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CHAPTER CONTENTS
XV CAREER MANAGEMENT
THE BASIS FOR MAXIMUM PERFORMANCE MANAGEMENT
INTRODUCTION: -
• TODAY BUSINESS IS BECOMING COMPETITIVE
• SUCCESS OF BUSINESS DEPENDS UPON ITS PERFORMANCE
• PERFORMANCE OF BUSINESS HAS TO BE EXCELLENT, WHICH
DEPENDS UPON ITS PEOPLE
• SUCCESS OF BUSINESS DEPENDS UPON THE PERFORMANCE OF
ITS PEOPLE
TYPES OF PERFORMERS:
• EXCELLENT
• POOR
• AVERAGE
EXCELLENT PERFORMER:
• FEW IN NUMBER
• PRODUCE HIGH VOLUME & QUALITY WORK IN TIME & AT
ACCEPTABLE PRICE
• EASY TO MANAGE
• MINIMUM SUPERVISION & DIRECTION
• GENUINELY ENJOY THEIR WORK
AVERAGE PERFORMER:
• PERFORMANCE VARIES. SOMETIMES EXCELLENT, SOMETIMES
POOR
• PERFORMANCE BELOW CAPACITY
• CONSIDERABLE ROOM FOR IMPROVEMENT
POOR PERFORMER:
• OPPOSITE OF EXCELLENT PERFORMERS
MATCHING OF JOB
• PROFILING OF THE PEOPLE WITH THAT OF THE JOB CAN BE DONE
• LIMITATION
o BUT JOBS UNDERGOES CHANGE, BECAUSE BUSINESS IS
DYNAMIC
o TODAY’S MATCH WILL BE A MISMATCH TOMORROW
TRAINING:
• WE CAN TRAIN EMPLOYEES TO BE EXCELLENT PERFORMER
• TRAINING WILL BE EFFECTIVE ONLY IF:
o THERE IS FOLLOW UP
o IF APPLIED ON THE JOB
• LIMITATION:
o LEARNING VARIES FROM PEOPLE TO PEOPLE
RECRUITMENT
• ALL THE EXCELLENT PERFORMERS NEED NOT HAVE APPLIED
• SELECTION FROM POOL OF CANDIDATES WHO HAVE BEEN
SHORT-LISTED
• WE SELECT BEST FROM THE AVAILABLE LOT.
• IT IS A COMPROMISING SITUATION
CONTROLLING ENVIRONMENT:
• EXCELLENCE IS A FUNCTION OF K / S X M X A
• THESE ARE THE QUALITIES OF AN EXCELLENT PERFORMERS
• TO COMPENSATE THE THREE, WE ADDRESS THE ENVIRONMENT
IN WHICH THE EMPLOYEE WORKS
• THE FOLLOWING ARE THE THREE ENVIRONMENTAL FACTORS
WHICH HAS TO BE ADDRESSED:
o INFORMATION
o CONSEQUENCES
o INVOLVEMENT
• INFORMATION:
o KNOWLEDGE IS INFORMATION
o SHARE
VALUES / STRATEGIES
GOALS
ACTIVITIES TO BE PERFORMED TO ACCOMPLISH THE
GOALS
PROVIDE FEEDBACK
o IT COMPENSATES FOR THE WEAKNESS OF
K/S
• CONSEQUENCES:
o LINK PERFORMANCE TO REWARD & PUNISHMENT
o LINK PAY TO PERFORMANCE
o COMPENSATES FOR THE WEAKNESS OF INTERNAL MOTIVE
• INVOLVEMENT
o MAKE IT MANDATORY
o TRAIN FOR SELF-MANAGED TEAM
o PROVIDE CROSS-FUNCTION TRAINING
o COMPENSATES FOR ABILITY
CONCLUSION:
• ABOVE THREE FACTORS HAVE TO BE ADDRESSED
SIMULTANEOUSLY
• THE FACTORS ARE INTERDEPENDENT ON EACH OTHER
• THEY ARE INEFFECTIVE IF IT OPERATES ALL BY ITSELF
CONCLUSIONS:
• TODAY’S GENERATION OF EMPLOYEES ARE QUALIFIED
• THEY ASK LOT OF QUESTIONS
• THEY WANT TO BE HEARD
• THEY ARE SELF-INTERESTED
• DEAL YOU NEED CREATIVE WAYS IN MANAGING YOUR
EMPLOYEES
INFORMATION:
HOW TO DEFINE & COMMUNICATE VALUES & BUSINESS STRATEGIES
TO EMPLOYEES
INTRODUCTION:
• ALL EMPLOYEES ASPIRE TO EXCEL. THEY NEED DIRECTION
• DEFINE & COMMUNICATE ORGANIZATION’S VALUES &
STRATEGIES TO YOUR EMPLOYEES
• SENIORS OF THE ORGANIZATION ARE RESPONSIBLE FOR
SETTING THE VALUES
INTRODUCTION:
• THE FOLLOWING EXERCISE HELPS TO DETERMINE THE VALUES:
•
VALUE EXERCISE 1: BEING THE BEST
• REVERSE EXERCISE 2
METHOD 1:
• MOST OF US LOVE TALKING ABOUT WHAT WE DO
• IF YOU ARE ASKED
o WHAT DO ENJOY MOST ABOUT YOUR JOB
o WHAT MAKES YOUR JOB SO ATTRACTIVE
• JOT DOWN WHAT THE PERSON SAYS
METHOD 2:
• YOU ARE A SUCCESSFUL EXECUTIVE IN YOUR ORGANIZATION
• YOU HAVE BEEN ASKED TO SPEAK IN YOUR SCHOOL ABOUT
YOUR WORK, YOUR PROFESSION OR YOUR ORGANIZATION
• WHAT KEY POINTS WOULD YOU MAKE IN SUCH A SPEECH
• REVIEW YOUR NOTES. ASK YOURSELF WHICH OF THESE POINTS
ARE ENDURING
REALITY CHECKING
• ASK YOURSELF THE FOLLOWING QUESTIONS TO DO REALITY
CHECKING OF YOUR VALUES:
o HOW CONSISTENT IS THIS VALUE WITH WHAT IS OR HAS
BEEN REWARDED IN THIS ORGANIZATION?
o HOW COMMITTED AM I PERSONALLY TO THIS VALUE? IS
THIS VALUE SOMETHING I AM REALLY PREPARED TO LIVE
BY?
• YOUR ANSWERS TO THESE QUESTIONS ARE A CHECK ON THE
REASONABLENESS OF THESE VALUES FOR THE ORGANIZATION
YOU ARE PART OF & FOR YOURSELF AT THIS TIME
• IF YOU ARE NOT COMMITTED, YOUR BEHAVIOR WILL NOT BE
CONSISTENT WITH THESE VALUES
• ASK YOURSELF, “IF IT WERE IMPOSSIBLE TO OPERATE THE
BUSINESS CONSISTENT WITH THESE VALUES FOR WHATEVER
REASON, WOULD I BE PREPARED TO TERMINATE MY
ASSOCIATION WITH THE ORGANIZATION & ACCEPT THE
FINANCIAL, SOCIAL, & PERSONAL SACRIFICE WHICH FOLLOWS
• IF YOUR ANSWER IS “NO” THEN YOU ARE NOT SUFFICIENTLY
COMMITTED TO THIS SET OF VALUES
INTRODUCTION:
• BUSINESSES ARE RUN ON VALUES.
• ALL O HAVE OBJECTIVES.
• BUT IN A COMPETITIVE ENVIRONMENT, IF AN O HAS TO GROW,
THEN IT SHOULD HAVE CERTAIN OBJECTIVES IF ACHIEVED WILL
GIVE AN ADVANTAGE TO IT, OVER ITS COMPETITORS ONE NEEDS
STRATEGY
• TO ACHIEVE THESE OBJECTIVES ONE NEEDS TO PLAN
STRATEGICALLY.
• STRATEGIES HAVE TO BE DEVELOPED. IT CONSISTS OF THE
FOLLOWING STEPS:
o DRIVING FORCE
WHAT ARE WE GOOD AT
STRATEGIES ARE BASED ON WHAT WE ARE GOOD AT
IT ANSWERS THE QUESTION “WHAT IS OUR
BUSINESS”
WE COULD BE GOOD AT THE FOLLOWING THINGS:
• PRODUCTS OFFERED TO CUSTOMERS
• SERVING CUSTOMERS
• TECHNOLOGY
• METHOD OF SALE
• NATURAL RESOURCES
o KNOWING OUR COMPETITORS STRENGTH & WEAKNESS
o KNOW THE FOLLOWING AREAS OF COMPETITION
CAPACITY:
• VOLUME OR RANGE OF PRODUCTS
RATE:
• EFFICIENCY
ACCURACY / FITNESS FOR USE:
• PERCEIVED QUALITY
UNIQUENESS / NOVELTY OF PRODUCT:
• UNIQUE CHARACTERISTICS OF THE PRODUCT
TIMELINESS:
• MEETING PROMISES OF DELIVERY
AVAILABILITY:
• PRODUCT AVAILABLE ON DEMAND
COST:
• LESS THAN THAT OF COMPETITOR OR
ESTIMATED COST
BENEFIT / VALUE:
• HIGHER PERCEIVED VALUE IRRESPECTIVE OF
RELATIVE COST.
CUSTOMER SERVICE:
• CUSTOMER’S PERCEPTION OF CARE,
ATTENTION, RESPONSIVENESS, FRIENDLINESS,
CONCERN WITH PRODUCTS / SERVICE
OFFERED
o KNOW YOUR PEOPLE’S CAPABILITY. CAPABILITIES
DETERMINE HOW ONE OUTPERFORMS THE COMPETITOR
• THE CEO & HIS MANAGEMENT TEAM DETERMINE STRATEGIES.
THE TEAM SHOULD NOT BE MORE THAN 5 MEMBERS COMING
FROM VARIOUS FUNCTIONS
• VALUES INFLUENCES STRATEGIES.
INTRODUCTION:
• INSPITE OF COMMUNICATING THE VALUES / STRATEGIES TO THE
EMPLOYEES, YET THERE IS GAP IN OUR PERFORMANCE
• WHY IS THIS SO?
• BECAUSE VALUES / STRATEGIES DO NOT TELL US HOW TO GO
ABOUT IN OUR PERFORMANCE
• VALUES / STRATEGIES SHOULD SPECIFY WHAT TYPE BEHAVIOR
THE EMPLOYEE SHOULD DISPLAY.
• BY BEHAVIOR WE MEAN NOT ONLY INDIVIDUAL BEHAVIOR, BUT
ALSO BEHAVIOR THAT RESULTS IN ACHIEVING THE GOALS OF
THE ORGANIZATION
MISSION:
• STRATEGIC OBJECTIVES ARE TOO BROAD IN NATURE. IT
CONTAINS ONE OR MORE MISSIONS. IT SHOULD BE MADE MORE
CONCRETE, & MEANINGFUL WHICH THE EMPLOYEES CAN
UNDERSTAND
• QUESTIONS A MISSION STATEMENT SHOULD ANSWER:
o WHAT IS OUR BUSINESS?
o WHO IS THE CUSTOMER?
o WHAT DO CUSTOMER’S VALUE?
o WHAT SHOULD OUR BUSINESS BE?
• MISSION STATEMENT SHOULD
o BE REALISTIC
o BE SPECIFIC
o FIT THE MARKET ENVIRONMENT
o BE BASED ON DISTINCTIVE COMPETENCIES
o BE MOTIVATING
• ACCOMPLISHMENTS:
o IT TALKS ABOUT COMPETITIVE REQUIREMENTS TO
ACCOMPLISH THE MISSION
• BEHAVIOR:
o THE KEY CAPABILITIES REQUIRED TO ACHIEVE THESE
COMPETITIVE REQUIREMENTS
• VALUES
• STRATEGIES
• MISSION
• BEHAVIOR
• ACTUALLY THIS SHOULD BE THE TYPE OF O STRUCTURE
HOW TO DESIGN A PERFORMANCE ORGANIZATION?
CONCLUSION:
• EVEN IF YOU NEED STAFF FUNCTIONS SUGGEST HAVE THE
CONCEPT OF INTERNAL CUSTOMERS. THIS WILL ENABLE US TO
HAVE MISSION & ACCOMPLISHMENTS EVEN FOR THESE STAFF
FUNCTIONS
ACHIEVING “ EMPLOYMENT SECURITY”
NOT JOB SECURITY
• UNIT EXISTS SOLELY FOR THE STRATEGIC PURPOSE OF
ACCOMPLISHING ITS MISSION.
• WHAT HAPPENS IF A PARTICULAR PRODUCT / SERVICE OR
MARKET / CUSTOMERS SERVED BY A COMPONENT IS NO LONGER
REQUIRED. IN SUCH AN EVENT THE FUNCTIONAL UNITS SERVING
INTERNAL NEEDS BECOMES OBSOLETE.
• IN PERFORMANCE ORGANIZATION, ALL ORGANIZATIONAL UNITS
ARE BY DEFINITION IMPERMANENT; IF SO, THEN ALL POSITIONS
WITHIN THESE ORGANIZATIONAL UNITS ARE IMPERMANENT.
• IN SUCH AN ORGANIZATION THERE IS NO JOB SECURITY PER SE,
ONLY EMPLOYMENT SECURITY. THE PERFORMANCE
ORGANIZATION MAKES EVERY EFFORT TO GUARANTEE
CONTINUED EMPLOYMENT, BUT NOT NECESSARILY IN A SPECIFIC
JOB OR JOB SPECIALTY. LONG-TERM EMPLOYMENT REQUIRES
THAT THE COMPANY COMMITS ITSELF EMPLOYEE DEVELOPMENT,
& THAT EMPLOYEES BE WILLING TO BE FLEXIBLE IN JOB
ASSIGNMENTS
• IT IS EXACTLY BECAUSE OF THIS IMPERMANENCE THAT THE
PERFORMANCE ORGANIZATION DISCOURAGES
OVERSPECIALIZATION, BUT ENCOURAGES COOPERATION &
TEAMWORK.
HOW TO DEVELOP PERFORMANCE MEASURES
INTRODUCTION:
• FEEDBACK HAS TO BE PROVIDED TO EMPLOYEES ON THEIR
PERFORMANCE. OTHERWISE EMPLOYEES WILL NOT KNOW
WHETHER THEIR BEHAVIOR IS CONSISTENT WITH THE EXPECTED
BEHAVIOR
• WHAT GETS MEASURED GETS DONE. IF YOU CAN’T MEASURE,
YOU CAN’T MANAGE IT; & YOU WILL ALSO NOT KNOW IF IT
NEEDS IMPROVEMENT
• MEASURES PROVIDES DIRECTION, & CONFIRMATION
CONCLUSION:
• THERE ARE POSSIBLE TYPES OF MEASURES THAT CAN BE
DEVELOPED:
o COUNTS
NUMBER OF TIMES
o RATIOS
NUMBER OF TIMES AN ACCOMPLISHMENT IS
ACHIEVED, DIVIDED BY NUMBER OF TIMES
ACCOMPLISHMENT COULD HAVE BEEN ACHIEVED
o PERCENTAGES
THE NUMBER OF TIMES THE ACCOMPLISHMENTS IS
ACHIEVED DIVIDED BY THE NUMBER OF TIMES IT
COULD HAVE BEEN ACHIEVED OUT OF 100
OPPORTUNITIES
o RUPEES
THE RUPEE IMPACT OF ACHIEVING OR FAILING TO
ACHIEVE AN ACCOMPLISHMENT
CONCLUSION:
• UNLESS THE EMPLOYEE SEES A DIRECT RELATIONSHIP BETWEEN
DAY-TO-DAY BEHAVIOUR, & OBTAINING CONSEQUENCE THAT
MATTERS, THAT CONSEQUENCE IS NOT TRULY CONTINGENT, &
THE BEHAVIOURS WE DESIRE CANNOT BE STRENGTHENED
TRADITIONAL APPROACH:
• PAY NOT LINKED TO PERFORMANCE
• PAY FUNCTION OF STATUS
• MARKET DEMAND & EQUITY IMPORTANT FACTORS
• PAY RISE EVERY YEAR IRRESPECTIVE OF PERFORMANCE
• INCREASE IN PRODUCTIVITY GAINS NOT SHARED
CONCLUSIONS:
• INITIALLY PAY FOR KNOWLEDGE WILL INCREASE THE PAYROLL
COST, IT IS IN THE LONG RUN THAT PAYS FOR KNOWLEDGE
STARTS PAYING DIVIDENDS.
• HENCE PAY FOR KNOWLEDGE SHOULD BE ADOPTED AFTER
GAINSHARING HAS BEEN INSTALLED & EMPLOYEES HAVE
BECOME ACCUSTOMED TO IT.
• GAINSHARING IS SHORT-TERM FOCUS, WHILE PAY FOR
KNOWLEDGE HAS LONG-TERM FOCUS.
• IN BUSINESS WE ALWAYS FOCUS ON LONG-TERM OBJECTIVES
CONSEQUENCES
• A CONSEQUENCE HAS AN EFFECT ON WHICH TWO ASPECTS OF
OUR BEHAVIOUR?
• HOW MANY TYPES OF BEHAVIOURS ARE THERE?
• A BEHAVIOUR WHEREIN WE HAVE NO CONTROL WHAT IS IT
CALLED AS?
• A BEHAVIOUR WHEREIN WE HAVE CONTROL, WHAT IS IT CALLED
AS?
• WHICH WORK BEHAVIOUR IS INFLUENCED BY CONSEQUENCES?
• WHAT FOLLOWS BEHAVIOUR?
• WHAT DOES CONSEQUENCE DETERMINE?
• HOW MANY TYPES OF CONSEQUENCES ARE THERE?
• EXPLAIN REINFORCEMENT?
• WHAT IS THE OTHER NAME FOR IT?
• EXPLAIN PUNISHMENT?
• WHAT IS THE OTHER NAME FOR IT?
• WHEN WILL PUNISHMENT HAVE A LONG-TERM EFFECT?
• WHAT TYPE OF BEHAVIOUR DOES AN EMPLOYEE LEARN FROM
PUNISHMENT?
• CONSEQUENCE WILL EFFECTIVE FROM WHOSE POINT OF VIEW?
• WHAT SHOULD CONSEQUENCE DO TO AN EMPLOYEE?
• STATE THE NEEDS OF EMPLOYEE AT WORKPLACE?
• WHAT SHOULD THE EMPLOYEE SEE BETWEEN BEHAVIOUR &
CONSEQUENCE?
• WHEN WILL BE CONSEQUENCE BE EFFECTIVE?
• IF THERE ARE TWO NEEDS OF AN EMPLOYEE, THEN ON WHICH
NEEDS WILL THE CONSEQUENCES HAVE AN EFFECT?
• DOES EFFORT HAVE ANY RELATIONSHIP WITH CONSEQUENCES?
• WHAT IS THE RELATIONSHIP BETWEEN EFFORT, BEHAVIOUR &
NEED IN CONSEQUENCES?
• WHY SHOULD CONSEQUENCES BE CONTINUOUSLY MONITORED?
• CONSEQUENCES SHOULD FOCUS ON BEHAVIOUR OR RESULTS?
• SHOULD WE PROVIDE POSITIVE CONSEQUENCES FOR
CONTINUOUS IMPROVEMENTS TOWARDS GOAL?
• SHOULD CONSEQUENCES BE PROVIDED FOR FAILURES?
• TO ENCOURAGE CORRECT BEHAVIOUR, WHAT TYPE OF
CONSEQUENCES SHOULD BE ADOPTED?
• WHAT DOES NEGATIVE CONSEQUENCE TEACH?
• IF YOU HAVE TO CORRECT A PROBLEMATIC BEHAVIOUR THE
TYPE OF CONSEQUENCES SHOULD ONE USE?
• WHAT IS THE RELATIONSHIP BETWEEN TIME & CONSEQUENCES?
• ON WHAT SHOULD CONSEQUENCES BE BASED UPON?
• HOW DO WE REINFORCE PERFORMANCE?
• WHAT IS THE ADVANTAGE OF CONTINUOUS REINFORCEMENT?
• WHAT ARE THE DISADVANTAGES OF CONTINUOUS
REINFORCEMENT?
• WHAT IS INTERMITTENT REINFORCEMENT?
• HOW MANY TYPES OF INTERMITTENT REINFORCEMENT ARE
THERE?
• WHY IS VARIABLE RATIO MOST POWERFUL REINFORCER?
• WHAT IS FIXED RATIO OF REINFORCEMENT?
• WHAT IS THE DISADVANTAGE OF FIXED INTERVAL
REINFORCEMENT?
• WHAT IS VARIABLE INTERVAL REINFORCEMENT?
• IF YOU WANT TO START REINFORCEMENT, WITH WHICH ONE
WOULD YOU BEGIN FIRST & WHY?
• NAME SOME OF THE FEW REIN FORCERS, WHICH YOU FIND AT
WORKPLACE?
• HOW DO YOU SELECT POSITIVE REINFORCES AT WORKPLACE?
• STATE THE TYPES OF NON-TRADITIONAL, WHICH EXISTS TODAY?
• EXPLAIN GAIN SHARING?
• EXPLAIN SMALL GROUP INCENTIVE?
• EXPLAIN INDIVIDUAL INCENTIVE?
• EXPLAIN THE TWO TYPES OF ANNUAL INCREMENT, WHICH ARE
GIVEN TO CONTROL GROWTH IN BASIC SALARY?
• EXPLAIN PAY FOR KNOWLEDGE?
• EXPLAIN PROFIT SHARING PLANS?
• STATE THE IMPLICATIONS FOR PAY FOR PERFORMANCE?
• STATE THE CHARACTERISTICS OF GAIN SHARING?
• HOW DO YOU DETERMINE IF GAIN SHARING IS RIGHT FOR YOU?
• STATE THE TWO TYPES OF PAY FOR KNOWLEDGE?
• STATE THE ADVANTAGES FOR PAY FOR KNOWLEDGE?
• STATE THE DISADVANTAGES FOR PAY FOR KNOWLEDGE?
• HOW TO USE PAY FOR KNOWLEDGE AS AN ADJUNCT TO GAIN
SHARING?
HOW TO DESIGN & INSTALL AN EMPLOYEE INVOLVEMENT SYSTEM
INTRODUCTION:
• PEOPLE PERFORMING THE WORK HAVE THE BEST IDEAS ABOUT
HOW IT SHOULD BE PERFORMED.
• MOREOVER, PEOPLE DON’T RESIST THEIR OWN IDEAS.
• A SOLUTION TO A PROBLEM IS MUCH MORE LIKELY TO BE
DEVELOPED & SUCCESSFULLY IMPLEMENTED WHEN WE GET
EMPLOYEES INPUT
INVOLVEMENT TECHNIQUES:
• THEY ARE THREE TRADITIONAL TECHNIQUES:
o EMPLOYEE SURVEYS
o SUGGESTION SYSTEMS
o QUALITY CIRCLES
EMPLOYEE SURVEYS:
• DONE ANNUALLY OR BIANNUALLY
• CONSISTS OF WRITTEN QUESTIONNAIRES, WHICH IS
DISTRIBUTED TO ALL THE EMPLOYEES
• SOMETIMES THE QUESTIONNAIRE IS SUPPLEMENTED BY
INTERVIEW.
• THE SURVEYS COLLECTS DATA CONCERNING EMPLOYEE
OPINIONS, ATTITUDES, JOB SATISFACTION, REACTION TO O’S
POLICY OR MANAGEMENT’S DECISION
• IT SERVES AS A GOOD FEEDBACK TO THE MANAGEMENT
• IT HAS THE FOLLOWING LIMITATIONS:
o RELATIVELY INFREQUENT
o FEEDBACK IS SHORT & CRYPTIC
o VALIDITY DEPENDS UPON ITS DESIGN. QUESTIONS MAY BE
POORLY WORDED, OR BIASED, OR VAGUE
o DEPENDS UPON THE WAY IT IS INTERPRETED.
MANAGEMENT MAY DISREGARD FINDINGS INCONSISTENT
WITH THEIR INTEREST
o FEEDBACK NOT PROVIDED TO EMPLOYEES.
• RESULT IT BECOMES A JOKE, OR AN OPPORTUNITY FOR THE
EMPLOYEES TO VENT THEIR FRUSTRATIONS
SUGGESTION SCHEME:
• SUGGESTIONS INVITED FROM THE EMPLOYEES ON COST
SAVINGS.
• IF SUGGESTION ACCEPTED, EMPLOYEE GETS SHARE OF THE
SAVINGS
• IT IS A WIN-WIN SITUATION. FOR BOTH PARTIES MONETARILY
BENEFIT
• IT HAS THE FOLLOWING LIMITATIONS:
o SUGGESTIONS ARE FEW
o WHEN SUGGESTIONS ARE SUBMITTED, THEY ARE VAGUE &
UNDEVELOPED, & THEY USUALLY CANNOT BE ACCEPTED.
IF THE IDEA IS BASICALLY IS GOOD, & MANAGEMENT
DECIDES TO DEVELOP IT FURTHER SO THAT IT CAN BE
IMPLEMENTED. IN SUCH SITUATION WHO GETS THE CREDIT
o SOMETIMES EMPLOYEES GIVE SUGGESTIONS PERTAINING
TO OTHER DEPARTMENTS
o EMPLOYEES ARE NOT RESPONSIBLE FOR IMPLEMENTING
THEIR SUGGESTIONS.
o SOMETIMES THE IMPLEMENTATION OF SUGGESTIONS
INVOLVES HEAVY EXPENDITURE
o OFTEN THERE IS A LENGTHY DELAY BETWEEN THE
SUBMISSION OF THE IDEA & ITS CONSIDERATION &
EVENTUAL ADOPTION. FEEDBACK TO THE EMPLOYEE
SUBMITTING THE SUGGESTION IS DELAYED & MEANWHILE
SOME OTHER EMPLOYEE MIGHT HAVE MADE A SIMILAR
SUGGESTION. IN SUCH SITUATION, THE ISSUE WHO GETS
THE CREDIT IF THE SUGGESTION IS IMPLEMENTED. OR THE
IDEA WAS ALREADY UNDER CONSIDERATION BY
MANAGEMENT. EVENTUALLY WITH DELAY & CONFUSION
ABOUT WHO GETS THE CREDIT FOR THE IDEA, EMPLOYEE
BECOMES FRUSTRATED WITH THE WHOLE SYSTEM
• RESULT ALSO BECOMES A JOKE
QUALITY CIRCLE:
• EMPLOYEES PARTICIPATE IN THE IDENTIFICATION & RESOLUTION
OF PROBLEMS
• EMPLOYEES ARE TRAINED IN PROBLEM-SOLVING TECHNIQUE
• IT DID RESULT IN LOT OF SAVINGS FOR THE O
• IT HAD THE FOLLOWING LIMITATIONS:
o QUALITY CIRCLES WERE SUCCESSFUL IN SOFT ISSUES, BUT
FAILED IN HARD ISSUES
o THE MEETINGS WERE HELD DURING WORKING HOURS
o THOUGH LOT OF TIME WAS SPENT ON MEETINGS THE KIND
OF IMPROVEMENT IN QUALITY, COST REDUCTION, OR
CUSTOMER SERVICE WAS NOT AS PER EXPECTATION
o PROGRAM WAS ADMINISTERED BY STAFF FUNCTIONS LIKE
HR / QA
o LINE MANAGERS DID NOT SEE QUALITY CIRCLE AS PART OF
THEIR DAY TO DAY OPERATIONS
o IT WAS A VOLUNTARY PROGRAM. ALL EMPLOYEES DID NOT
PARTICIPATE.
• RESULT IT BECAME A GIMMICK OR LATEST MANAGEMENT FAD
TEAM MEETINGS
o INTRODUCTION:
MEETINGS ARE NOT UNUSUAL IN ANY O
MANAGERS TALK & PARTICIPANTS LISTEN
IN THE MEETINGS THE FOLLOWING THINGS HAPPEN:
• UPPER LEVEL DECISIONS ARE ANNOUNCED
• O NEWS ARE REPORTED
• ORDERS ARE ISSUED
• MISTAKES ARE CRITICIZED
• POOR PERFORMANCE IS BERATED
EMPLOYEES PARTICIPATION MEANS:
• TO ANSWER QUESTIONS
• TO REPORT ON THE STATUS OF PROJECTS /
ACTIVITIES
• AND OCCASIONALLY TO DEFEND THEMSELVES
FROM ATTACK
• SOMETIMES TO COMPLAIN, SOCIALIZE, POINT
FINGERS
• OR FREQUENTLY DUMP PROBLEMS ON HIGHER
UPS
ONLY PROBLEMS ARE DISCUSSED, NO SOLUTIONS
ARE FOUND
THE SAME PROBLEM CONTINUES TO SURFACE IN ALL
CONSECUTIVE MEETINGS, UNTIL IT IS FORGOTTEN,
SOME NEW PROBLEM TAKES ITS PLACE
MPM MEETING
• THEY HAVE BOTH SPECIFIC OBJECTIVES, & A SPECIFIC
STRUCTURE.
• THE OBJECTIVES OF MPM MEETINGS ARE:
o TO SHARE INFORMATION / IDEAS
o PASS DOWN INFORMATION ABOUT GOALS, CONCERNS, &
PRIORITIES OF HIGHER LEVELS
o TO MONITOR & PROVIDE FEEDBACK ON PERFORMANCE.
EACH TEAM HAS A CLEARLY DEFINED MISSION & MEASURE
OF PERFORMANCE IN CRITICAL AREAS. THE TEAM MEETING
IS MAJOR FOCAL POINT FOR REVIEWING GROUP
PERFORMANCE IN CRITICAL AREAS ON A REGULAR BASIS
o TO RECOGNIZE & REINFORCE GOOD PERFORMANCE
o TO GET EVERYONE’S INPUT & IDEAS FOR IMPROVING
PERFORMANCE. A PORTION OF EACH TEAM MEETING IS SET
ASIDE FOR PROBLEM IDENTIFICATION, ANALYSIS & THE
DEVELOPMENT OF ACTION PLANS TO SOLVE PROBLEMS
o TO ESTABLISH ACCOUNTABILITY FOR ACTION. STATUS OF
ACTION PLAN & TASK ASSIGNMENTS FROM PREVIOUS
MEETINGS ARE REVIEWED.
o THE AGENDA FOR MEETING THE ABOVE OBJECTIVES ARE:
FOLLOW UP ITEMS
THE LEADER OPENS EACH MEETING BY
RESPONDING TO QUESTIONS, IDEAS,
CONCERNS & OR
RECOMMENDATIONS FROM THE
PREVIOUS TEAM MEETINGS. USUALLY
THERE ARE ONE OR MORE ITEMS THAT
THE LEADER HAD AGREED TO DISCUSS
WITH HIGHER LEVELS, WHICH THE
LEADER REPORTS BACK TO THE TEAM
MEMBERS ON THE STATUS OF THOSE
ITEMS. AFTER THE LEADER IS FINISHED,
INDIVIDUAL TEAM MEMBERS WHO HAD
TASK ASSIGNMENTS FROM THE
PREVIOUS MEETINGS ARE CALLED UPON
TO REPORT ON THE STATUS OF THOSE
ASSIGNMENTS
• PERFORMANCE FEEDBACK:
REVIEW GROUP PERFORMANCE ON KEY
INDICATORS FOR THE CURRENT PERIOD.
DONE IN GRAPHICAL FORMS. THE FOCUS
OF DISCUSSION IS ON POSITIVE &
NEGATIVE TRENDS IN PERFORMANCE
OVER TIME
• RECOGNITION & REINFORCEMENT:
DONE FOR PERFORMANCE IMPROVEMENT
OR GOAL ATTAINMENT
• PROBLEM-SOLVING & DEVELOPING OF ACTION
PLANS:
TEAM IDENTIFIES ONE OR MORE
PROBLEMS THAT DESERVE ATTENTION.
THESE PROBLEMS USUALLY RELATE TO
PERFORMANCE ON THE KEY INDICATORS
BEING TRACKED BY THE GROUP.
PROBLEMS OF CROSS-FUNCTIONAL,
CROSS-DEPARTMENTAL, ARE REFERRED
BY THE TEAM TO A HIGHER LEVEL TEAMS
FOR RESOLUTION OR ASSIGNMENT TO A
SPECIAL CROSS-FUNCTIONAL TASK
FORCE
• NEWS / ANNOUNCEMENT & MEETING
CONCLUSIONS:
• THE FINAL SEGMENT OF THE TEAM MEETING IS DEVOTED TO
ANNOUNCEMENTS & GENERAL NEWS OF INTEREST TO TEAM
MEMBERS. THE MEETING IS CLOSED WITH A BRIEF RECAP OF THE
DECISIONS THAT WERE MADE BY THE TEAM CONCERNING
ACTION PLANS & TASK ASSIGNMENTS
• EMPLOYEES:
o INQUIRE
o LEARN
o PARTICIPATE ACTIVELY IN PROBLEM SOLVING & DECISION-
MAKING. ACTION PLANS ARE DEVELOPED THROUGH
GROUP CONSENSUS.
o ASSUME INCREASED RESPONSIBILITY FOR MONITORING &
CONTROLLING THEIR OWN BEHAVIOUR
o MONITOR RESULTS OF ACTION STEPS & TAKES FOLLOW-UP
ACTION AS DECIDED BY THE GROUP
o RESPONSIBILITY FOR PERFORMANCE RESTS WITH THE
TEAM AS A WHOLE
BEYOND FUTURE:
INTRODUCTION:
• THE FUTURE MANAGEMENT PRACTICE IS “SELF-MANAGED TEAM”
SELF-MANAGED TEAMS:
• THEY ARE SEMI-AUTONOMOUS WORK TEAMS
• CONSISTS OF 5-15 MEMBERS
• EACH TEAM HAS NATURAL BOUNDARIES. THAT IS, EACH TEAM
PRODUCES A WHOLE PRODUCT, COMPLETES AN ENTIRE
PROCESS, OR PROVIDES COMPLETE SERVICE. IN SHORT EACH
TEAM IS A SMALL BUSINESS UNIT UNTO ITSELF
• THE OUTPUT OF ONE TEAM BECOMES THE INPUT OF ANOTHER
TEAM
• BEYOND THE TEAM THERE ARE NO MANAGERS, OR SUPERVISORS
IN THE TRADITIONAL SENSE. WE HAVE SUPPORT TEAM, OR
COORDINATORS
• IN PLANT THE SUPPORT TEAM CONSISTS OF PLANT MANAGER,
THE HR MANAGER, THE QA MANAGER, AN ACCOUNTANT, &
ENGINEERING MANAGER
• COORDINATORS ARE SIMILAR TO LINE SUPERVISORS WITH
TECHNICAL, BEHAVIORAL, & OPERATIONAL RESPONSIBILITIES.
THEY ACT IN AN ADVISORY RATHER THAN IN A DIRECTIVE
CAPACITY. THEY HELP THE TEAM WHEN REQUIRED TO DO SO BY
THE TEAM
• THE TEAM IS SELF-RUNNING, & SELF MANAGED. TEAM MEMBERS
AS A GROUP MAKE JOB ASSIGNMENTS, PRODUCTION DECISIONS,
HOLD THEIR OWN TEAM MEETINGS, SOLVE PROBLEMS,
IMPLEMENT SOLUTIONS, ORDER THEIR OWN SPARE PARTS &
SUPPLIES, PLAN & SCHEDULE THEIR OWN WORK, SELECT TEAM
MEMBERS, EVALUATE TEAM MEMBERS’ PERFORMANCE, & SO ON.
PRACTICALLY ALL FUNCTIONS TRADITIONALLY PERFORMED BY
MANAGERS, OR SUPERVISORS ARE PERFORMED BY THE TEAM
• WITHIN TEAMS THERE ARE NO JOB-DESCRIPTIONS, & FEW JOB
CLASSIFICATION. TEAM MEMBERS ARE CROSS TRAINED &
CAPABLE OF PERFORMING MOST IF NOT ALL THE JOBS REQUIRED
FOR TEAM PERFORMANCE, & THERE IS OFTEN PAY FOR
KNOWLEDGE SYSTEM TO ENCOURAGE THIS FLEXIBILITY
• THE TEAM ITSELF HAS WIDE DISCRETION TO DECIDE HOW TASKS
WILL BE PERFORMED, & WHO WILL BE RESPONSIBLE FOR
SPECIFIC TASKS
CAREER MANAGEMENT
WHAT IS CAREER?
• SEQUENCE OF POSITIONS HELD WITHIN AN OCCUPATION
• MOBILITY WITHIN THE O
• DESCRIBES THE CHARACTERISTICS OF THE EMPLOYEE
• EACH EMPLOYEE’S CAREER CONSISTS OF DIFFERENT JOBS,
POSITIONS & EXPERIENCES
PROTEAN CAREER:
• A CAREER THAT FREQUENTLY CHANGES BASED ON BOTH
CHANGES IN THE ‘S INTERESTS, ABILITIES, & VALUES &
CHANGES IN THE WORK ENVIRONMENT
• MANAGER’S ROLE
o TO HELP EMPLOYEES DEAL WITH CAREER ISSUES,
MANAGERS NEED TO BE EFFECTIVE IN FOUR ROLES:
COACH
• RESPONSIBILITIES:
PROBE PROBLEMS
LISTEN
CLARIFY CONCERNS
DEFINE CONCERNS
APPRAISER
• RESPONSIBILITIES
GIVE FEEDBACK
CLARIFY O’S STANDARD
CLARIFY JOB RESPONSIBILITIES
CLARIFY O’S NEEDS
ADVISOR
• RESPONSIBILITIES
GENERATE OPTIONS
ASSIST IN GOAL SETTING
PROVIDE RECOMMENDATIONS
REFERRAL AGENTS
• RESPONSIBILITIES:
LINK TO CAREER MANAGEMENT
RESOURCES
FOLLOW UP ON CAREER MANAGEMENT
PLAN
• HR MANAGER’S ROLE
o PROVIDE INFORMATION ABOUT T& D OPPORTUNITIES
o PROVIDE SPECIALIZED TRAINING SUCH AS TESTING TO
DETERMINE EMPLOYEES’ VALUES, INTERESTS & SKILLS
o HELP EMPLOYEES FOR JOB SEARCHES
o OFFER CAREER COUNSELLING
• O’S ROLE:
o PROVIDE EMPLOYEES WITH RESOURCES NEEDED TO BE
SUCCESSFUL IN CAREER PLANNING
SPECIAL CHALLENGES IN CM
PLATEAUING:
• IS A SERIOUS CONCERN FOR MANY MIDDLE AGE MANAGERS.
MANY MANAGERS MIGHT BE IN MAINTENANCE STAGE, WHEREIN
PLATEAUING IS OF PRIMARY CONCERN
• IT DEALS WITH FEELINGS & EMOTIONS OF AN EMPLOYEE
• ALSO MEANS THAT THE LIKELIHOOD OF THE EMPLOYEE
RECEIVING FUTURE JOB ASSIGNMENTS WITH INCREASED
RESPONSIBILITY IS LOW
• PLATEAUING IS NOT BAD. A PLATEAUED EMPLOYEE MAY NOT
DESIRE INCREASED RESPONSIBILITIES. JOB PERFORMANCE MAY
MEET THE MINIMUM ACCEPTABLE STANDARDS
• PLATEAUING BECOMES DYSFUNCTIONAL WHEN THE EMPLOYEE
FEELS STUCK IN A JOB THAT OFFERS NO POTENTIAL FOR
PERSONAL GROWTH. SUCH FRUSTRATION RESULTS IN A POOR
JOB ATTITUDE, INCREASED ABSENTEEISM & POOR
PERFORMANCE
• FOLLOWING ARE THE REASONS FOR PLATEAUING:
o LACK OF ABILITY
o LACK OF TRAINING
o LOW NEED FOR ACHIEVEMENT
o UNFAIR PAY DECISIONS OR CONFUSION WITH PAY RAISES
o CONFUSION ABOUT JOB RESPONSIBILITIES
o SLOW O’S GROWTH RESULTING IN REDUCED
DEVELOPMENT OPPORTUNITIES
• PLATEAUED EMPLOYEES SHOULD BE ENCOURAGED TO BECOME
INVOLVED IN DEVELOPMENTAL OPPORTUNITIES, INCLUDING
TRAINING COURSES, JOB EXCHANGES, & SHORT TERM
ASSIGNMENTS IN WHICH THEY EXAMINE THEIR EXPERTISE
OUTSIDE THEIR DEPARTMENT
• PLATEAUED EMPLOYEES MAY NEED CAREER COUNSELING TO
HELP THEM UNDERSTAND WHY THEY ARE PLATEAUED, & THE
OPTIONS FOR DEALING WITH THE PROBLEM
• EMPLOYEES SHOULD BE ENCOURAGED TO REALITY TEST THE
SOLUTIONS THEY BELIEVE WILL SOLVE THEIR PLATEAUING
THROUGH DISCUSSIONS WITH THEIR MANAGER, COWORKERS, &
HR MANAGERS THIS IS NECESSARY TO ENSURE THAT THEIR
SOLUTION IS REALISTIC GIVEN THE RESOURCES AVAILABLE IN
THE O.
• AT TIMES IT MAY BE IN THE BEST INTEREST OF THE EMPLOYEE IF
HE IS ENCOURAGED TO LEAVE THE O
SKILL OBSOLESCENCE
• OBSOLESCENCE IS REDUCTION IN AN EMPLOYEE’S COMPETENCE
RESULTING FROM LACK OF KNOWLEDGE OF NEW WORK
PROCESSES, TECHNIQUES & TECHNOLOGIES THAT HAVE
DEVELOPED SINCE THE EMPLOYEE COMPLETED HIS EDUCATION.
• OBSOLESCENCE NEEDS TO BE AVOIDED IF O IS TRYING TO
BECOME LEARNING O. IF EMPLOYEE’S SKILL BECOMES OBSOLETE
BOTH THE EMPLOYEE & THE O SUFFER. THE O’S CULTURE PLAYS
AN IMPORTANT ROLE IN ENCOURAGING DEVELOPING THEIR
SKILLS. FOLLOWING ARE THE FACTORS THAT ARE RELATED TO
UPDATING SKILLS:
o O’S CLIMATE
EMPHASIS ON CONTINUOUS LEARNING
o MANAGER
PROVIDE CHALLENGING WORK ASSIGNMENTS
ENCOURAGE EMPLOYEES TO ACQUIRE NEW SKILLS
o PEER
DISCUSS IDEAS & PROBLEMS
SHARE INFORMATION
o REWARD SYSTEM
SABBATICALS
PAY FOR NEW IDEAS
PAY FOR EMPLOYEE DEVELOPMENT
BALANCING WORK & LIFE:
• O NOW A DAYS ARE CONCERNED WITH SIMULTANEOUSLY
MEETING THE NEEDS OF BOTH WORK & FAMILY RESEARCH
SUGGESTS THAT DUAL CAREER FAMILIES, SINGLE-PARENT
FAMILIES, & FAMILIES WITH CHILDREN UNDER AGE FIVE ARE
LIKELY TO EXPERIENCE THE MOST WORK & FAMILY CONFLICTS
• BESIDES BALANCING WORK LIFE, O NOW A DAYS HAS PROVIDE
SUPPORT SERVICES TO EMPLOYEES TO DEAL WITH STRESSES &
STRAINS RELATED TO WORK & NON-WORK CONFLICTS
• EMPLOYEES WITH DEPENDENTS STRUGGLE WITH CHILD CARE &
ELDER CARE
• ALL EMPLOYEES STRUGGLE WITH ISSUES RELATED TO
PARTICIPATING IN NON-WORK ACTIVITIES THAT THEY
INCREASINGLY HAVE LESS TIME FOR DUE TO WORK DEMANDS
• TO ADDRESS THIS ISSUES, THE HR POLICIES HAVE TO BE RE-
LOOKED, & CHANGED ACCORDINGLY
TYPES OF WORK-LIFE CONFLICTS:
• OUTCOMES ARE:
o FRUSTRATION
o HEALTH RISK
o DECREASED PRODUCTIVITY
o TARDINESS
o TURNOVER
o POOR MENTAL HEALTH
• THREE TYPES OF WORK-FAMILY CONFLICT EXISTS:
o TIME-BASED
OCCURS WHEN THE DEMANDS OF WORK & NON-
WORK INTERFERE WITH EACH OTHER
EXAMPLE: TRAVEL, STAYING BACK ON OVERTIME
o STRAIN-BASED
RESULTS FROM THE STRESS OF WORK & NON WORK
ROLES
EXAMPLE: A NEW BORN BABY DEPRIVES PARENTS OF
SLEEP; RESULT IT IS DIFFICULT TO CONCENTRATE AT
WORK
o BEHAVIOR-BASED
OCCURS WHEN EMPLOYEES BEHAVIOR IN WORK
ROLES IS NOT APPROPRIATE FOR THEIR BEHAVIOR IN
NON WORK ROLES
EXAMPLE: WORK DEMANDS THAT MANAGERS BE
LOGICAL, IMPARTIAL, & AUTHORITARIAN. AT THE
SAME TIME THESE MANAGERS ARE EXPECTED TO BE
WARM, EMOTIONAL, & FRIENDLY IN THEIR
RELATIONSHIPS WITH THEIR FAMILY MEMBERS OR
FRIENDS
O POLICIES TO ACCOMMODATE WORK & NON WORK:
• COMMUNICATING INFORMATION ABOUT WORK & NON WORK
POLICIES & JOB DEMANDS
• FLEXIBILITY IN WORK ARRANGEMENTS & WORK SCHEDULES
• SUPPORT SERVICES
COPING WITH LOSS OF JOBS:
• O THAT LAY OFF EMPLOYEES CAN EXPERIENCE LOWERED JOB
COMMITMENT, DISTRUST OF MANAGEMENT & DIFFICULTIES
RECRUITING NEW EMPLOYEES
• JOB LOSS ALSO CAUSES STRESS & DISRUPTS THE PERSONAL
LIVES OF LAID OFF EMPLOYEES
• BECAUSE OF THE POTENTIAL DAMAGING EFFECTS OF
DOWNSIZING, O SHOULD SEEK ALTERNATIVE WAYS TO REDUCE
HEADCOUNT & LOWER LABOUR COSTS
• JOB LOSS MAY BE INEVITABLE DUE TO MERGERS & ACQUISITION
• FROM CAREER MANAGEMENT POINT OF VIEW, O MUST TAKE
STEPS THAT REMAINING EMPLOYEES REMAIN PRODUCTIVE &
COMMITTED TO THE O
• TO REDUCE THE POTENTIAL NEGATIVE EFFECTS OF LAY OFF THE
FOLLOWING THINGS AN O SHOULD DO:
o ADVANCE WARNING & EXPLANATION FOR LAY OFF
o PSYCHOLOGICAL, FINANCIAL & CAREER COUNSELING
o ASSESSMENT OF SKILLS & INTEREST
o PROVIDE ASSISTANCE IN FINDING ALTERNATIVE JOBS
DEALING WITH OLDER EMPLOYEES:
• FOLLOWING ACTIONS AN O CAN TAKE:
o FLEXIBILITY IN SCHEDULING ALLOWS OLDER EMPLOYEES
TO TAKE CARE OF SICK SPOUSES, GO BACK TO UPGRADE K
/ S, WORK FEW HOURS,
o PROVIDE TRAINING TO AVOID OBSOLESCENCE & BE
PREPARED TO USE NEW TECHNOLOGY
o COUNSELING FOR FINDING NEW JOBS, & TRANSITION TO
LESS SECURE POSITIONS
PRE-RETIREMENT SOCIALIZATION:
• PROCESS OF HELPING EMPLOYEES PREPARE FOR EXIST FROM
WORK
• IT ENCOURAGES EMPLOYEES TO LEARN ABOUT RETIREMENT
LIFE, PLAN FOR ADEQUATE FINANCIAL, HOUSING, & HEALTH-
CARE RESOURCES & FORM ACCURATE EXPECTATIONS ABOUT
RETIREMENT
• MANY O ALSO USE ALTERNATIVE WORK ARRANGEMENTS TO
HELP EMPLOYEES MAKE THE TRANSITION INTO RETIREMENT
WHILE AT THE SAME TIME CONTINUING TO UTILIZE THEIR
TALENTS
• ALTHOUGH FORMAL PRERETIREMENT SOCIALIZATION PROGRAMS
ARE PRIMARILY FOR EMPLOYEES WHO ARE CONSIDERING
RETIREMENT, FINANCIAL PLANNING, ESTATE PLANNING &
PURCHASING INSURANCE NEEDS TO BE DONE MUCH EARLIER IN
THEIR CAREER TO ENSURE THAT EMPLOYEES WILL HAVE THE
FINANCIAL RESOURCES NECESSARY TO LIVE COMFORTABLY
DURING RETIREMENT
RETIREMENT:
• INVOLVES LEAVING A JOB & WORK ROLE & MAKING A
TRANSITION INTO A LIFE WITHOUT WORK
• THE AGING WORK FORCE & THE USE OF EARLY RETIREMENT
PROGRAMS TO SHRINK O WORK FORCES HAVE THREE
IMPLICATIONS:
o O MUST MEET THE NEEDS OF OLDER EMPLOYEES
o O MUST TAKE STEPS TO PREPARE EMPLOYEES FOR
RETIREMENT
o O MUST BE CAREFUL THAT EARLY RETIREMENT PROGRAMS
DO NOT UNFAIRLY DISCRIMINATE AGAINST OLDER
EMPLOYEES