira.e /or! o/ securit: again /ro! the union standoint: is the oen

sho +his is ,here there is: technica: no union: .ut it is so!eti!es aied to aces o/ ,or-

in ,hich there is a union .ut !e!.ershi is not a condition o/ e!o!ent

149



Guarantee( Annual Inome< n addition to the unionsH desire to deeo a securit agree!ent

,ith an e!oer: unions hae recent .egun aso to ress /or @o. and inco!e securit /or their

!e!.ers dea: a union ,oud i-e to .e a.e to roide its !e!.ers ,ith co!ete @o.

securit (hie union o//icias !a use the hrase Jguaranteed i/eti!e securitK to descri.e their

goa: ,hat the actua ,ant is the sa!e -ind o/ @o. securit !ost !anagers hae +his is not

i/eti!e securit: .ut rather signi/icant reductions in the ractice o/ instant ao//s during een

!inor econo!ic su!s or cutting ,or-ers adri/t ,hen a ant or o//ice is cosed do,n nions

in recent ears hae sought to hae !anage!ent est @o.s rights to union !e!.ers A/ter a

stiuated nu!.er o/ ears o/ serice: a ,or-er ,oud hae earned the right to .e -et on the @o.

(or-ers ,ith high seniorit coud .e guaranteed ,or- een during su!s or at east .e

guaranteed a certain nu!.er o/ hours o/ ,or- or a in ieu o/ ,or- er ear

As indicated a.oe: securit can incude such arrange!ents as a guaranteed annua inco!e

Pro.a. the .estC-no,n guarantee is that .et,een the !e!.ers o/ ongshore!enHs nion andtheir e!oers +he doc-,or-ers in Ne, or- are guaranteed 2:080 hours o/ ,or- a ear so

ong as the !eet one stiuation: that is: .eing aaia.e to ,or- (ith current ,ages

aro*i!ate I 15 er hour: this guaranteed annua inco!e a!ounts to I 31:200 er ,or-er n

other orts: the nu!.er o/ hours guaranteed is ess: 1:900 in Bati!ore /or a ,or-er ,ith ten

earsH seniorit: .ut the i!act is the sa!e +he guaranteed annua inco!e roision costs

!iions o/ doars

Rule)< (here a union e*ists: ,or-ers are roided ,ith an oortunit to articiate indeter!ining the conditions under ,hich the ,or-: and an e//ectie channe ,here. the can

rotest conditions the .eiee are un/air +here/ore a union not on is a reresentatie o/ the

,or-er .ut aso roides rues that de/ine channes in ,hich co!aints and concerns o/ ,or-ers

can .e registered

Gr!e3ane %roe(ure)< rieance rocedures and rights to thirdCart ar.itration o/

!anage!entCa.or disutes are e*a!es o/ ractices that are /reuent de/ined and reguated as

a resut o/ union e//orts:

Un!on %o:er< A /ina o.@ectie o/ a union is to o.tain oitica o,er in the state and oer the

econo! +he union !oe!ent has not .een reuctant to e*ert oitica !usce to gain through

egisation ,hat it has .een una.e to ,in at the .argaining ta.e

150



+he AFC%>: /or e*a!e: is a otent o..ing grou No nationa oitician can ignore the

needs o/ the union !oe!ent as articuated . the AFC%> +hose ,ho see- eection to u.ic

o//ice: or ,ho ,ant to !aintain the ositions the aread hod: /ind that a.orHs interests !ust .e

heard +he ,inning o/ a.or suort can .e a aua.e aid: o/ten a necessar reuire!ent: in

attaining i!ortant ositions at the oca: state and nationa ees

Def!n!t!on of Collet!3e 'ar"a!n!n"&

+he ter! coectie .argaining tica re/ers to the negotiation: ad!inistration: and

interretation o/ a ,ritten agree!ent .et,een t,o arties that coers a seci/ic eriod o/ ti!e

+his agree!ent or contract as out in seci/ic ter!s the conditions o/ e!o!ent; that is: ,hat

is e*ected o/ e!oees and ,hat i!its there are on !anage!entHs authorit n the discussion

that /oo,s: ,e ,i ta-e a so!e,hat arger ersectie than this de/inition in that ,e ,i aso

consider the organiing: certi/ication: and rearation e//orts that recede actua negotiation

%oectie Bargaining Process< Figure 11 su!!aries the coectie .argaining rocess

Prearation /or contract negotiations is o/ten an ongoing actiit in sohisticated co!anies such

as A+&+ n other organiations: serious rearations .egin three to si* !onths .e/ore the

e*iration o/ the od contract or as soon as it oo-s i-e a union ,i success/u organie a

reious nonunionied e!oer +he "# deart!ent starts . studing recent trends in the

econo! and other a.or negotiations A an is deeoed that outines the co!anHs osition

on ,ages: hours: and other ter!s and conditions o/ e!o!ent +he co!anHs .argaining tea!

!a .e sue!ented . outsiders: !ost o/ten a a.or attorne >nce to !anage!ent has

aroed the an and stri-e rearations are under ,a: negotiations .egin seera ,ee-s or

!onths .e/ore the e*iration date o/ the a.or agree!ent

%RE%ARATION 'ARGAINING

ADMINISTRATION

151

Monitor the



152

<ssemble

bargaining plan and

'ecure top"

management

@heck strike status 5egotiate with

union

<pprove the

agreement by

<dminister the

labor agreement

=Aplain through

<d-ustcompensation and

=nsure union

and management



F!"ure ,7,& Sta"e of Collet!3e 'ar"a!n!n"

Negotiations ,ith the union .argaining co!!ittee continue unti a !utua satis/actor

agree!ent is reached Figure 12 identi/ies so!e o/ the traditiona guideines /or negotiating aa.or contract / the od contract e*ires: the union !a eect to stri-e in an atte!t to increase

the ressure /or its osition >nce he contract is aroed . to !anage!ent and . a ote o/

the union !e!.ers: the contract ad!inistration hase .egins

T#e DOS OF NEGOTIATIONS

1 ?o see- !ore or o//er ess than ou an to receie or gie2 ?o negotiate in riate: not through the !edia3 ?o et .oth sides ,in; other,ise the other side !a retaiate4 ?o start ,ith eas issues5 ?o re!e!.er that negotiations are sedo! oer ,hen the agree!ent is concuded;

eentua the contract ,i .e renegotiated6 do resoe deadoc-s . stressing ast rogress: another oint: or counterroosas7 ?o enist the suort o/ the Federa Mediation and %onciiation erice i/ a stri-e see!s

i-e

THE DONTSJ OF NEGOTIATIONS

153



1 ?o not !a-e our .est o//er /irst; that is so unco!!on that the other side ,i e*ect!ore

2 ?o not see- un,anted changes; ou !a get the!3 ?o not sa no a.soute uness our organiation ,i .ac- ou u a.soute4 ?o not ioate a con/idence

5 ?o not sette too uic-; union !e!.ers !a thin- a uic- sette!ent is not a good one6 ?o not et the other side .ass our tea! and go direct to to !anage!ent7 ?o not et to !anage!ent actua articiate in /aceCtoC/ace negotiations; the are o/ten

ine*erienced and oor in/or!ed

mmba-606 human resource management

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