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Human Resource Systems
What Do Manager Do?
Managers Get Things Done
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Human Resource System
What Is An Organization?
Consciously Coordinated Social Unit
Functions On A Continuous Basis To
Achieve A Common Goal
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Human Resource Systems
What Are Management Functions ?
Henri Foyals:
Plan
Organize
Command Control
Coordinate
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In The 21st Century:
Planning
Organizing
Leading Controlling
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To Plan:
Organization Goals
Establish Overall Strategy To Achieve
These Goals
Developing A Comprehensive Set Of Plans
To Integrate And Coordinate Activities
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To Organize:
What Tasks To Be Done
Who Is To Do Them
How Tasks Are To Be Grouped
Who Reports To Whom What Decisions Are To Be Made
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To Lead:
Motivate
Direct The Activities
Select The Most Communicative Channel
Resolve Conflicts
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To Control:
Monitor Organizational Performance
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Why Do We Need Management
Speed Of ChangeTechnological
Developments To Competitive Strategies
Forces That Affect OrganizationalPerformancesGovernment Actions,
Expectations Of Employees Are Complex.
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Human Resource SystemsPut Employees Into a room with only a table and
two chairs. Leave them without any instructionand check back on them in two hours.
If they have taken the table apart...
...assign them to engineering.
* If they are counting butts in the ashtray...
...put them in finance.
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Human Resource Engineering
If they are talking to the chairs...
...assign them to personnel*
If they are sleeping...
...they are management material.
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Human Resource Systems
* If they do not notice when you walk in...
...place them in security.
*
* If they Leave Early..
Put them In Sales
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Ten Specific Managerial Roles
Grouped Under Three Primary Activity
Centers
1.Interpersonal
2.Informational
3.Decisional
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Figure Head
Leader
Liaison
Human Resource Systems
Interpersonal Role
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Informational Roles
Monitor
Disseminator
Spokes Person
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Human Resources Sysytems
Decisional Roles
Entrepreneur
Disturbance Handler
Resource Allocate
Negotiator
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Human Resource Systems
Henri FayolFocus On Managers Job
Organizational Functions Were Included
- Purchasing Planning
- Production Organizing
- Sales Directing
- Finance Coordinating- Accounting Control
- Administration
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Human Resource Systems
20th Century Concept
Federick Taylor pioneered ScientificManagement MovementObservation of PeopleThrough Time And Motion Study, Importance ToTask
Lillian GilbrethAnalysis And Synthesis On TheBasis Of Goal Setting
Henri FayolAdministrative PrinciplesElevation Of Management From Shop floor ToThe Entire Organization
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Human Resource Systems
Max Webers Bureaucracy Theory
The Great Depression Led To Behavioral
Approaches
Elton Mayos Hawthorne Studies At
Western Electric
Humanistic PsychologyAbraham
Maslow, Douglas Mcgregor
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Mary Parker FolletAdministrative
BehaviorReciprocal Nature Of Power,
Power As An Agent Of Change The Contingency PerspectiveIt All
Depends Perspective.
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Social Sciences
- Psychology
- Sociology
- Social Psychology
- Political Sciences
- Anthropology
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Management Is The Practice Of Directing,
Organizing, And Developing People,
Technology, And Financial Resources InTask Oriented Systems That Provide
Product And Services To Others.
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Links With Organizational StrategyHow?
A Major Airline Implements The Purchase
Decision Of Buying Four New AirbusA380s600 and 800 Seat Super JumboAircraft.
This Aircraft Is A Flying Palace SpaciousEnough To Feature Sleeping Quarters,Shops, Exercise Rooms.
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What Are The Major HR Implications?
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Human Resource Systems
The Most Experienced Captains With The
Airline Will Need Training
Training Needs Through Out The CockpitRanksFirst Officers, Flight Engineers
Cabin Attendants Will Need To Undergo
Training In Safety Features And Service
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Human Resource Systems
Maintenance Mechanics Will Need
Training In Routine And Special Servicing
Of The Airplane Purchasing AgentsDifferent Parts And
Supplies Will Need To Be Ordered
Construction Will Need To Be UndertakenTo Alter Airport Gates
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Human Resource Systems
Marketing Representatives Will Need To
Know The Airplanes Special Features ToPromote Travel On It.
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All this.
A Seemingly Straight Forward Decision To
Purchase A New Aircraft, A Decision
Based On Business Projections!!!
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Strategy:
Corporate StrategySeveral Businesses
Business StrategyCompetitive Positions
Functional Strategy - Departments
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Strategic Planning ProcessSWOT
Basic Strategic Trends:
Globalization
Technological Changes
Diverse Work Force
Nature Of Work
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Managerial Consequences:
Global Expansion
Improved Competitiveness
Organizational ChangesFlat
Knowledge Management
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Strategic Decisions Impact On HR
Add New Type Of Equipment Training Acquisition Selection (From
Acquired Firm),
Training,
Compensation,Outplacement
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Strategic Decisions Impact On HR
Pursue Competitive Strategy Compensation, LaborRelations, Training
Expand Markets Selection, Training,Compensation
Relocation Of Factory Transfer, Recruitment,
Selection, Training
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HR Strategic Role:
Ensuring Competitive Advantage
Shift From Protector And Screener To
Strategic Partner And Change Agent
Metamorphosis From Personnel To Human
Resource Management
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Role Of HR:
Environmental Scanning
Providing Of Competitive Intelligence
Providing Of Internal Strengths
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Human Resource Strategy
Future.
Corporate Reorganizations
- Loss Of Job, Pay, Benefits
- Job Changes
- Transfer To A New Geographic
Location
- Changes In Career Growth
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Steps Before Making A HR Score Card:
Emerges From The Balance Score Card
- Attempts To Collate Measures From
Four AreasFinancial, Internal Business
Process, Customer, Learning And Growth
(Objectives, Measures, Targets, Initiatives)
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HR Score Card:
Understanding The Reason For
Implementing The HR Score Card
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HR Outcomes Measure The Focus On
Business Outcomes
Operational HR Metrics That Focus On
Efficiencies
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Understanding The Business Context OfHRWhat Are The Value Drivers OF
Business Units? What Is HR Value Proposition To The
Business
Where Is HR Contribution RecognizedBySenior Management, The Line, Employees,HR Itself, Investors?
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What Does The HR Function Currently
Measure?
Are The Metrics Activity Driven Or Value
Driven?
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Defining HR Value:
- The Value Of The HR Function As AWhole
- The Value Of HR Processes As Practiced
Throughout The OrganizationPerformance Management And The FitWith Culture, Structure And Strategy
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Defining HR Value:
Selecting The Relevant Measures And
Metrics
Maintaining A HR Score Card Frame Work
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Now HR Score Card:
Business Context
Two Influences On HR Effectiveness:
- External InfluencesThe Companys
Current Operating Environment
- Internal InfluencesHow The Business
Perceives HR Capability
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Current HR Objectives:
Resources, Performance Management,
Training, And Development, Reward,
Employee RelationsAreas Where
Measurement Is Required
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Evolve Appropriate HR Metrics
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Score Card Design Frame Work:
Financial
Process
Internal Customer Focus
People/Human Capital Management
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Financial Value:
- HR Management Budget/Spend
- HR Development Budget/Spend
- Sales Per Employee
- Revenue Per Employee
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Human Resource System
Internal Customer:
- Training
- Self Learning
- Ration Of ELearning Modules To
Traditional Training Modules
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Human Capital Intervention (Focus And
People)
- Training Days Delivered
- Training Needs/ Analysis
- Performance Management
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Human Capital Management
- Absenteeism Ration
- Headcount
- Staff Turnover
- Employee Commitment
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HR Planning:
What Positions To Fill
How To Fill Those Positions
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HR Planning:
To Forecast:
Personnel Needs
The Supply Of Internal Candidates
The Supply Of External Candidates
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Human Resource Systems
How To Forecast Personnel Needs ?
Forecast Future Revenue
Estimate The Size Of Staff To Achieve This
Revenue
Projected Turnover Of Manpower
Quality And Skills Based On Changing
Needs Of The Organization
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Strategic Decisions
Technological Changes
Financial Resources Available
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To Predict Employment Needs:
Trend Analysis
Ratio Analysis
The Scatter Plot
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Job Analysis:
Procedure To Determine
Duties Of Positions
Characteristics Of People To Satisfy These
Positions
- Job Descriptions
- Job Specifications
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Job Analysis:
Work Activities
Human Behaviors
Machine Tools, Equipments
Performance Standards
Job Context
Human Requirements
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Uses Of Job Analysis:
Recruitment And Selection
Compensation
Performance Appraisal
Training
Discovering Unassigned Duties
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Performance Appraisal
Why Job Analysis?
Globalization
Flatter Organizations
Reengineering
High Performance Insight
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Human Resource Systems
Which Are The Types Of Jobs To Be
Analyzed ?
Jobs Which Are Critical To TheOrganization
Jobs Which Are Difficult To Learn And
Perform Legal Factors
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Types Of Job Data:
Foundation Work Activities(Basic )
Amount Of Responsibility Intermediate Work Content(Some
Technological Content)How Much OfTime Is Spent On Teaching People?
Area Work ActivitiesTechnologicallyOriented Specific To Work Activities
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Steps In Job Analysis:
How Will The Information Be Used?
Review Relevant Background Information Select Representative Positions
Actually Analyze The Job
Verify The Information Develop A Job Description And Specification
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Methods Of Collecting Job Analysis
Information:
Qualitative
Quantitative
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Qualitative Methods:
InterviewIndividual, Supervisor, Group
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Interview MethodTypical Questions:
What Is The Job Being Performed?
What Are The Major Duties?
What Exactly You Do?
What Physical Conditions Do You Work
In?
In What Actives Do You Participate?
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Interview Method:
Detailed Checklists
Interview Guidelines
Questionnaire Method:
Observation Method
Participant Diary/Logs
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Recruitment
The Process Of Organizations Locate AndAttract Individuals To Fill Job Vacancies
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Recruitment Process:
Vacant/New Position Occurs
Perform Job Analysis And Plan Recruiting Effort Generate Applicant PoolInternal/External
Evaluate Applicants
Impress Applicants Make Offer
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Strategic Issues In Recruiting:
Match With Organizational Values
State Of External Labor Market
Firms Ability To Pay
Attract Talent
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Recruitment Goals:
To Attract Large Pool Of Applicants
Attract High Proportion Of Well QualifiedCandidates Who Are Interested In
Accepting Offers
Post Hiring GoalsRetention, Spill OverEffect
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Recruitment Philosophy
Whether Internal/External Recruitment
Merely Filling Up Vacancies/Hire For LongTerm Careers
Depth Of Commitment To Hiring ADiverse Range Of Employees
Marketing Orientation
Ethical Overtones
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How To Attract Applicants:
By Changing Nature Of Inducements
Target Labor Pools
Sponsor Immigration
Mergers And Acquisitions
Temps
Employee Leasing
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Internal Recruitment:
Job Posting And Bidding
Consulting Of Replacement Charts
Nominating Committees
Managerial Succession Planning
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External Recruiting:
About The Position To Be Filled
Job Specification Sheet
Recruiter Must Identify What Will Attract
The Candidate
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Planning For External Recruiting:
Factors Which Are Time Consuming:
The Need For Confidential Search
A Technically Complex Position
Competition In The Market Place
A Poor Industry/Company/Division Reputation
Low Pay Unclear Job Description
An Undesirable Location76
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External Recruitment:
Informal MethodsEmployee Referrals
Formal Methods - Advertisements
Internet Recruitment
Employment Agencies
HR Consultants
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Recruiting Targeted Groups:
Executive Search Firms
- Reasons For FailureUnrealistically HighJob Specifications, Poor Reputation,
Internal Politics In Hiring Organisations,
Insufficient Research Staff, Use Of OverlySpecialized Search Firmly
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Campus Recruiting
Recruiting Older Workers
Recruiting Disabled Workers
Affirmative Action RecruitingE.g.: SEZ
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The Applicants Point Of View:
Job Search
Job Choice
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Job Choice:
Individuals Make Rational Choice - Pay,
Benefits, Growth Instinct
Influenced By Interviewers Skill/Politeness
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Why Selection Is Important?
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Selection:
Your Own Performance Depends On The
Performance Of Your Colleagues It Is Costly To Recruit
Legal ImplicationsNegligent Hiring
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Effective Selection Depends On Validity
And ReliabilityValidityA Sample Of A Persons
Behavior
ReliabilityConsistency Of Scores
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Reliability :
Systematic Error Versus Random Error
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Methods Of Measuring Reliability:
TestRetestConsistency Of A Test OverTime
Inter-Rater
Internal Consistency
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Validity:
Whether The Test Is An Adequate Measure
Of The Characteristic It Is Supposed ToMeasure
Whether The Inferences Based On The
Score Are Appropriate
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Validity :
Criterion ValidityBehavioralDeterminations
Content ValidityRepresentative Of
Constructs Domain
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How To Validate A Test?
Step 1: Analyze The Job
- PredictorsJob Description AndSpecification
- Define Success On The Job
- Standards Of SuccessCriteria
-
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Step 2: Choose The Tests
Step 3: Administer The Test
Concurrent Validation
Predictive Validation
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Concurrent Validation: 3 Steps
Select A Sample Of Employees
Give Each Employee A Proposed SelectionTest
Compute The Correlation Between Test
Scores And Criterion Scores
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Predictive Validation:
Present (Time 1) Versus Future (Time 2)
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Step 4: Relate Your Criteria (Test Scores)
And Predictor ( Test Scores)
Step 5: Cross Validate And Revalidate
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Special Concerns In Validation:
Measurement Bias
Validity Generalization
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Types Of Tests For Selection:
Cognitive Abilities
Motor And Physical Abilities
Measuring Personalities And Interests
Management Assessment CentersSimulation
Exercises (In Basket, Leaderless GD, Games,Individual Presentations, Objective Tests, TheInterview)
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Induction
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Induction:
Employee Induction
Should Feel Comfortable And At Ease
Understand The Organization's Culture
Policies And Procedures Of The
Organization
Expectations From The Employee
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Training And Development
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Training5 Step Process:
Needs Analysis StepA.D.D.I.E.
Instructional Design
Validation Step
Implement
Evaluation And Follow -Up
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Analyzing Training Needs:
Task Analysis
Performance Analysis
Supplementing Methods: - Managements
Request, Supervisors Report, PersonnelRecords, Questionnaire Survey
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Performance Analysis:
Difference Between Cant Do And WontDo
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Traditional Training Methods:
On-The Job Training
Apprenticeship Training
Informal Learning
Job Instruction TrainingStep-By-Step Approach
Lectures
Programmed Learning Audio-Visual Tools
Simulated Training
Computer Based Training
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Managerial Development And Training:
Job Rotation
Coaching/Understudy
Transactional Analysis
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Off The Job Training And Development
Techniques:
The Case Study Method Management Games
Out Of Campus Seminars
University Related Programs
Role Play
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Behavior Modeling:
- Showing The Right Way Of Doing
Things- Practice The Right Way
- Feedback
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Evaluation Of Training Effort:
Designing The StudyControlled
Experimentation
Training Effects To Measure:
Reaction
Learning
Behavior
Results
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Development
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What Is Career?
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Organization Career Development
Individual Career Development
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Career Development Vs. PersonnelDevelopment
- Ensures Needed Talent Is Available- Improves Organizational Ability ToAttract And Retain High Talent Personnel
- Ensuring Growth Opportunities For All
Employees
- Reduces Employee Frustration
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External Versus Internal Dimensions To ACareer
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Career Stages:
Exploration
Establishment Mid-Career
Late Career
Decline
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Effective Career Development:
Challenging Initial Jobs
Dissemination Of Career OptionInformation
Job Postings
Assessment Centers
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Career Counseling4 Elements:
Employee Goals And Aspirations For The Next 5Years
The Managers Views About OpportunitiesAvailable
Identification Of What The Employee WouldHave To Do In The Way Of Self Development
Identification Of Actual Steps In The Form OfPlans For New Development Activities
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Methods For Growth:
Career Development Workshops Continuing Education
Periodic Job Changes
Sabbaticals
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Suggestions For Individuals Career Development:
3 Step Self Assessment Process:
Identify And Organize Your Skills, Interests,Work-Related Needs And Values
Convert These Inventories Into General Career
Fields And Specific Job Goals
Test These Possibilities Against The Realities OfThe Organization Or The Job Market
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Performance Appraisal
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Why Performance Appraisal?
An Objective Method To Decide On
Compensation/Benefits Identify Areas Where
Development/Training Is Required
Criterion On Which Selection Programs AreValidated
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Other Uses Of Performance Appraisal:
Less Need to Micro Manage
Greater Employee Commitment Greater Employee Engagement
Increased ease and comfort aroundPerformance Appraisals
Better Coordination Between Company,Department and Individuals Performance
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What Is Performance In Performance
Appraisal?
Means Doing The Job Effectively And
Efficiently With A Minimum Related
Employee Disruption
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Definition Of Performance Appraisal:
Is A Structured Formal Interaction Between A
Subordinate And The Supervisor That Usually
Takes A Form Of Periodic Interview In Which
Work Performance Of The Subordinate Is
Examined And Discussed With A View To
Identify Weaknesses And Strengths, OpportunitiesFor Skill Development
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The Appraisal Process:
Establishment Of Performance Standards
Communication Of Expectations To TheEmployee
Measurement Of PerformanceHow AndWhat To Measure
Actual Performance Versus ExpectedPerformance
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Who Should Do The Appraisal:
Immediate Supervisors
Peers Self Evaluation
Immediate Subordinates
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When The Systems Of Performance
Appraisal Is Not Clear :
3 Emotions Are Prevalent: Ambiguity
Uncertainty
Suspicion
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Methods Of Appraisal:
Graphic Rating Scales
1. Quality (Accuracy, Thoroughness,
Acceptability Of Work Performed)
2. Productivity
3. Job Knowledge
4. Reliability5. Availability
6. Independence128
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Methods Of Appraisal:
Paired Comparison Method
Forced Distribution Method Critical Incident Method
Narrative/Essay Method
BARS Method (Behaviorally Anchored Rating
Scales)
Virtual Appraisals
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Steps For BARS:
Generate Critical Incidents
Develop Performance Dimensions Reallocate Incidents
Scale The Incidents
Develop A Final Instrument As Behavioral
AnchorsClusters Of Skills
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What Is Participative Management?
Process Of Involving Those Who Are
Influenced By Decisions, In MakingDecisions.
2.Where Everyone Makes Certain That
Everyone Gets Their Needs Met.
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Participative Management:
Delegating Process:
Responsibility + Accountability + Authority
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In Participate Management We Negotiate:
Goals
Guidelines Accountability
Resource
Reward
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The Concept Of Control Is Generally Replaced ByThe Concept Of Self-control And Accountability.
The Word Manage Is Generally Replaced By TheWords Lead, Encourage, Persuade, Lift, Serve,
Help,Understanding, And Inspire The Words Negotiate And Review And Discuss
And Decide Replace Words Like Orders, Inform,Tell, Assign, Direct, And Require.
The Attitude Of Negotiation Is Encouraged ByPhrases Like How Can We Improve
The Phrase I Is Replaced By We135
Human Resource Systems
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136/138
Human Resource Systems
Managerial Succession Planning:
Business Systems:
From To Organizational Pyramids - Flatter Systems
Desire For Seasoned LeadersWant TheSeasoning To Develop Sooner
Stability - Flexibility With FasterMarket Responsiveness
136
Human Resource Systems
8/3/2019 Human Resource Systems
137/138
Human Resource Systems
Managerial Succession Planning:
Develop Pools Of Broadly QualifiedCandidatesHave Position Pools
More Broadly Disciplined Candidates
More Centralization And Integration OfSystems And Information In Business Units
Cross Boundary Fertilization To DevelopBroader Skills And Perspective
137
Human Resource Systems
8/3/2019 Human Resource Systems
138/138
Human Resource Systems
Managerial Succession Planning:
Largely Line Driven
Strategic Competencies And Models Define
Success Cross Functional Management Capability
Individual Sets Career Direction
Sequential Job Assignments Provide PrimaryDevelopment, Supplemented By Specific Training