Human Resource Management: Muhammad Mujib Siddiqui
Human Resource Management: Muhammad Mujib Siddiqui
Human Resource Management: Muhammad Mujib Siddiqui
Management
Formal Organisations
Objectives to perform
To provide high quality service/goods at
competitive prices based on perceived unfulfilled
demands of the market
Attaining these objectives
Some tasks to be done such as manufacturing,
administration, accounting etc. According to the
work – the organisations are defined.
IN TODAYS WORLD
to network of specialists.
Workers/Technicians of repair operations are
of conflict
Promotion of team work
feedback.
HRM Activities – Line
Managers/HR Deptt
Activity Line Management HRM
Adjustment Discipline. Investigation
of
Discharge employees complaints.
Lay Outplacement
off
Transfers Retirement consulting.
Provide expertise to
Managing Provide a vision for
change future. facilitate the overall
Resources to make it a process of managing
reality. change.
Operation of HR
Women in Workforce
Changes in attitude Developed in late 50’s.
The Reasons
Changes in the family.
Changes in the education.
Changes in self perception.
Changes in Technology.
Changes in the Economy.
Development
Training
Induction and Orientation
“A formal process of familiarizing new employees
with the organization.”
Benefits
Lower turnover.
Increased productivity.
Improved morale.
Lower further training costs.
Facilitate learning.
Lowering the anxiety of the employees.
Development
Formal Training
“Any procedure initiated to foster learning
among organization members”
Development
“It goes beyond educating employees for a
specific position. Development prepares
employees with learning which will allow
them to grow individually alongside the
organization itself.”
Employment
3. Staffing
Screening
Rapid, rough selection
Candidates screened against positions specifications
Written tests
Recommendations
Reference checks
Employment interviews
Non directive interviews
Directive interviews
Panel interviews
Stress, groups
Employment
Screening and Selection Method
Employment application forms
Info asked must be valid and fair to the nature of job
No questions asked which constitutes invasion of privacy
Job related questions only
Recommendation and referral checks
Education and employment history
Character and interpersonal competence
Ability to perform the job
Willingness of the past or current employer to retire
applicant.
Employment
Recommendation will be meaningful
The person recommending had adequate opportunity to
observe the candidate
He is competent to evaluate the candidate’s
performance
He can express the evaluation meaningful to the
prospective employer
It is candid
Psychological measurement
Drug testing
Handwriting analysis
polygraph
Employment
Integrity tests – clear purpose tests – to assess directly
attitude towards dishonest behavior/disguised behavior
Tests to assess disciplinary problems and violence etc
Mental ability tests
4. Development/Training
Training
Induction and orientation – “A formal Process of
familiarizing new employees with the org”
Benefits
Lower turnover
Increased productivity
Improved morale
Employment
Lower further training costs
Facilitate learning
Lowering the anxiety of the employee
Formal Training
“Any procedure initiated to foster learning among
org members”.
Development
“It goes beyond educating employees for a
specific positions. Development prepares
employees with learning which will allow them to
grow ind. along with org itself”
Employees Training
Trends / Need
No of unskilled / uneducated youth needed at
entry level.
Technological sophisticated system imposing
training needs.
Need to train – currently racial / ethnic minorities,
women etc.
Need of the firms – employees involvement at
workplace.
Training need – internationally competitive
environment.
Employees Training
Problems
Corporate commitment is lacking.
Too little funds allocated for training.
Schools / institutes awarding degrees to students
without proper skills
Poaching trained workers
Slowing down of economy
Government providing no help to trained workers
downsized / laid off workers.
Huge influx of unskilled labor in industries.
Employees Training
Employers / Universities – Not having proper ties.
Unions not playing their due role.
Assessing Training needs
Organizational Analysis
Operational Analysis
Individual Analysis
Selection of Training Method
Reaction
Achievement of specific level / knowledge /
performance.
Changes occurred.
Learning
Changes due to training.
Behavior / Result
Changes positively related to the achievement of
Org Goals.
Performance Management
Performance
Goal Setting
Goals must not be vague
Goals direct attention to specific performance
Mobilize efforts to accomplish higher level of performance.
Measuring accomplishments
Measure the extent to which goals accomplished
Accomplishment must be standardized
Assessment
Regular assessment of progress
Progress towards goal achievement.
Purpose of Performance
Management
Provide legal / formal justification for
employment decision
Used as criteria in test validation (to evaluate
the hypothesis)
Feedback for employees
Help establish objectives for training
programs
Help diagnose Organization Problems
MBO
Objective
Provides an opportunity to discuss subordinate’s
performance record.
To explore areas of possible improvement and
growth of the individual.
An opportunity to identify the attitude and feelings
more thoroughly.
Area of emphasis
Focus the subordinates attention on future rather
than on past
Appraisal Interviews
Initially emphasize the strengths of the employee
on which he can build his career rather than
weakness to overcome.
Avoid suggestions about personal traits to change
instead suggest more acceptable way of
performing.
Concentrate on opportunities for growth that
exists within the framework of the employee’s
present position.
Limit plans for growth to a few important items
that can be accomplished within a reasonable
amount of time.
Appraisal Interviews
Procedure
Listen more than you talk. The more the
interviewer talk the less effective the interview will
be.
Question should be meant to get an employee
thinking and talking. Questions that calls of an
answer of “yes” and “no”.
Use follow up questions. If the employee is
nervous, critical or gives only short answers,
follow up questions should be asked.
Appraisal Interviews
Reflect feeling – The feeling expressed is
reflected back to the subordinate in the form of
restatement. This provides a feeling in the
subordinate that he is being listened properly.
Avoid sandwich technique – In this technique
praise serves to cushion criticism. This alerts that
after praise criticism will be coming.
Ineffective Performance of an
Employee
Sources
Organizational Policies and Practices
Ineffective job placement.
Insufficient trainings.
Heavy handed management.
Lack of attention to employee’s needs or concerns.
Lack of clear job descriptions.
Personal Problems
Stress/Family problems.
Financial worries.
Emotional disorder
Ineffective Performance of an
Employee
Lack of effort.
Drug and alcohol.
Health concern.
Job related Sources
Boredom with job
Unclear/constantly changing work requirement.
Lack of growth.
Management employee conflict.
Excessive workload.
Lack of job skill.
Ineffective Performance of an
Employee
External Factors
Conflict between ethical/moral/religious standard and job
demands.
Legal constraints.
Employee Discipline
To maintain employee’s behavior and performance to
the required organizational standards
Discipline processes aim to recognize and correct
unacceptable work practices for the benefit of the
employee and organization.
Crucial elements of discipline Process
Equity across organization
Ineffective Performance of an
Employee
Equity across offences.
Union agreements.
Careful examination of causes.
Well documented records.
Appropriate appeal procedures.
Common Disciplinary Issues
Attendance Problems
Dishonesty and related problem
Work performance problems
On the Job behavior
Understanding Disciplinary Action
Documentation of Employee’s misconduct.
Ineffective Performance of an
Employee
Investigative interview / reply of the accused.
Progressive action / enquiry.
Correction / dismissal.
Legal rights / procedures outlined in
labor laws of Pakistan for Work men
IRA – 2008
Applicable on all workmen except government /
defense forces / security staff / hospitals etc but
applicable to Pak railway, post office, T & T
department.
Registration of trade union by workmen.
Legal strike.
Unfair labor practices on the part of the employers
Legal lockout
Unfair labor practices by workmen.
Legal rights / procedures outlined in
labor laws of Pakistan for Work men
Participation of workmen, the management of an
industrial unit.
Workmen Compensation Act – 1923
Employees liability for compensation in case of an
accident to a workmen.
Report of fatal accident.
Factories Act – 1934
Health and safety for workers
Restriction on working hours of workmen
Legal rights / procedures outlined in
labor laws of Pakistan for Work men
Special provisions for women and children
Weekly / annual / festival holidays
Pakistan Industrial / Commercial employment
Standing orders
Payment of bonus
Company group insurance
Terms and conditions to be given in writing
Termination of employment
Compensation
Strategic Objectives
Reward past performance
Remain competitive
Maintain safety equity among employees
Motivate employee’s future performance
Control wages and salary costs
Attract and retain good staff
Reduce unnecessary staff turnover.
Reward Systems
Financial
Direct payments (wages/salaries)
Indirect Payments (benefits
Non Financial
Protection programs
Employee’s involvement in decision making
Effective supervision
Recognition
Training opportunities.
Supportive corporate culture
Reward Systems
Incentive Plans
Stock options
Profit sharing / Bonuses
Blending fixed vs variable pay packages
Interest free house / misc loans