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HUMAN RESOURCE
MANAGEMENT
Preeti Nigam
Faculty, Rai University
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Unit-II
Job Analysis, Role Analysis, Methods of Manpower Search, Attracting and
selecting HR;Induction and socialization, Manpowertraining & development;
Career and succession Planning,Managing Organizational Renewal.
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Job AnalysisJob Analysis systematically collects,evaluates and organizes information. It
is done by specialists called job analystswho gather data about each position
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Major HRM Activities that Rely
on Job Analysis Information1. Improve productivity levels through careful study of jobs.
2. Eliminate unneeded job requirements that can
cause discrimination in employment3. Match job applicants to job requirements
4. Plan for future human resource requirements
5. Determine training needs for employees
6. Compensate employees fairly and equitably7. Improve overall quality of work life
8. Set realistic performance standards
9. Redesign jobs to improve performance and/oremployee morale
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Role of Job Analysts
1. Identify the jobs to be analyzed
2. Develop data collection approachesincluding questionnaire construction
3. Collect job analysis information
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Job Identification
Small organizations: process is simplebecause there are few jobs
Large organizations: analysts may haveto construct list of jobs from payrollrecords, organization charts, or
discussion with workers andsupervisors. Previous records may alsobe used.
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Data Collection Instrument
DesignTo study jobs, analysts developquestionnaires that are sometimes called
checklists or job analysis schedules.These questionnaires seek to collect jobinformation uniformly. They uncover theduties, responsibilities, human abilities
and performance standards of the jobsinvestigated. E.g job analysisquestionnaire
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Job Analysis QuestionnaireStatus refers to whether the job isexempt or not exempt from overtime
laws.
Identification information includes job
title, division and title of supervisorsand a unique job identification number.
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Job Analysis QuestionnaireDuties and Responsibilities- outlines thepurpose of job, what the job accomplishesand how the job is performed.
Human Characteristics and Workingconditions-
checklist uncovers the particular skills, abilities,
training, education, experience and othercharacteristics.
Working conditions may explain the need forparticular skills, training, knowledge or a particular job design.
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Job Analysis QuestionnairePerformance Standards- seeks informationabout job standards which are used to
evaluate performance.This information is collected on jobs with obviousand objective standards of performance.
When standards are not readily apparent, job
analysts may ask supervisors or industrialengineers to develop reasonable standards of performance.
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Collecting Job Analysis Information1. Interviews
Face to face interviews are effective
2. Mail QuestionnairesSurvey employees through mailed questionnaire
sent by inter-office mail or by post.
Position Analysis Questionnaire
Management Position Description Questionnaire3. Employee Log
Workers periodically summarize their tasks andactivities in the log. They are time consuming.
4. ObservationDirect observation is slow, costly and potentially less
accurate. Language barrier may necessitateobservation.
5. Combinations
2-3 methods. High accuracy low cost.
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The 3 phases of Job Analysis Information
General
Familiarity
with
organizationand Type of
work
Job
Identfn
Data
collecti
on
instrument
Design
Data
Collctn
Applications
•Job Descrip
•Job specs
•Job stndrds
•Job design
•HRIS
•Identify job
families•Recruitmnt,
selection &
trng
•Redesign
jobs
Collection of job analysis infoPrep for JA Applications of JA Info
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Uses of Job Analysis
1. HR Planning
2. Recruitment
3. Selection
4. Placement and Orientation
5. Training6. Counseling
7. Employee safety
8. Performance Appraisal9. Job design and Redesign
10. Job Evaluation
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Methods of Collecting Job
Analysis DataJob Performance
Personal Observations
Critical IncidentsInterview
QuestionnaireThe Position Analysis Questionnaire (PAQ)
Management Position Description Questionnaire(MPDQ)
Functional Job Analysis (FJA)
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Management Position Description Factors1. Product, marketing and financial strategy planning
2. Coordination of other organizational units andpersonnel
3. Internal business control
4. Products and services responsibility
5. Public and customer relations
6. Advanced consulting
7. Autonomy of actions
8. Approval of financial commitments
9. Staff service
10. Supervision
11. Complexity and stress
12. Advanced financial responsibility
13.Broad personnel responsibility
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Impact of Behavioral Factors
on Job Analysis
Employee fears
Resistance to Change
Overemphasis on current employees
Management `Straight Jacket’
J b D i i
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Job Descriptions1. Job Identification
A job description is a written statement that explains the
duties, working conditions and other aspects of a specified job.
Skill Level- amount and type of education and training
Skill Type- type of work performed
2. Job Summary and DutiesIt is a written narrative that concisely summarizes the job in a
few sentences. It tells what the job is, how is done and why.
3. Working Conditions
Hours of work, safety and health hazards, travel requirements
etc
4. Approvals
Supervisors are asked to approve the job descriptions. It is a
further test of the job description.
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Job Specification A job description defines what the job does; itis a profile of the job.
A Job Specification describes what the jobdemands of employees who do it and thehuman factors that are required. It is aprofile of the human characteristics neededby the job. These requirements includeexperience, training, education, physical
demands and mental demands.They both can be combined into onedocument.
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Role AnalysisIn case of ambiguity of middle and higher
management roles, Role Analysis is effective.Expected role
Perceived role
Actual role
StepsObjectives of the department and its functions mustbe identified
Role incumbent is asked to state his key performanceareas
Other role partners are asked to state theirexpectations from the role incumbent
The incumbent’s role is clarified and expressed inblack and white after integrating diverse viewpoints
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Designing JobsHow the job is to be performed, who isto perform it and where it is to be
performed.
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Approaches to Job Design
Engineering Approach- (FW Taylor)- Work is
scientifically studied.Human Approach- Design jobs in aninteresting manner.
The Job Characteristic Approach- Hackmanand Oldham suggest that motivation,satisfaction and performance should beintegrated in the job design.
Sociotechnical Approach- Both technicalsystem and the accompanying social systemshould be considered while designing jobs.
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Techniques for Designing Jobs
Job Simplification
Job EnlargementJob Rotation
Job Enrichment
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RecruitmentRecruitment is to develop a group of potentially qualified people.
Communicate in such a way that jobseekers respond
Cost effective to attract qualified peopleand provide enough information for un-qualified persons to self selectthemselves out.
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Methods of Recruitment1. Internal Methods
2. Direct Methods
3. Indirect Methods
4. Third Party methods
5. Alternatives
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Third Party Methods1. Private Employment Search firms
2. Employment Exchanges3. Gate Hiring and Contractors
4. Unsolicited Applicants/ Walk-ins
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Alternatives to RecruitmentOvertime
Subcontracting
Temporary Employees
Employee Leasing
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Selection
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SelectionThe process of picking individuals whohave relevant qualifications to fill jobs in
an organization. The purpose id to pick the most suitable candidate.
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Steps In the Selection Process
Reception
Hiring
DecisionReference
ChecksMedical
ExaminationSelection Interview
Selection Tests
Application Blank
Screening Interview
1
5
6
4
3
2
8
7
Selection Testing
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Selection Testing1. Intelligence Tests
2. Aptitude Tests
3. Personality Tests
4. Achievement Tests
5. Simulation Tests
6. Assessment Centera) The in-basket
b) The leaderless group discussion
c) Business games
d) Individual Presentationse) Structured Interviews
7. Graphology Tests
8. Polygraph Tests
9. Inte rit Tests
Standards for Selection Tests
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Standards for Selection Tests
1. Reliability
2. Test-retest Reliability3. Inner rater reliability
4. Intra-rater reliability
5. Validity6. Qualified people
7. Preparation
8. Suitability9. Usefulness
10. Standardization
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Selection Interview
Non-directive Interview
Patterned Interview
Structured or situational Interview
Panel Interview
Stress Interview
Appraisal interview
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Induction and Socialization
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InductionInduction or orientation is the processthrough which a new employee is
introduced to the job and theorganization.
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ObjectivesRemoves Fears
Creates a good impression
Acts as a valuable source of information
Induction Program Steps
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Induction Program Steps1. Welcome to the organization
2. Explain about the company
3. Show the location/department where the newrecruit will work
4. Give the company’s manual to the new recruit
5. Provide details about various workgroups and the
extent of unionism within the company6. Give details about pay, benefits, holidays, leave etc.
Emphasize the importance of attendance orpunctuality
7. Explain about future training opportunities andcareer prospects
8. Clarify doubts
9. Take the employee on a guided tour of buildings,facilities etc.
Induction Program Topics
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Induction Program Topics1. Organizational Issues
History of the CompanyNames and titles of Key Executives
Employees title and department
Layout of physical facilities
Probationary periodProducts/services offered
Overview of production process
Company policies and rules
Disciplinary proceduresEmployee’s handbook
Safety steps
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Induction Program Topics
2. Employee Benefits
Pay scales, pay days
Vacations, holidaysRest pauses
Training Avenues
CounselingInsurance, medical, recreation,retirement benefits
Induction Program Topics
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Induction Program Topics
3. IntroductionsTo supervisors
To co-workers
To trainers
To employee Counselor
4. Job DutiesJob location
Job tasksJob safety needs
Overview of jobs
Job objectives
Relationship with other jobs
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SocializationSocialization is the process throughwhich a new recruit begins tounderstand and accept the values,norms and beliefs held by others in theorganization.
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Training
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Training According to Flippo, training is the act of increasing the knowledge and skills of anemployee for doing a particular job.
Training enables an employee to do hispresent job more efficiently and preparehimself for a higher level job. Training is a
planned program designed to improveperformance and bring about measurablechanges in knowledge, skills, attitude andsocial behavior of employees.
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FeaturesIncreases knowledge and skills for doing a
job.
Bridges the gap between job needs andemployee skills, knowledge and behavior.
Job-oriented process, vocational in nature.
Short-term activity designed essentially foroperatives.
Training & Development Distinction
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Training & Development DistinctionLearning
DimensionTraining Development
Who Non-managers Managers
What Technical-
mechanicaloperations
Theoretical-
conceptualideas
Why Specific job-
relatedinformation
General
Knowledge
When Short-term Long term
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Training vs EducationTraining is the act of increasing theknowledge and skills of an employee
while doing a job.
Education is the process of increasing
the general knowledge andunderstanding of employees.
Need for Training
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Need for Training1. Perform tasks effectively.
2. Prepare existing employees for higher level jobs.
3. Existing employees require refreshertraining.
4. Training is required when a person movesfrom one job to another.
5. Training is necessary to make employeesmobile and versatile.
6. Training is needed to bridge the gapbetween what the employee has and whatthe job demands.
Training Objectives
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Training Objectives
1. To impart the basic knowledge and
skill to the new entrants.
2. To equip the employees to meet thechanging requirements of the job and
the organization.3. To teach the employees new
techniques and ways of performing
the job.4. To prepare employees for higher level
tasks.
The Philosophy of Training
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The Philosophy of Training
1. Modeling
2. Motivation3. Reinforcement
4. Feedback
5. Spaced Practice6. Whole Learning
7. Active Practice
8. Applicability of Training9. Environment
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Areas of Training
1. Knowledge
2. Technical Skills
3. Social Skills
4. Techniques
Types of Training
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Types of Training
1. Orientation Training
2. Job Instruction training
3. Refresher Training
4. Apprenticeship training
5. Vestibule Training
A Systematic Approach to Training
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A Systematic Approach to Training
1.
Assessment
2.
Implementation
3.
EvaluationDeterminetraining needs
Select trainingmethods
Comparetrainingoutcomesagainstcriteria
Identifytrainingobjectives
Conduct training
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Training Needs Assessment1. Organizational Analysis
1. Analysis of objectives
2. Resource utilization analysis3. Environmental scanning
4. Organizational climate analysis
2. Task or Role Analysis3. Manpower Analysis
Objectives of Training
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Objectives of Training
Objective
Innovative•Anticipating problems
before they occur
Problems Solving
•Training clerks toreduce complaints
•Training supervisors
to reduce grievances
Regular
•Orientation
•Recurring training
of interviewers
•Refresher courses
on safety procedures
Training Methods
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Training MethodsJob Instruction Training (JIT)- to teach
workers how to do their current jobs.1. The trainee receives an overview of
the job
2. The trainer demonstrates the job togive the employee a model to copy.
3. The employee is permitted to copy thetrainer’s way.
4. The employee does the jobindependently without the supervisor.
Job Instruction Training
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Job Instruction Training
Merits
1. Trainee learns fastthrough practice andobservation
2. It is economical
3. The trainee gainsconfidence quickly ashe works himself
4. It is most suitable for
unskilled andsemiskilled jobs wherethe job operations aresimple
Demerits
1. The trainer should begood
2. Trainee while learningmay damage
equipment, wastematerials, causeaccidents frequently
3. Experienced workerscannot use themachinery while it isbeing used for training
Coaching and Mentoring
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Coaching and Mentoring
Coaching is one-on-one relationship
between trainees and supervisors whichoffers workers continued guidance andfeedback.
Mentoring is a particular form of coaching used by experienced
executives to groom junior employees.Mentoring involves one-on-onecoaching for a period of several years.
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Job RotationIt involves the movement of traineefrom one job to another.
It allows workers to build rapport with awide range of individuals within theorganization
Disadvantage is that expertise may notbe developed
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Apprenticeship Training Apprentices are trainees who spend aprescribed amount of time working with
an experienced guide, coach or trainer.Disadvantage is that people havedifferent abilities and learn at varied
rates. So job skills acquired may nolonger be appropriate.
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Committee AssignmentsTrainers are asked to solve an actualorganizational problem. The trainees have towork together and offer solution to theproblem. This method of training helps themdevelop team spirit and work unitedlytowards common goal.
Disadvantage is disruption in productionschedule.
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Off the Job Methods
1. Vestibule Training
2. Role Playing
3. Lecture Method
4. Conference/ Discussion Approach
5. Programmed Instruction
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Behaviorally Experienced training
Role Playing
Business games
Cases
Incidents
Group Discussions
Short assignments
Sensitivity Training
Lab Training
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Contributions of Training
1. Increased Productivity
2. Improved Morale
3. Reduced supervision4. Reduced accidents
5. Increased organizational stability
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Evaluation of a Training ProgramReactions
Learning
Job Behavior
Organization
Ultimate value
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Decision Points in Planning Training
Evaluation- John Dopyera and Louise Pitone 1. Should an evaluation be done? Who should
do the evaluation?
2. What is the purpose of evaluation?
3. What will be measured?
4. How comprehensive will the evaluation be?
5. Who has the authority and responsibility?
6. What are the sources of data?7. How will the data be collected and
compiled?
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Methods of Evaluation1. Questionnaires
2. Tests
3. Interviews
4. Studies
5. Human resource factors
6. Cost benefit analysis
7. Feedback
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Career and succession
Planning
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Management Development
The development of human resources is apart of strategic human resource plan.
Employees have career aspirations when they join an organization. It makes good businesssense to provide incentives to employees toremain with the organization especially when
management makes considerableinvestments in training and developing itshuman resources.
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Strategic Human resource
DevelopmentHall defined Strategic Human ResourceDevelopment as - The identification of
needed skills and active management of employees learning for the long rangefuture in relation to explicit corporate
and business strategies.
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Management DevelopmentManagement Development can bedefined as the process of enhancing an
employee’s future value to theenterprise through careful careerplanning.
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Three Basic Developmental
StrategiesWexley and Latham propose three basic
developmental strategies organizations use:
1. Cognitive: being concerned with alteringthoughts and ideas (knowledge, new processes)
2. Behavioral: attempts to change attitudes andvalues
3. Environmental: Strategies to change attitudesand values
Training and Development Strategies
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Training and Development Strategies
Strategies Instruments/Programs
Cognitive Articles, lectures, videos, universitycourses, management seminars
Behavioral Role playing, behavior modeling,
Managerial grid, sensitivity training,outdoors, team building, mentoring
Environmental Job rotation, organizational development,the learning organization concept,
temporary assignments, employeeexchange programs, matrix management,project team, internal consulting, cross-cultural management training
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Cognitive StrategyThe cognitive strategy is probably theleast effective in managementdevelopment. The methods used arerelatively passive. While this approachtends to increase the knowledge andexpertise of individuals, it does little to
change a person’s behavior, attitudesand values, important elements of amanager’s career development.
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Behavioral StrategyBehavioral Strategies aim at makingindividuals more competent in
interacting with their environmente.g with colleagues, subordinates orcustomers
Common Instruments for
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Behavioral Strategy
1. Role Playing- well known and effectivemethod to familiarize an employee with howto apply concepts learned in the classroomin a practical setting.
2. Behavior Modeling- teaches a desiredbehavior effectively by providing the trainee
with a vivid and detailed display of desirablebehavior by a manager of ten with strongsocial reinforcement.
Common Instruments for
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Behavioral Strategy
3. The Managerial Grid Approach- is anexample of attempting to change the dominantmanagement style in an organization e.g. tomake managers more person or task oriented
to increase their effectiveness.
4. Sensitivity training- is considered to be veryeffective method for making managers moreaware of the impact of their own behavior onothers or to prepare them for more effectiveinteractions with staff in foreign subsidiaries or
joint ventures.
ommon ns rumen s orh l
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Behavioral Strategy5. Outdoors- has become a fashionable
development method, involving team orientedtasks done in the wilderness e.g. mountainclimbing. The objective is to develop a strongteam spirit by making team members depend
on each other for survival.6. Team Building helps team members to
diagnose group processes and to devisesolutions to problems.
7. Mentoring involves establishing a closerelationship with a boss or someone moreexperienced who takes a personal interest inthe employee’s career and who guides and
sponsors it.
Environmental Strategy
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Environmental StrategyCreating an environment that continuouslyreinforces desirable behavior
Job rotation
Organizational development
The learning organization concept
Temporary assignmentsEmployee-exchange programs
Matrix management
Project teamsInternal consulting
Cross-cultural management training
Characteristics of a Learning
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gOrganization
Systems thinking- ability to see things as awhole, perceive interrelationships, recognizepatterns of change, infer associations andconnections
Personal Mastery- ability to continuallyclarify and deepen personal visions, focusingenergies, and seeing reality objectively.
Mental Models- deeply ingrained
assumptions, generalizations or images thatinfluence how we understand the world andhow we take action
h f
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Characteristics of a Learning
OrganizationShared Vision- binds people togetheraround a common identity and a sense
of destiny
Team Learning- tool for raising the
collective intelligence of a group abovethat of anyone in it.
C C l l
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Cross-Cultural Management
TrainingPreparing employees to work in adifferent cultural environment
Reasons for the Lack of Proper
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pCross-cultural Management
Training1. The temporary nature of many such
assignments
2. Lack of time because of the immediacy of the need of the employee overseas
3. The trend toward employment of localnationals
4. Doubt about the need for special training5. Parallel doubts about the effectiveness of
existing training programs
Cross-cultural Training Methods
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gSensitivity Training- To prepare managers
for overseas assignments. The objective is toincrease self-awareness and the ability toassess the impact of own’s behavior onothers.
Culture Assimilators- Consist of a series of episodes dealing with interpersonal issues ina cross-cultural situation. By responding to
individual episodes and referring toexplanations describing why their responseswere appropriate or not, trainees have anopportunity to test their cross-cultural
effectiveness.
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Cross-cultural Training Methods
Critical Incidents are brief descriptions of effective or ineffective behavior that illustrateproblems an expatriate employee mayencounter in an organization abroad.
Cases are more detailed and complex than
critical incidents. They illustrate a variety of cross-cultural problems in managementwithin a single setting.
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Cross-cultural Training Methods
Role-play is semi structured activity.Participants are given a description of asituation with specific role instructions, but no
script, forcing the participants to improvetheir reactions to the setting. The resultsusually reveal personal biases and values thatcan be analyzed and discussed. A significant
learning experience can be achieved if participants are asked to advocate a positionthat is contrary to their own beliefs.
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Cross-cultural Training Methods
Simulation is a common cross-cultural trainingmethod. A popular simulation game is Ba Fa’ Ba Fa’. Participants are divided into two
cultures, Alpha and Beta. After learning therules of their own culture, participants haveto interact with members of the other culture.Since the interaction rules for each culture
are different, confusion, frustration andhostility result. These experiences arediscussed in a debriefing session.
Dimensions of a Cross-cultural Behavior
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1. Cognitive- this stage emphasizes knowledgeabout another culture e.g customs, values
2. Affective- At this stage, attempt is made tochange the attitudes of trainees towardanother culture by exposing them to stimuli
from this culture and asking them torespond. E.g critical incidents
3. Behavioral- This is applied stage. Traineesare expected to behave appropriately under
certain conditions in different situations. E.grole play, simulation
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Objectives of Cross-cultural Training
1. Cultural sensitivity2. Sensitivity
3. General knowledge about target
culture4. Tolerance
5. Ability to adapt
6. Ability to translate and apply newlyacquired insights and skills in anorganizational environment
Managing Cultural Diversity
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Two types of training-
1. Awareness training- focuses on the needfor managing and valuing diversity. It isalso meant to increase participant’s self -awareness of diversity related issues like
stereotyping and cross-cultural insensitivity.
2. Skill-building training- educatesemployees on specific culture differencesand how to respond to differences in theworkplace.
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What Employees want?
Career equity
Supervisory concern
Awareness of opportunitiesEmployee interest
Career satisfaction
Benefits in Involvement of
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Human Resource Managers in
Career PlanningDevelops promotable employees
Lowers turnover
Taps employee potentialFurthers growth
Reduces hoarding
Satisfies employee needs
Assists employment equity plans
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Career EducationHR Dept can increase employeeawareness through a variety of
educational techniques. E.g. speeches,memoranda, and position papers fromsenior executives stimulate employeeinterest at low cost to the employer.Workshops and seminars on careerplanning increase employee interest.
Info mation on Ca ee
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Information on Career
PlanningMuch of the information is already a part of HR department’s information system. For e.g
job description, job specification
When different jobs require similar skills theyform job families
A job progression ladder is a partial career
path where some jobs have prerequisites
T ree Jo s wit simi arrequirements Grouped into a
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requirements Grouped into a
Job Family
Partialcareer path
Job Family
Linotype Operator
Teletype Operator
Clerk-Typist
JobLadder
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Career Counseling
A Counselor is someone who hasemployee interests in mind and providesspecific job-related information.
Counselor may help employees discovertheir interests by administering andinterpreting aptitude and skill tests.
The Kuder Preference RecordStrong Vocational Interest Blank
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Employee Self-Assessment A Life Plan is that often ill-defined seriesof hopes, dreams and personal goals
each person carries through life. For e.gbroad objectives to be happy, healthyand successful combine with specificgoals to be a good spouse, parent orcitizen.
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Personal Failure Factors
1. Contradictory life demands
2. Failure of expectations
3. Sense of external control4. Loss of affiliative satisfaction
Career Development
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Career Development comprises those
personal improvements one undertakes toachieve a career plan.
Individual Career Development involves:
Job performanceExposure
Resignations
Organizational Loyalty
Mentors and sponsorsThe Godfather system
Key subordinates
Growth opportunities
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Organizational Renewal
Suggested Readings:
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1. Dessler, Gary, Human Resource Management, PearsonEducation Asia, New Delhi.
2. Rao, V.S.P., Human Resource Management-Text & Cases, Excel Books, New Delhi.
3. Ramaswamy, E; Managing Human Resources, OxfordUniversity Press, New Delhi
4. Irancevich, John, Human Resource Management,
Irwin/McGraw Hill.5. Casio, Wayne F; Managing Human Resources, McGrawHill Inc.
6. Subba Rao, P; Essentials of Human ResourceManagement & Industrial Relations, Text, Cases &
Games, Mimbai, Himalaya Publishing House.7. Mondy R.W; Noe, R.M., Premeaux, S.r. and Mondy J.B;
Human Resource Management, Prentice Hall Inc.
8 Saiyodain Human Resource Management TMH N Delhi