OD INTERVENTION: HUMAN RESOURCES MANAGEMENT

Presented by: Patrick Joseph Dela Cruz Kareen Fernandez Alvie Guarino Dezza Mohammad John Carlos Wee (absent)

Outline of Presentation

Performance Management
Definition Model Contextual Factors Goal Setting Management by Objectives Performance Appraisal Rewards Systems

Outline of Presentation

Development and Assistance to Members

Career Planning Interventions Career Development Interventions Workforce Diversity Interventions Employee Stress and Wellness Interventions

OD Intervention on Human Resources Management

Intervention of the organizational development in human resources concerns two things:

1.

2.

Managing individual and group performance, and Managing development and assistance to organization members.

Performance Management

Performance Management
An integrated process of defining, assessing and reinforcing employee work behaviors and outcomes. Involves goal setting, performance appraisal and rewards systems that aligns member work behavior with business strategy, employee involvement, and workplace technology.

Model of Performance Management

Business Strategy

Reward Systems
Individual and Group Performance

Goal Setting

Employee Involvement

Performance Appraisal

Contextual Factors Affecting Performance Management

Business Strategy Workplace Technology Employee Involvement

Goal Setting
Describes the interaction between managers and employees in jointly defining member work behaviors and outcomes Specifies the kind ofs of performances that are desired. Involves managers and subordinates jointly establishing and clarifying employee goals.

Goal Setting Process

Establishing Challenging Goals

Goals are challenging but realistic Goals are set participatively

Clarifying Goal Measurement

Goals are specific and operationally defined Resources for goal achievement are negotiated

Application Stages Goal Setting

1.

2.
3. 4.

Diagnosis Preparation for Goal Setting Setting of Goals Review

Management by Objectives (MBO)

MBO attempts to align personal goals with business strategy through increased communications and shared perceptions between managers and subordinates Originated in two backgrounds

Organizational Developmental

Management by Objectives (MBO)

MBO programs may go beyond manager and subordinate roles to address individuals, work groups, and to reconcile conflicts.

Application Stages - MBO

1.

2.
3. 4. 5.

6.

Work group involvement Joint manager-subordinate goal setting Establishment of action plans for goals Establishment of criteria, or yardsticks, of success Review and recycle Maintenance of records

Effects of Goal Setting and MBO

Research studies shows that:

Goal setting have a great impact and is particularly an effective OD intervention. MBO may have positive results but less consistent than goal setting.

Performance Appraisal
A feedback system that involves the direct evaluation of individual or work group performance by a supervisor, manager or peers. Involves collecting and disseminating performance data to improve work outcomes.

Performance Appraisal Elements

Elements
Purpose Appraiser Role of Appraisee

Traditional
Organizational, legal Fragmented Supervisor or manager Passive recipient

High Involvement
Developmental Integrative Appraisee, co-

workers, and others Active participant

Subjective Objective and Measurement Concerned with validity subjective Period, fixed, Dynamic, timely,

Timing

administratively driven

employee- or workdriven

Application Stage Performance Appraisal System

1.

2.
3. 4. 5. 6.

Select the right people. Diagnose the current situation. Establish the systems purposes and objectives. Design the performance appraisal system. Experiment with implementation. Evaluate and monitor the system.

Effects of Performance Appraisal

Characteristics of Effective Performance Appraisal Systems:

Timely Accurate Accepted by the users Understood Focused on critical control points Economically feasible

Reward Systems
Support goal setting and feedback systems by rewarding the kinds of behaviors required to implement a particular work design or support a business strategy. Provide the reinforcers to ensure that desired outcomes are repeated.

Reward System Design Features

Person/job Based vs. Performance Based Internal Equity External Equity (Market Position) Hierarchy Centralization Rewards Mix Security Seniority

Value Expectancy Model

Posits that employees will expend effort to achieve performance goals that they believe will lead to outcomes that they value. The ability of rewards to motivate desired behavior depends on these factors:

Availability Timeliness Performance contingency Durability Visibility

Types of Rewards

Pay
Skill-based pay plans Performance-based pay systems link pay to performance Gain sharing involves paying bonuses based on improvements in the operating results

Promotions Benefits

Skill-Based Pay Systems

The most traditional reward system where characteristics of a particular job are determined, and pay is made comparable to what other organizations pay for jobs of similar kind.

Steps
1. 2.

3. 4. 5.

Establish the skills needed for effective operations Identify the optimal skill profile and number of employees needed with each skill Price each skill and skill set Develop rules to sequence and acquire skills Develop methods to measure member skill acquisition.

Benefits and Drawbacks of Skillbased Pay System

Benefits:
They contribute to organizational effectiveness. They can lead to durable employee satisfaction.

Drawbacks:
The tendency to top-out the expense. The lack of performance contingency.

Performance-Based Pay Systems

Reward system based on the performance of individual or group members. Tend to vary along three dimensions:

The organizational unit The manner of measuring performance Rewards for good performance

Salary Reward Performance-Based Plan Ratings

Individual Plan

Productivity Cost effectiveness Superiors rating 3 Productivity Cost effectiveness Superiors rating 2 Productivity Cost effectiveness

4 3 1 3 3 1 2 2

1 1 1 1 1 2 1 1

1 1 3 2 2 3 3 2

4 4

Group

4 4

Organizationwide

4 4

Stock/Bonus Reward PerformanceBased Plan Ratings

Individual Plan

Productivity Cost effectiveness Superiors rating 4 Productivity Cost effectiveness Superiors rating 3 Productivity Cost effectiveness Profit

5 4 2 4 3 1 3 3 2

3 2 1 1 1 3 1 1 1

1 1 2 3 3 3 3 3 3

2 2

Group

3 3

Organizationwide

4 4 3

Gain-Sharing Systems

Involves paying employees a bonus based on improvement in the operating results of an organization. Design elements:

Process of design Organizational unit covered Bonus formula Sharing process Frequency of bonus Change management The participative system

Gain-Sharing Plans
Major gain-sharing plans most often used:
The Scanlon plan The Rucker plan Improshare

Promotion Systems

Most decisions about promotions and job movements are made in a top-down, closed manner

Development and Assistance to Organization Members

Career Planning and Development Interventions

Career Planning - is concerned with individuals choosing occupations, organizations, and positions at each stage of their careers Career Development - involves helping employees attain career objectives.

Career Stages
Establishment Stage (ages 21-26) Advancement Stage (ages 26-40) Maintenance Stage (ages 40-60) Withdrawal Stage (age 60 and above)

Career Planning

Involves setting individual career objectives. Highly personalized and generally includes:

Assessing ones interests, capabilities, values and goals; Assessing alternative careers; Making decisions that may affect the current job; and Planning how to progress in the desired direction

Career Stages and Career Planning Issues

Establishment What are alternative occupations, firms, and jobs? What are my interests and capabilities? How do I get the work accomplished? Am I performing as expected?

Advancement Am I advancing as expected? What long-term options are available? How do I become more effective and efficient?
Maintenance Withdrawal How do I help others? Should I reassess and redirect my career? What are my interests outside of work? Will I be financially secure? What retirement options are available to me?

Career Planning Programs Resources

Communication about career opportunities and available resources Workshops Career counseling Self-development materials Assessment programs

Career and Human Resources Planning

Individual Career Planning
Personal objectives and life plans

Human Resources Planning

Business objectives and plans

Occupational and organizational choice

Ways to attract and orient new talent

Job assignment choice

Methods for matching individuals and jobs

Development planning and review

Ways to help people perform and develop Ways to prepare for satisfying retirement

Retirement

Career Development Interventions

INTERVENTIONS CAREER STAGE PURPOSE INTENDED OUTCOMES

ROLE AND STRUCTURE INTERVENTIONS Realistic job Establishment preview Maintenance Advancement To provide members with an accurate expectation of work requirements
Reduce

turnover Reduce training costs Increase commitment

Career Development Interventions

INTERVENTIONS CAREER STAGE PURPOSE INTENDED OUTCOMES

ROLE AND STRUCTURE INTERVENTIONS Job rotation Establishment and Advancement challenging Maintenance assignments To provide members interesting work assignments leading to career objective
Reduce

turnover Build organizational knowledge Increase job satisfaction Maintain member motivation

Career Development Interventions

INTERVENTIONS
Consultative roles

CAREER STAGE

PURPOSE

INTENDED OUTCOMES

ROLE AND STRUCTURE INTERVENTIONS Maintenance Withdrawal To help members fill productive roles later in their careers
Increase

problemsolving capacity Increase job satisfaction

Career Development Interventions

INTERVENTIONS
Phased retirement

CAREER STAGE

PURPOSE

INTENDED OUTCOMES

ROLE AND STRUCTURE INTERVENTIONS Withdrawal To assist members in moving into retirement
Increase

job satisfaction Lower stress during transition

Career Development Interventions

INTERVENTIONS
Assessment centers

CAREER STAGE

PURPOSE

INTENDED OUTCOMES

INDIVIDUAL EMPLOYEE DEVELOPMENT Establishment Advancement Maintenance Withdrawal To select and develop members for managerial and technical jobs
Increase

person-job fit Identify highpotentil candidates

Career Development Interventions

INTERVENTIONS
Mentoring

CAREER STAGE

PURPOSE

INTENDED OUTCOMES

INDIVIDUAL EMPLOYEE DEVELOPMENT Establishment Advancement Maintenance To link a lessexperienced member with a moreexperienced member for member development
Increase

job satisfaction Increase member motivation Increase diversity in upper management and leadership

Career Development Interventions

INTERVENTIONS
Developmental training

CAREER STAGE

PURPOSE

INTENDED OUTCOMES

INDIVIDUAL EMPLOYEE DEVELOPMENT Establishment Advancement Maintenance Withdrawal To provide Increase education and organizational training capacity opportunities that help members achieve career goals

Career Development Interventions

INTERVENTIONS CAREER STAGE PURPOSE INTENDED OUTCOMES

PERFORMANCE FEEDBACK & COACHING Establishment Advancement Maintenance Withdrawal To provide members with knowledge about their career progress and work effectiveness
Increase

productivity Increase job satisfaction Monitor human resources development

Career Development Interventions

INTERVENTIONS CAREER STAGE PURPOSE INTENDED OUTCOMES

WORK LIFE BALANCE Establishment Advancement Maintenance Withdrawal To help members balance work and personal goals
Improve

quality of life Increase productivity & morale Increase orgabizational commitment Decrease absenteeism

Workforce Diversity Intervention

Workforce Diversity - more than just a euphemism for cultural or racial differences. - results from people who bring different resources and perspectives to the workplace and who have distinctive needs, preferences, expectations and lifestyles.

Framework for Managing Diversity

External Pressures For & Against Diversity Managements Perspectives & Priorities

Strategic Responses

Implementation

Internal Pressures For & Against Diversity

Workforce Differences
Age Gender Disability Culture and Values Sexual Orientation

Workforce Diversity Dimensions and Interventions

AGE
TRENDS
Median

IMPLICATIONS AND NEED

Health

INTERVENTIONS
Wellness

age up Distribution of ages changing

care Mobility Security

program Job design Career planning and development Reward systems

Workforce Diversity Dimensions and Interventions

GENDER
TRENDS
Percentage

IMPLICATIONS AND NEED

INTERVENTIONS
Job

of

Child

women increasing Dual-income families

care Maternity/ paternity leave Single parents

design Fringe benefit rewards

Workforce Diversity Dimensions and Interventions

DISABILITY
TRENDS
The

IMPLICATIONS AND NEED

INTERVENTIONS
Performance

number of Job challenge people with Job skills disabilities Physical space entering the Respect and workforce is dignity increasing

management Job design Career planning and development

Workforce Diversity Dimensions and Interventions

CULTURE AND VALUES
TRENDS
Rising

IMPLICATIONS AND NEED

Flexible

INTERVENTIONS
Career

proportion of immigrant and minority-group workers Shift in rewards

organizational policies Autonomy Affirmation Respect

planning and development Employee involvement Reward systems

Workforce Diversity Dimensions and Interventions

SEXUAL ORIENTATION
TRENDS
Number

IMPLICATIONS AND NEED

Discrimination

INTERVENTIONS
Equal

of single-sex households up More liberal attitudes toward sexual orientation

employment opportunities Fringe benefits Education and training

Employee Stress and Wellness Interventions

Stress

Refers to the reaction of people to their environment (change/adjustment of behavior) brought about by physical and psychological responses to environmental conditions.

Employee Stress and Wellness Interventions

Individual

well-being/wellness

Comprises the various life/non-work satisfactions enjoyed by individuals, wok/job-related satisfactions, and general health.

Major types of Wellness Interventions

Work Leaves Stress Management Programs

A Model for Stress and Work

Occupational Stressors
Physical Environment

Stress

Individual: role conflict and ambiguity, lack of control

Group: poor peer, subordinate or boss, relationships Organizational: poor design, HR policies, politics

How the individual perceives the occupational stressors

Consequences

Subjective:

anxiety, apathy
Behavioral: drug and alcohol abuse Cognitive: poor focus, burnout Physiological: high blood pressure and pulse Organizational: low productivity, absenteeism, legal action

Individual Differences
Cognitive/Affective:
Type A or B, hardiness, social support, negative affectivity

Biologic/ Demographic:

Age, gender, occupation, race

Diagnosis and Awareness of Stress and Its Causes

Methods of Diagnosing Stress:
Charting Stressors Health Profiling

Stress and Wellness Workplace Interventions

Role Clarification

A systematic process for determining expectations and understanding work roles

Establish trust and positive relationships Programs to help employees acquire skills and knowledge to cope positively with stressors

Supportive relationships

Stress inoculation training

Health facilities Employee Assistance Programs

THANK YOU VERY MUCH

for listening!!!