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Individuals, Jobs and Effective HRIndividuals, Jobs and Effective HR
ManagementManagement
Session 3Session 3
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Learning Objectives:
- Identify three areas where HR departments should setperformance goals.
- Describe the job characteristics model.
- Discuss advantages and disadvantages of work teams.
- Compare and contrast ways of dealing with turnoverand absenteeism.
- Enumerate ways to collect data for evaluating HRperformance.
- Summarize the process of evaluating HR performance.
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Individual Performance Factors
- Individual ability to do the work- Effort level expended
- Organizational support
Performance (P) =Ability (A) x Effort (E) x Support (S)
Individual Employee Performance
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Components of Individual Performance
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Individual Motivation
MotivationMotivation
The desire within a person causing that person to act to
reach a goal.
Maslows Hierarchy of NeedsMaslows Hierarchy of Needs
Categories of needs that ascend in order; lower needs must
be fulfilled before person will strive to meet higher needs.
- Physiological needs
- Safety and security needs
- Belonging and love needs
- Esteem needs
- Self-actualization needs
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Individual Motivation (contd)
Herzbergs Motivation/Hygiene Theory
Motivatorsaccount for job satisfaction andmotivation
Achievement Recognition Work itself
Responsibility Advancement
Hygiene factorscause dissatisfaction with work
Interpersonal relationships Company policy/administration
Supervision Salary Working conditions
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Equity as a Motivator
EquityEquity
-- The perceived fairness of what the person doesThe perceived fairness of what the person does
compared to what the person receives.compared to what the person receives.
-- The perception of the fair value of rewardsThe perception of the fair value of rewards
(outcomes) for efforts (inputs) that individuals(outcomes) for efforts (inputs) that individuals
make when comparing their results to others inmake when comparing their results to others in
the organization.the organization.
Outcomes
Inputs
Outcomes
Inputs
Other
Other
Individual
Individual !
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Expectancy Theory
Expectancy- Individuals base decisions about their behaviors on
their expectations that one or another behaviors is
more likely to lead to needed or desired outcomes.
- Effort-to-Performance Expectations
Belief in the ability to perform the task well
- Performance-to-Reward Linkage
Belief that high performance will result inreceiving rewards
- Value of Rewards
The rewards have value to the individual
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Simplified Expectancy Model of Motivation
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Management implications for Motivating
Performance
-- The need for comprehensive strategies and tactics to addressThe need for comprehensive strategies and tactics to address
both equity and expectations of employees.both equity and expectations of employees.
-- The provision of training to encourage high performance.The provision of training to encourage high performance.
-- The development of evaluation methods that properly appraiseThe development of evaluation methods that properly appraise
and reward performance.and reward performance.
-- An understanding of what kinds of rewards are desired andAn understanding of what kinds of rewards are desired andvalued by employees.valued by employees.
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Individual/Organizational
RelationshipsThe Psychological Contract
- The unwritten expectations employees and employers have
about the nature of their work relationships. Affected by age of
employee and changes in economic conditions.
- Employers provide:
Competitive compensation and benefits
Career development opportunities
Flexibility to balance work and home life
- Employees contribute:
Continuous skill improvement
Reasonable time with the organization
Extra effort when needed
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Job Satisfaction and
Organizational Commitment
Job Satisfaction
A positive emotional state resulting fromevaluating ones job experience.
Organization Commitment
The degree to which employees believe in and
accept organizational goals and desire to remain
with the organization.
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Factors Affecting Job PerformanceFactors Affecting Job Performance
and Organizational Commitmentand Organizational Commitment
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Job Satisfaction and
Organizational Commitment
Absenteeism
Involuntary absenteeism
Unavoidable with understandable cause (e.g.,
actual illness)
Voluntary absenteeism
Avoidable without justifiable cause (e.g., feigning
illness)
Measuring absenteeism
100days)workof(Numberemployees)ofnumber(Average
periodduringabsencejobghlost throudays-personofNumberv
v
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Reasons for Unscheduled AbsencesReasons for Unscheduled Absences
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Measuring Absenteeism
Calculations of the costs of absenteeism should
usually include:
Lost wages
Benefits
Overtime for replacements
Fees for temporary employees, if incurred
Supervisors time
Substandard production
Overstaffing necessary to cover absences
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Job Satisfaction and
Organizational Commitment
Turnover The process in which employees leave the organization and have to be
replaced.
Types of Turnover
Involuntary turnoverterminations for poor performance or work rule
violations.
Voluntary turnoveremployee leaves the organization by choice.
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Job Satisfaction and
Organizational Commitment
Tur rTypes
Functi nal turnover Lower-perfor ingor isruptiveemployeesleave t eorganization.
ysfunctional turnover Key individualsand ighperformers leaveatcritical times.
ncontrollable turnover Occurs for reasonsoutside the impact of theorganization.
ontrollable turnover Occursdue to factors that couldbeinfluencedby theemployer
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JOB DESIGNJOB DESIGN
-Job design refers to organizing tasks, duties, andresponsibilities into a productive unit of work.
- It involves the content of jobs and the effect of jobs onemployees
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More attention is being paid to job design for three majorreasons:
1- job design can influence performance in certain jobs,especially those where employee motivation can make asubstantial difference. Lower costs through reduced turnoverand absenteeism also are related to good job design.
2- Job design can affect job satisfaction. Because people aremore satisfied with certain job configurations than with others,it is important to be able to identify what makes a good job.
3. Job design can affect both physical and mental health.Problems such as hearing loss, backache, and leg pain
sometimes can be traced directly to job design, as can stressand related high blood pressure and heart disease.The person/job fit is a simple but important concept thatinvolves matching characteristics of people with characteristicsof jobs..
Job DesignJob Design
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Nature ofJob Design
JOB ENLARGEMENT AND JOB ENRICHMENT
Job enlargement involves broadening the scope of a job by expanding thenumber of different tasks to be performed.
Job enrichment is increasing the depth of a job by adding responsibility forplanning, organizing, controlling, and evaluating the job.
Job rotation
the technique known as job rotation can be a way to break the monotony
of an otherwise routine job with little scope by shifting a person from jobto job.
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Retention of Human Resources
Impact of Retention Failure
Inability to achieve business goals
Loss of image to attract other individuals
High costs of turnover and replacement
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Retention of Human Resources
Why People Stay
Great company
Value and culture, well-managed, and offers exciting challengesGreat job
Freedom and autonomy, exciting challenges, and career
advancement and growth
Compensation and lifestyle
Differentiated pay package, high total compensation, geographiclocation, and respect for lifestyle
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Retention Determinants
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Desired Organizational Characteristics
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ManagementManagement
ProcessProcess
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MEASURING TURNOVER:MEASURING TURNOVER:
WAYS IN WHICH TOMEASURE TURNOVER
. Job and job levels department, units, and
location
. reason for leaving length of service
. demographic characteristics
. education and training
. knowledge, skills and abilities
. performance ratings/levels
COMPUTING THE TURNOVER RATE:
The Retention Management ProcessThe Retention Management Process
100midmonthatemployeesofnumberTotal
monththeduringsseparationemployeeofNumberv
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Simplified Turnover Costing Model
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The Retention Management Process
Costs of Turnover
Hiring costs Training costs
Productivity costs Separation costs
Employee Surveys
Attitude surveyfocuses on employees feelings and beliefs about
their jobs and the organization.
Exit Interviews An interview in which individuals are asked to identify reasons for
leaving the organization.
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The Retention Management Process
Retention Interventions
Provide realistic job previews during the recruiting process
Improve the selection process so that there is a better person-job fitfor new hires
Conduct effective job orientation and initial training
Offer competitive, fair, and equitable compensation
Provide an adequate benefits package
Offer career development and training
Engage in fair and nondiscriminatory employee relations
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Thank You !!!