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By:Dr. Kusumawijaya
10/1/13
Management Essentials
Management involves setting goals and allocating scarce resources to achieve them. Management is the process of efficiently achieving the objectives of the organization with and through people.
Management Essentials
establishing goals Organizing determining what activities need to be done Leading assuring the right people are on the job and motivated Controlling monitoring activities to be sure goals are met
The role of human resource managers has changed. HRM jobs today require a new level of sophistication.
Employment
legislation has placed new requirements on employers. Jobs have become more technical and skilled. Traditional job boundaries have become blurred with the advent of such things as project teams and telecommuting. Global competition has increased demands for productivity.
strategic business partner and represent employees. forward-thinking, support the business strategy, and assist the organization in maintaining competitive advantage. concerned with the total cost of its function and for determining value added to the organization.
Colleges
force diversity Changing skill requirements Continuous improvement Work process engineering Decentralized work sites Teams Employee involvement Ethics
Governmental Legislation
Laws
Labor Unions
Act
on behalf of their members by negotiating contracts with management Exist to assist workers Constrain managers Affect non unionized workforce
Management Thought
Management
principles, such as those from scientific management or based on the Hawthorne studies influence the practice of HRM. recently, continuous improvement programs have had a significant influence on HRM activities.
More
Employment planning
ensures
Job analysis
determining
the specific skills, knowledge and abilities needed to be successful in a particular job defining the essential functions of the job
Recruitment
the
process of attracting a pool of qualified applicants that is representative of all groups in the labor market
Selection
the
process of assessing who will be successful on the job, and the communication of information to assist job candidates in their decision to accept an offer
Activities in HRM concerned with assisting employees to develop up-todate skills, knowledge, and abilities Orientation and socialization help employees to adapt Four phases of training and development
Employee
Activities in HRM concerned with helping employees exert at high energy levels. Implications are:
Individual Managerial Organizational
Respect
design Setting performance standards Establishing effective compensation and benefits programs Understanding motivational theories
of Needs Maslow Theory X Theory Y McGregor Motivation Hygiene Herzberg Achievement, Affiliation, and Power Motives McClelland Equity Theory Adams Expectancy Theory - Vroom
Activities in HRM concerned with maintaining employees commitment and loyalty to the organization.
Health Safety Communications Employee
assistance programs
Effective communications programs provide for 2way communication to ensure that employees are well informed and that their voices are heard.
Four Functions:
Employment Training
freedom
from many government regulations an absence of bureaucracy an opportunity to share in the success of the business
HRM must:
Make
sure employees know about corporate ethics policies Train employees and supervisors on how to act ethically
Introduction
has the right number and kinds of people at the right place at the right time capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives.
Introduction
Linked to the organizations overall strategy and planning to compete domestically and globally. Overall plans and objectives must be translated into the number and types of workers needed. Senior HRM staff need to lead top management in planning for HRM issues.
An Organizational Framework
Ensures that people are available to meet the requirements set during strategic planning. Assessing current human resources A human resources inventory report summarizes information on current workers and their skills. Human Resource Information Systems HRIS are increasingly popular computerized databases that contain important information about employees.
planning
middle-to-upper level management positions that may become vacant in the near future information about individuals who might qualify to fill the positions
human resource inventory can be developed to project year-by-year estimates of future HRM needs for every significant job level and type. Forecasts must be made of the need for specific knowledge, skills and abilities.
contingent
transfers-in individuals
Predicting
quits illnesses
into a community recent graduates individuals returning from military service increases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-time
Matching Labor Demand and Supply Employment planning compares forecasts for demand and supply of workers. Special attention should be paid to current and future shortages and overstaffing. Recruitment or downsizing may be used to reduce supply and balance demand. Rightsizing involves linking staffing levels to organizational goals.
Job Analysis
Job Analysis is a systematic exploration of the activities within a job. It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed.
Job Analysis
method job analyst watches employees directly or reviews film of workers on the job. Individual interview method a team of job incumbents is selected and extensively interviewed. Group interview method a number of job incumbents are interviewed simultaneously.
Job Analysis
questionnaire method workers complete a specifically designed questionnaire. Technical conference method uses supervisors with an extensive knowledge of the job. Diary method job incumbents record their daily activities.
The best results are usually achieved with some combination of methods.
Job Analysis
Process:
Information
from observations and interviews is used to classify jobs by their involvement with data, people and things. on thousands of titles available on O*Net OnLine which is the Department of Labors replacement for the Dictionary of Occupational Titles.
Information
Job Analysis
are rated on 194 elements, grouped in six major divisions and 28 sections. The elements represent requirements that are applicable to all types of jobs. This type of quantitative questionnaire allows many different jobs to be compared with each other, however, it appears to be more applicable to higher-level professional jobs.
Job Analysis
Job Descriptions
Written
statement of what jobholder does, how it is done, under what conditions and why. Common format: title; duties; distinguishing characteristics; environmental conditions; authority and responsibilities. Used to describe the job to applicants, to guide new employees, and to evaluate employees.
Job Analysis
Job Specifications
States
minimum acceptable qualifications. Used to select employees who have the essential qualifications.
Job Analysis
Job Evaluations
Specify
relative value of each job in the organization. Used to design equitable compensation program.
Job Analysis
all HRM activities are tied to job analysis. Job analysis is the starting point for sound HRM.
Job Analysis
quality initiatives, telecommuting, and teams require adjustments to the components of a job. Todays jobs often require not only technical skills but interpersonal skills and communication skills as well.
Introduction
Recruiting
Once
an organization identifies its human resource needs through employment planning, it can begin the process of recruiting potential candidates for actual or anticipated organizational vacancies.
Introduction
Recruiting brings together those with jobs to fill and those seeking jobs.
Recruiting Goals
To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying.
Recruiting Goals
size Employment conditions in the area Working conditions, salary and benefits offered Organizational growth or decline
Recruiting Goals
Host-country nationals (HCNs) are targeted as recruits when companies want each foreign subsidiary to have its own distinct national identity. HCNs minimize potential problems with language, family adjustment and hostile political environments.
Recruiting Sources
Sources should match the position to be filled. Sources:
Internal
Searches Alternatives
Recruiting Sources
The internal search Organizations that promote from within identify current employees for job openings:
by
having individuals bid for jobs by using their HR management system by utilizing employee referrals
Recruiting Sources
The internal search Advantages of promoting from within include
morale
building encouragement of ambitious employees availability of information on existing employee performance cost-savings internal candidates knowledge of the organization
Recruiting Sources
The internal search Disadvantages include:
possible
Recruiting Sources
Employee referrals/recommendations Current employees can be asked to recommend recruits. Advantages include:
the
employees motivation to make a good recommendation the availability of accurate job information for the recruit Employee referrals tend to be more acceptable applicants, to be more likely to accept an offer and to have a higher survival rate.
Recruiting Sources
Employee referrals/recommendations Disadvantages include:
the
Recruiting Sources
External searches Advertisements: Must decide type and location of ad, depending on job; decide whether to focus on job (job description) or on applicant (job specification). Two factors influence the response rate:
identification
Recruiting Sources
External searches Employment agencies:
Public
or state employment services focus on helping unemployed individuals with lower skill levels to find jobs. Private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber.
Recruiting Sources
External searches Schools, colleges, and universities:
May
provide entry-level or experienced workers through their placement services. May also help companies establish cooperative education assignments and internships.
Recruiting Sources
Recruitment alternatives Temporary help services.
Temporary
employees help organizations meet shortterm fluctuations in HRM needs. Older workers can also provide high quality temporary help.
Employee leasing.
Trained
workers are employed by a leasing company, which provides them to employers when needed for a flat fee. Typically remain with an organization for longer periods of time.
Questions???
Selection
By: Dr Kusumawijaya
Selection the process by which an organization chooses from a list of applicants the person or persons who best meet the selection criteria for the position available, considering current environmental conditions
Organization characteristics that can influence the selection process: Size Complexity Technological ability
Selection Criteria
Formal Education
Physical Characteristics
It is not sufficient for a selection tool to be reliable The selection tool must also be valid
2. Employment Interview
3. Employment Tests
5. Selection Decision
6. Physical Examination
screening of inquiries and screening interviews. Job description information is shared along with a salary range.
are observed not only for what they say, but how they behave. Role playing is often used.
Stress Interviews.
present unfavorable as well as favorable information about the job to applicants. May include brochures, films, tours, work sampling, or verbal statements that realistically portray the job. RJPs reduce turnover without lowering acceptance rates.
simulation tests: requires the applicant to engage in specific job behaviors necessary for doing the job successfully. Work sampling: Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills.
centers: A series of tests and exercises, including individual and group simulation tests, is used to assess managerial potential or other complex sets of skills. Testing in a global arena: Selection practices must be adapted to cultures and regulations of host country.
employers previous job performance education legal status to work credit references criminal records
Summary
Putting more money into selection can significantly reduce the amount of money it must spend on training
Questions????
Agenda
The Socialization Process. Employee Orientation. Employee Training Employee Development. Organization Development. Evaluation of Training Program.
Introduction
Socialization, training and development are all used to help new employees adapt to their new organizations and become fully productive. Ideally, employees will understand and accept the behaviors desired by the organization, and will be able to attain their own goals by exhibiting these behaviors.
Socialization
A
process of adaptation to a new work role. Adjustments must be made whenever individuals change jobs The most profound adjustment occurs when an individual first enters an organization.
strongly influences employee performance and organizational stability Provides information on how to do the job and ensuring organizational fit. New members suffer from anxiety, which motivates them to learn the values and norms of the organization.
is influenced by subtle and less subtle statements and behaviors exhibited by colleagues, management, employees, clients and others. Individuals adjust to new situations in remarkably similar ways. All new employees go through a settlingin period.
stage: Individuals arrive with a set of values, attitudes and expectations which they have developed from previous experience and the selection process.
stage: Individuals discover how well their expectations match realities within the organization. Where differences exist, socialization occurs to imbue the employee with the organizations standards.
stage: Individuals have adapted to the organization, feel accepted and know what is expected of them.
2. New-Employee Orientation
Purpose
Orientation may be done by the supervisor, the HRM staff or some combination. Formal or informal, depending on the size of the organization. Covers such things as:
The
organizations objectives History Philosophy Procedures Rules HRM policies and benefits Fellow employees
2. New-Employee Orientation
includes long-standing, often unwritten rules about what is appropriate behavior. Socialized employees know how things are done, what matters, and which behaviors and perspectives are acceptable.
2. New-Employee Orientation
Roles
The CEOs Role in Orientation Senior management are often visible during the new employee orientation process. CEOs can:
Welcome employees. Provide a vision for the company. Introduce company culture -- what matters. Convey that the company cares about employees. Allay some new employee anxieties and help them to feel good about their job choice.
2. New-Employee Orientation
HRMs Role in Orientation Coordinating Role: HRM instructs new employees when and where to report; provides information about benefits choices. Participant Role: HRM offers its assistance for future employee needs (career guidance, training, etc.).
3. Employee Training
Definitions
training a learning experience designed to achieve a relatively permanent change in an individual that will improve the ability to perform on the job. development future-oriented training, focusing on the personal growth of the employee.
Employee Employee
3. Employee Training
Determining Training Needs
5.Employee Development
This future-oriented set of activities is predominantly an educational process. All employees, regardless of level, can benefit from the methods previously used to develop managerial personnel.
5.Employee Development
Employee development methods
Job
rotation involves moving employees to various positions in the organization to expand their skills, knowledge and abilities. Assistant-to positions allow employees with potential to work under and be coached by successful managers.
decision-making learning
Lecture
courses and seminars benefit from todays technology and are often offered in a distance learning format.
include case studies, decision games and role plays and are intended to improve decisionmaking. Outdoor training typically involves challenges which teach trainees the importance of teamwork.
7. Organization Development
What is change? OD efforts support changes that are usually made in four areas:
The
7. Organization Development
calm waters metaphor describes unfreezing the status quo, change to a new state, and refreezing to ensure that the change is permanent. The white-water rapids metaphor recognizes todays business environment which is less stable and not as predictable.
opinions or reactions are not necessarily valid measures Influenced by things like difficulty, entertainment value or personality of the instructor.
Performance Evaluation
decisions about who should evaluate performance what format should be used how the results should be utilized
Feedback
- let employees know how well they have done and allow for employee input. Development identify areas in which employees have deficiencies or weaknesses.
Focus
on the individual: Discussions of performance may elicit strong emotions and may generate conflicts when subordinates and supervisors do not agree.
Focus
on the process: Company policies and procedures may present barriers to a properly functioning appraisal process. Additionally, appraisers may be poorly trained.
Step 1 and 2
Step 3 and 4
Step 5 and 6
Discussion of appraisal with employee. Identification of corrective action where necessary.
Basic
Appraisal Methods
Three approaches: Absolute standards Relative standards Objectives
1. Absolute Standards
Evaluating absolute standards: An employees performance is measured against established standards. Evaluation is independent of any other employee.
1. Absolute Standards
Essay
Appraisal: Appraiser writes narrative describing employee performance & suggestions. Critical Incident Appraisal: Based on key behavior incident illustrating effective or ineffective job performance.
1. Absolute Standards
Checklist
Appraisal: Appraiser checks off behaviors that apply to the employee. Adjective Rating Scale Appraisal: Appraiser rates employee on a number of jobrelated factors.
1. Absolute Standards
Forced-Choice
Appraisal: Appraisers choose from sets of statements which appear to be equally favorable, the statement which best describes the employee.
1. Absolute Standards
Behaviorally Anchored Rating Scales (BARS): Appraiser rates employee on factors which are defined by behavioral descriptions illustrating various dimensions along each rating scale.
2. Relative Method
Employees are evaluated by comparing their performance to the performance of other employees.
2. Relative Method
Group Order Ranking: Employees are placed in a classification reflecting their relative performance, such as top one-fifth.
2. Relative Method
Individual
other.
Final
mutual objective setting and evaluation based on the attainment of the specific objectives
specificity
participative an
performance
Effectively
Objectives of compensation
Efficiency
Quality Performance Cost
Fairness Compliance
Non-financial rewards emphasize making life on the job more attractive; employees vary greatly on what types they find desirable.
Introduction
ranking of jobs Labor market conditions Collective bargaining Individual skill differences
are placed in classification grades Compare their descriptions to the classification description and benchmarked jobs Look for a common denominator such as skills, knowledge, or responsibility
are rated and allocated points on several identifiable criteria, using clearly defined rating scales. Jobs with similar point totals are placed in similar pay grades. Offers the greatest stability.
to gather factual data on pay rates for other organizations Information is often collected on associated employee benefits as well
Any Questions