HR Exam PDF

Lecture 1 HRM = HRE + HRD HRE (human resource economy) - optimal use of the abilities of each employee HRE consists of creating: optional conditions for work organisation and work systems; effective reward system; company's incentive (motivational) programme HRD (human resource...

Lecture 1 HRM = HRE + HRD HRE (human resource economy) - optimal use of the abilities of each employee HRE consists of creating: optional conditions for work organisation and work systems; effective reward system; company's incentive (motivational) programme HRD (human resource development) - optimal conditions for the professional development of each employee HRD consists of: forecasting and planning of personnel needs; search, selection, recruitment, adaptation and deployment of staff; professional development and career-shaping; creation of working conditions, ergonomics, occupational safety; creation of conditions for the development of workers' lifestyles; cultivation of working relationships; development of relations with the public. The goal of HRM (Human Resource Management): achieving a certain level of labor productivity one that will be at a competitive level costs of HRM / staff performance Importance of HRM: increase in labor productivity  increasing the motivation of workers reduction of overtime expenses reducing absenteeism reduction of workers' lost time reducing employee turnover reducing waste Development of views on HRM: 1. Administrative (technocratic) concept (until the early 1960s but still operates in many contemporary enterprises today) − Man is seen as one of the factors of production; − HR work - a service primarily providing administrative procedures related to the employment of people, the acquisition, storage and updating of documents and information relating to employees and their activities, and the provision of this information to management; − Personnel work has a passive role in the management of the company, focusing on ensuring the necessary number of and qualification structure of the workforce and ensuring the working conditions determined by legal regulations; − Personnel management is part of operational management. 2. Social-liberal (socially-oriented) concept (since the second half of the 1960s); − People are seen as one of the factors of production, but socially determined - an essential function for ensuring the prosperity and success of the company is its well selected, formed, organised and motivated work collective; − Recognition of the active role of personnel work - in addition to administration, it is also responsible for the protection and development  of the person in the process of work, resolving the contradictions between individual interests and needs and the demands placed on them as a workforce; − HR work has become professionalised and a matter for specialists − HR work is oriented almost exclusively towards in-house employment problems and workforce management. − HR work is part of operational management 3. Managerial concept (HRM, anthropocentric concept) (since the beginning of the 1980s) − The term "human resources" is used to emphasise the increasing scarcity of this factor of production and the need to give it unique, if not privileged, attention in management compared with capital and material resources; − HRM is part of the strategic management of the enterprise - the human resources strategy supports the implementation of the enterprise strategy and helps to define it; − The HRM manager is responsible for the level of performance of the staff − His/her goal is the competitiveness of the company in the performance of the staff − The HR director is a member of the closer management of the company; − Orientation towards external factors in the formation and functioning of the company's workforce, particularly interest in population development, the labour market, people's value orientations, their social development and way of life, settlement and environment, legislation − HR work ceases to be a matter for HR managers alone, but becomes an integral part of every manager's day-to-day work - the most effective approach to HR management is assumed to be based on close interaction between the line manager and the HR department, which is responsible for HR;  − Orientation towards participative management and employee ownership of the organisation - the person ceases to be an object of manipulation and becomes a subject of cooperation; employees are seen as an asset of the organisation or as human capital to be invested in by providing them with training and development opportunities; − Orientation towards the quality of working life and employee satisfaction (personal and social development); great importance is attached to a strong organisational culture; − Creating a good employer reputation for the organisation; − Emphasis on performance orientation, ensuring quality for customers and achieving customer satisfaction. 4. Intellectual capital management − Employees - a source of future value because they can create innovations that differentiate an organisation's products and services from competitors and make it unique; − Investment in intangible assets - research, development, education − Mainly where HR work is concerned in the broadest sense with staff selection and training, there are very close relations with knowledge management. 3 HRM tools: Work organisation - people must know what to do and be able to do it Skills development - people must know how to do what they are supposed to do Motivation - people must want to do what they are supposed to do HR practices - administrative activities resulting from labour legislation and conceptual, methodological and analytical activities, followed by a consultancy to managers and employees. Work Organisation  − Deployment of Workers Motivation/Stimulation − Remuneration − Social programme − Performance evaluation − Career management HR information system Planning and forecasting − Labour market survey − Job analysis Creating working conditions − Ergonomics − Work safety Provision of staff Training and skills development Cultivating working relationships − Organisational ethics − Organisational culture Subjects performing personnel management in the company Personnel manager and his/her staff - is responsible for the substantive, organisational and methodological support of all personnel and social processes. His functions: − conceptual - updating of personnel and social policy; − planning - elaboration of the company's HR and social development plan; − management and coordination - setting guidelines, priorities and tasks and coordinating their implementation;  − methodological - drawing up guidelines and methodological recommendations; − information - the creation of an information system; − advisory - both to managers with people management and to employees in solving problems; − research and expert - finding out information about the opinions and attitudes of workers and their job satisfaction. Managers at all levels of management - responsible for directly influencing the consciousness, behaviour and actions of workers - participation in: − recruiting and selecting workers, − orientation of workers, − evaluation of workers and their performance, − compensation, promotion and dismissal decisions, − development and training of workers, − creating and cultivating working relationships. A personnel department may be: directly subordinate to the Chief Executive Officer of the company and constituting his staff unit, at the same management level as other functional units (finance, sales, production) part of the staff structure of one of the executive directors (finance director, commercial director) Personnel policy - written and unwritten expression of the organisation's values and principles of how people should be treated. based on the values and philosophy of the organisation, providing guidance for the implementation of the strategy and for the execution of individual HR activities; defines the main objectives and procedures for HR actions;  elaborated into sub-areas such as search, recruitment and hiring policies, training policy, remuneration policy, career management policy. Areas that may be included in the HR policy: employment of workers equity, remuneration, equal opportunities employment relations training and development health and safety at work respect, smoking, harassment new techniques and technologies quality of working life working conditions HR departments must be able to provide advice and services at the level required by the organisation, so the HR department is organised according to the level of support and services required and the range of activities it needs to provide. One of the essential institutions dealing with labour relations in the Czech Republic is the Ministry of Labour and Social Affairs of the Czech Republic Lecture 2 Work organization - the division of the work process into a series of tasks assigned to an individual or group, addressing the workflow, determining the required work output through work consumption standards, determining the work schedule, and providing an appropriate work environment. Aim - to achieve good efficiency of the work system - high work output, good quality of output, low costs, short lead times and high flexibility in terms of rapid response to current market demands, and also to ensure favourable working conditions for the person. It is about the optimal organization of the work process in space, time and under conditions of maximum work productivity: minimum time consumption, minimum consumption of materials, minimum consumption of financial resources, minimum personal dissatisfaction. A work operation -as continuous work performed by one worker or a group of workers on a particular work item or group of items at one workplace. May be technological, handling, inspection, or the work item is stored or archived. May have a time dimension of several seconds or even hours, and its specific definition depends on the degree of division of labour. The operations assigned to individual workers or workgroups represent their work tasks. The workflow - the interaction of workers, equipment, work items, energy and information - solves the problem of when, where, who, with what, what and how will do what; a sequence of work operations. A work system is a system consisting of a person(s) and work equipment whose interaction in a work process accomplishes a specific work task in a given work environment. By grouping work operations, we create jobs and organisational units that are again interconnected by cooperative relationships. A job position consists of a set of related tasks that are performed by a particular person. It is the smallest unit in the organisational structure occupied by a single worker. It is defined by the totality of work tasks, responsibilities, relationships, the required qualifications needed to perform the job and the conditions under which the work occurs. The creation of jobs is part of technological and organisational design. HR specialists assess the job's requirements for its future holder, the suitability of working conditions, respect for health and safety regulations and possible problems in filling the job. Designing the content of the job (determining with what purpose and how the job is to be performed), is one of the most important tasks of HRM, influencing recruitment and selection, appraisal, remuneration, training and development, and occupational health and safety. The basis of job design is the determination of the purpose of the job position - the purpose for which the job is to be performed. And after the issues can be determined: its key tasks (activities), their required professional and quality standards (how the work is to be performed), the necessary competencies. The degree of job and employee specialisation is influenced by the characteristics of the company/organisation (size, technical level, stability of the production programme and supplier-customer relations, organisational structure and objectives), and by the characteristics of the employees (their knowledge, skills, abilities, needs, willingness to accept changes) Approaches to job creation: Mechanistic: − work divided into small, simple and standardized tasks, − just a little training − narrow specialization of jobs, − repeated execution by one person.  − where there is high repetition of less skilled work, labour and stable conditions. Motivational - to make work satisfying for a person. The tasks are: − Complex − Diverse − Significant − Autonomy − Feedback − Social interaction Motivational approaches to job creation: Job enrichment (job loading) − grouping tasks and completing them. It is about extending the time of the work cycle and increasing the level of the assigned tasks. − vertical integration of job tasks. − The emphasis is on the integrity of job tasks, increasing their importance within the whole work system and increasing the autonomy of the employee both in terms of content and time; the employee also gets more information about the results of his own work. The advantage is that the worker's flexibility and autonomy are increased, and his/her applicability is increased, creating room for the worker to make decisions. − Delegation of work responsibilities and powers to lower levels of management (from foreman to spokesperson or team coordinator). For example, management of team meetings, coordination of team holidays, presenting of team results to the customer, more complex planning of one's own work, negotiations with customers, independent process improvement.  Job enlargement − horizontal integration of work tasks. − adding new tasks within a job to increase the cycle time (the time that elapses between 2 identical tasks) - combining jobs with the same or slightly different workload. The worker's sense of responsibility for the work performed and the variety of work is increased. It also increases the range of required work skills applied in the performance of the job. Expanding the "action radius" of teams so that they become as little dependent as possible on their surroundings and so-called specialists. It is a gradual expansion of working capacity. For example, managing social sites for another customer, changing, adjusting and sharpening tools, cleaning and lubricating machines, minor repairs of machines, checking the first piece. Job rotation- the temporary transfer of a worker to other operations or jobs. − A rule for job rotation (timing of activities) must be established. − Rotation can be short-term (during a work shift or week) or long-term (a cycle of several months). − Short-term is used in workplaces with a high degree of work monotony and one-sided workload, endangering people's health. − Long-term is suitable for large organisations with an extensive network of branches. Job sharing (twin job) -an arrangement where 2 (or more) workers share a full-time job. − They divide the work task and organise the working hours themselves. − The workplace must not remain unoccupied. − They share wages and employee benefits according to the number of hours worked. − The job-sharing team has a joint responsibility. − It is most often used in service and administration or small businesses.  Group work (and team work)- the principle of integration of functions and tasks (grouping of preparatory, planning, executive and control activities), based on the recognition that the best results are achieved when workers are linked by working on a common task and can influence each other in their work − The group has relative autonomy - it controls its own work and carries out the necessary regulatory measures − Cooperation - exchange of members and cooperation of group members in the performance of the task. − A special form of a workgroup is a teamwork. Profesiogram – Job description -a standard description of the individual characteristics of given work activity, answering the questions: what does one do, how does one do it, why and under what conditions. Profesiogram is used for: planning changes in the professional and qualification structure of the company's employees; determining the content of the training and qualification development programme for the company's employees; planning personal qualification growth of personnel reserves and determining their career path; establishing criteria for selecting employees for specific jobs; setting criteria for work evaluation (performance evaluation) of employees and subsequent work appreciation (remuneration); comparing the difficulty, complexity and responsibility of different professions and functions; a precise definition of competencies, responsibilities, duties and definition of organisational relationships; rationalisation of work and optimisation of working conditions. Job description structure: Job title (function) Department (unit) Occupation Grade Direct supervisor (job title, function) Subordinate (job title, function) A planned number of employees in the position Type and scope of work tasks: − Tasks carried out according to a defined workflow − Tasks carried out according to own concept − Management-related tasks − Cooperation with other organisations Independent decision-making on matters Responsibility for Workplace equipment Qualification requirements: − Education: − Experience − Other requirements Organisation of work: − Working arrangements − Control and evaluation of work  Work environment: − Spatial conditions − Lighting − Microclimate − Noise − Other influences Occupational hazards Working mode -determines the distribution of working days in the week, the length and cycles of rotation of work shifts and the temporal location of work shifts. It must respect applicable legislation, operational requirements and the interests of employees. The length of a shift may not exceed 12 hours. The maximum weekly working time in the Czech Republic is 40 hours per week. Working hours are generally spread over a five-day working week. For employees with a three-shift and non-stop working regime, 37.5 hours per week. For employees with a two-shift working regime, 38.75 hours per week. For an employee under the age of 18, the length of a shift may not exceed 8 hours. The employee is obliged to be at his workplace at the beginning of the shift and to leave it only after the end of the shift. its specific form depends on whether it is a continuous or non-continuous operation with an even or uneven distribution of working time.  Interrupted operations have a single-shift, two-shift or three-shift mode. A single-shift operation may start and end at any hour of the day. In a two-shift system, workers rotate between two shifts, usually morning and afternoon, and in a three-shift system, three shifts within 24 consecutive hours. The rotation usually occurs after a week. The continuous operation takes place 24 hours a day on 7 days of the week throughout the whole year. There are usually four workers (work crews) per workplace, who are also represented by a reliever (springer) who serves several workplaces. The distribution of working time is usually uneven. Shift changes can be made in the form of: Rotating shifts - the days off are always followed by the night shift, and the morning, afternoon and night shifts alternate between the days off. A combination of a two-day and three-day cycle is usually used. Interleaved shifts - the days off are always after a series of days with a morning, afternoon or night shift. − Between the end of one shift and the beginning of the next shift, the employee must have a continuous rest period of at least 12 hours. − During 7 consecutive calendar days, the employee must have a continuous rest period of at least 35 hours. Night Work-work done between 10 pm and 6 am. The length of a shift of an employee working at night may not exceed 8 hours within 24 consecutive hours. If this is not possible for operational reasons, the employer is obliged to schedule the specified weekly working hours so that the average shift length does not exceed 8 hours in a period of no more than 26 consecutive weeks.  When calculating the average shift length of an employee working at night, it is based on a five-day working week (three 12-hour shifts per week with a budget of up to 5 days) The employee must have a special medical examination at least once a year. Various measures should compensate for the disadvantages of night and shift work: − the use of appropriate shift patterns (rotating shifts with short shift cycles), − shortening working hours, − improving the quality of services provided to workers, − wage advantages (night work premium) - for night work, the employee is entitled to the wage earned and a premium of at least 10 % of average earnings, unless otherwise agreed. Night shifts are unsuitable for people with certain medical conditions, workers with unsuitable housing conditions, commuters, women with young children and workers over 50 years of age. the obligation to comply with the request of a pregnant employee or an employee-mother until the end of the ninth month after giving birth and an employee who is breast-feeding, to be included in day work, the prohibition or strict restriction of night work for minors (under 18 years) Overtime work-work performed by an employee at the command of the employer or with his consent over the specified weekly working hours. The employee is entitled to an additional payment for overtime work in the amount of at least 25% of the average salary or compensatory time off for the duration of the overtime work.  An employer may order an employee to work overtime for serious operational reasons only. The overtime ordered shall not exceed 8 hours per week and 150 hours per calendar year. The employer may require overtime above this limit only by agreement with the employee. The total amount of overtime work shall not be more than 8 hours per week on average over a period that may not exceed 26 consecutive weeks. The number of maximum overtime hours in a compensatory period shall not include overtime for which compensatory time off has been granted. Work on call: The employer may require the employee to work on-call only if he/she agrees. The employee shall be entitled the payment for the period of on-call duty. An employee shall be entitled to wage or salary for work performed during the on-call time. Flexible working modes: in the length of working hours (various forms of shorter working hours), in the timing of working hours (flexible working hours), in the work location (homeworking, telecentres, coworking spaces telecommuting, mobile workplaces ). Flexible working time: The employee chooses the beginning and, if necessary, the end of working time in individual days within the time periods set by the employer. Between the two periods of optional working time is inserted a period during which the employee is required to be at the workplace (core working time).  The average weekly working time must be completed within a maximum of a four-week buffer period. Free working time (time bank) -the employee decides for himself when he comes to work and when he leaves, he/she only has to keep the weekly working hours (40 hours a week) Working time account - one of the ways of uneven distribution of working time. Suitable for seasonal work or fluctuations in the number of orders. It can only be determined by a collective agreement, or by an internal regulation. The employer will let the employee know 14 days in advance when he will be needed at work. It can be more than 40 hours a week or leave him at home, depending on what the employer needs. The employer is obliged to keep an account of the employee's working hours and an account of the employee's wages. He is obliged to report every week the difference between the set weekly working hours and the working hours worked. The equalization period may not exceed 26 consecutive weeks. However, only a collective agreement can limit this period to a maximum of 52 consecutive weeks. During the equalization period, employees are entitled to a fixed monthly wage for individual calendar months, agreed in the collective agreement, or determined by internal regulations. The employee's permanent salary must not be lower than 80% of his average earnings. The employee's salary account shows: a) permanent salary of the employee, b) the earned salary of the employee for the calendar month, to which he was entitled according to the law and according to the agreed conditions. For the equalization period, the employee is entitled to a salary in the amount of the sum of paid permanent wages. If, after the expiry of this period or after the end of the employment relationship, the sum of the  right to the wage achieved for individual calendar months is higher than the sum of the permanent wages paid, the employer is obliged to pay the employee the resulting difference. Breaks- a right, but also an obligation of an employee to use them. For meal and rest - Maximum after 6 hours, juveniles after 4.5 hours. At least 30 minutes (it can be divided, but 1 part at least 15 minutes). It does not count towards working time. For natural needs Safety breaks: − Work at an imposed pace (at a forced pace): 5-10 minutes after every 2 hours of continuous work − Professional drivers or employees who drive : The longest after 4.5 hours, with a duration of 30 minutes. The safety break is recorded in the log book. The safety break can be divided into 2 parts lasting at least 15 minutes included in the driving time. The safety break is counted as working time. If the safety break falls on the time of a break at work for food and rest, the break at work for food and rest is included in working hours. Breaks for breastfeeding − They are included in working time. − They are compensated by the average earnings rate. − A mother who works 40 hours per week is entitled to 2 half-hour breaks for each child until the end of one year of age and one half- hour break per shift for the following three months. − If she works shorter hours but at least 20 hours per week, she is entitled to only one half-hour break for each child until the end of the sixth month of age. Agency employment:  Temporary (short-term or long-term) assignment of workers. A company can hire workers from a staffing agency to work for it temporarily on the basis of a Temporary Assignment Agreement between the agency and the company and a written Instruction on Temporary Assignment between the agency and the employee. In this way, during the season, the company orders the necessary number of workers for low-skilled manual work for, for example for 4 weeks or 6 months. Outsourcing- the company separates various supporting and not core activities and entrusts them contractually to another company specialized in the relevant activity. We buy it from a service supplier. Typical activities - cleaning, maintenance, transport or computer management (IT). Outsourcing is considered a business decision to reduce costs and/or to focus on the company's core activities, in the interest of its competitiveness. Vendor - supplier, the one who supplies services or goods Offshoring - the transfer of production abroad Lecture 3 Steps of providing HR: Determining the required characteristics of the new employees. − The created or updated job description serves as a basis for determining the most important prerequisites that we will require from a new employee. − It is appropriate to determine which requirements are minimum or absolutely necessary and which are more desirable Choosing how to attract new employees.  Determining selection methods. Final selection and acceptance of candidates. Employee adaptation period. Search for workers (recruitment): Intra-company labour market (people in the company) Methods: − Career and professional pathways − Results of staff appraisals. − Announcement of internal auditions External labour market − Advertising in the press − Outdoor advertising - banners, signboards, billboards, − Advertising leaflets − Advertising on the Internet - Job sites (internet portals), Agency sites, Media sites, The organisation's own website, Social networks. − Labour office − Recruitment agencies (head hunting agencies) − Directly approaching the selected (acquaintances) − Job fairs − Educational institutions - Sponsoring students, Internships and practical training, Seminar tasks and diploma theses, Contacts to students through teachers, Professional lectures, company presentations, brochures, etc. − Employee referral - We can reward the employee who recommended a suitable candidate. − Company databases (self-reporting candidates, former employees) − Open days In advertisiment TO AVOID:  any discrimination (direct or indirect) requests for a photograph of the candidate (in most cases) requests for a clean criminal record of the candidate (in most cases) spelling mistakes and typos, unnecessary punctuation marks (the number of exclamation marks, question marks and full stops) clichés (dynamic working environment, above-standard remuneration) general, untrue, and unspecific statements "blind" translations of international career websites that do not correspond to the local market and whose text is often written in "skeletal" Czech Obtaining information about the candidates: Cover letter (job application) Curriculum vitae (CV) Criminal record extract, possibly lustration certificate - only for those positions where the employer is entitled to require it; Copies of evidence of educational qualifications; Virtual video vignettes; Social networks; Personal questionnaire (possibly also an electronic personal questionnaire or video questionnaire) References (with permission of the candidate) Psychological tests (tests of abilities: cognitive - IQ tests, mechanical, psychomotor and physical, personality questionnaires - traits, motivations, interests, values) - online psychometrics are also possible; Professional tests - focused on professional competencies;  Assessment centre (diagnostic-training programme) - a multifunctional exam, which is conducted with the participation of internal and external observers - assessors (usually includes: teamwork, organisational problem solving, management game, discussion, self-presentation); Interviews (also telephone or video interviews) Analysis of past performance and written assignments (e.g., essays) Work samples - these are a demonstration of the candidate's professional skills Simulations (e.g. solving a case study) Graphological analysis Medical examination. What to look for in resumes: Compliance with applicant requirements frequency of changes at the employer or educational institution length of employment with individual employers end of the started studies reasons for changes (continuity, purposefulness in changes) unusual dates of employment termination time gaps in the sequence of activities method of compiling a CV (appearance, structuring, graphics, spelling) Scenario for job interview: Activity before the interview 1. review the applicant's CV and professiogram  2. write down the questions we want to ask 3. prepare the place for the interview 4. pick up applicants from reception 5. address him/her by name 6. start on time Welcoming the candidate 1. greeting with a handshake 2. invite the candidate to sit down 3. offer a drink 4. try to put the candidate at ease with a short, informal conversation 5. briefly introduce yourself and other interviewees 6. describe the progress of the interview and its length 7. (briefly present the company) and summarize the content of the job position 8. ask questions from 4 categories: − motivation and expectations of the candidate − knowledge, skills and experience of the applicant − characteristics of the applicant, his/her relationship to responsibility and work ethic − financial requirements of the applicant 9. write notes 10.watch out for forbidden questions 11.answers to the applicant's questions Ending the interview 1. thanking the candidate for his/her interest and announcing when he/she can expect the resolution 2. say goodbye and shake hands while standing 3. see off the applicant - help him/her find his/her way out of the company Categories of interview questions:  Why are you here? What can you do for us? What type of personality are you? Can we afford you financially? Special question types: − behavioral (STAR -Situation/Task, Action, Results) Give an example of when you got into a conflict while working in a team. How did you manage it? Tell me about a situation where you were under a lot of pressure. What happened and how did you manage it? Describe a situation where you had to deal with a difficult client. What was the situation and how did you handle it? − situational (hypothetical) Imagine a customer who is upset about a problem that hasn't been resolved yet. How would you proceed? What would you do if an anonymous phone call threatened you with a bomb in the building? How would you react if your superior asked you to move the team meeting to a time when you have an appointment with an important client? What to avoid: Closed and suggestive questions: − Can you work with Excel? − Are you interested in the situation of the marketing industry? − Would you describe yourself as creative? − Do you get along well with choleric clients?  − You're not afraid of managing people older than you, are you? − Do you also like our new advertisement? Prohibited topics (discrimination): − sexual orientation − planned pregnancy − number of children, marital status − property − health situation − criminal integrity − religion − political opinions Mistakes when conducting an interview: The Halo Effect - Judging by Great First Impressions Horns effect - judging by a bad first impression Stereotyping - we assign the candidate to a certain group (eg obese people, people with a private school education, unfashionable clothes, men with an earring...) and make judgments about the person based on prejudices Contrast effect - we compare two consecutive candidates with a greater contrast than there is between them Identifying with the applicant, accepting people who are like us Making quick, hasty decisions, making assumptions based on limited information, gathering insufficient or irrelevant information Unpreparedness for the interview, unclear, unskilled formulation of questions Suggestive questions that anticipate the answer, eg: "You must be a confident person, aren't you?" A series of closed-ended questions that turn the interview into an interrogation. The amount of information obtained is low.  Failure to record responses and observations, which usually results in a higher rate of bias…. Final selection of candidates: Ranking the candidates in terms of their suitability for the position. Make the offer to the first-ranked candidate. A written offer of employment (Letter of Intent) is particularly appropriate for managerial positions. Usually, it includes, in addition to a statement of intent to recruit, the date of expected start and a summary of the agreed terms of the position, particularly financial terms. Procedure for rejected applicants: − non-compliant - send a standard rejection letter thanking them for their interest and briefly informing them that they have not been selected, provide them feedback − borderline acceptable or interesting for another job position - send a reservation (on hold) letter asking them to agree if we can contact them directly in the future if a similar position is filled. Employee intake: The basic issues of labour relations between employer and employee are addressed in the following: Labour Code is a legal norm applicable to all employers and employees. Conditions of Employment is an internal norm applicable in a given enterprise. A collective agreement is an internal company norm resulting from negotiations between the employer and the trade union. Employment contract: Before signing the contract, the new employee should undergo an initial medical examination and complete a personal questionnaire. Employment contract must be in writing and include : The type of work; The place of work; The date of commencement of work. Employment contract may also include: The period for which the employment relationship is concluded, a probationary period, terms of remuneration rules for the performance of the work, special requirements for the organisation of working time, the employee's consent to travel on business, the length of leave if it is agreed in excess of the statutory limits. The competitive clause: An employer may enter into an agreement with an employee by which the employee agrees to refrain from engaging in gainful employment for a specified period of time after the termination of employment, but not exceeding 1 year, in any activity that would be the subject of the employer's business or that would be competitive with the employer. The agreement shall include an undertaking by the employer to provide the employee with reasonable financial compensation, but not less than one-half of the average monthly earnings for each month of performance. The compensation shall be payable in arrears for the monthly period unless the parties have agreed on a different payment period. The employer may enter into such an agreement with the employee if the employee can reasonably be required to do so, having regard to the nature of the information, knowledge, knowledge of working, and technological procedures acquired in the employer's employment, and the use of which could seriously hinder the employer's activities. The agreement may provide a contractual penalty that the employee shall pay to the employer if he breaches the obligation. The amount of the contractual penalty must be reasonable. Employment contract – law: The duration of a fixed-term employment relationship between the same parties may not exceed 3 years and may be repeated no more than 2x from the date of the fixed-term employment relationship. If the employment contract does not explicitly specify the duration, the employment relationship is agreed for an indefinite period. The employment contract relating to managerial positions differs from ordinary employment contracts. A probationary period for ordinary staff cant be longer than 3 months, and can´t be extended subsequently. A probationary period for managerial staff, cant be longer than 6 months, and can´t be extended subsequently. The amount of the wage is usually not included in the employment contract, and is set out in a separate agreement - wage or salary assessment. Agreements: Agreement to perform work The scope of work for which a work performance agreement is concluded may not exceed 300 hours per calendar year. The scope of work shall also include the time worked by the employee for the employer in the same calendar year under another work performance agreement. The agreement shall specify the period for which it is concluded. It must be in writing. Agreement on work activity The maximum working time for an activity performance agreement is set at 20 hours per week (half of normal working time), converted to approximately 1000 hours per the calendar year. But not more. Illegal schwarz system: If the employee-employer relationship shows subordination and superiority. E.g. the self-employed person fulfills the employer's orders without reservation. The work is performed only for one employer (company). You only bill one employer. The employer also prohibits you from working on other jobs from other employers, even in the contract. Performance of work under the employer's name. As an entrepreneur with a trade license, you should work under your own name and use your personal identification number, your employer should not force you to use your employer's name in e-mails, on business cards... Regular monthly rewards. He invoices only one company, regularly at the same time of the month, a very similar or the same amount - as when receiving a wage. The work takes place during regular working hours at the employer's workplace, the employer monitors your departures and arrivals to work. A non-competition clause-an agreement by which the employee promises that for a certain period of time after the end of the employment relationship, but no longer than one year, he/she will not perform gainful activity that would be the subject of the employer's activity or that would be competitive with it. Part of the agreement must include the employer's commitment to provide the employee with adequate finacial compensation, but at least in the amount of half of the average monthly earnings, for each month of fulfillment of the obligation.  The employer can conclude this agreement with the employee, if it is possible to fairly demand it from the employee, taking into account the nature of the information, knowledge, knowledge of work and technological procedures, which he acquired while working for the employer and the use of which could make his activities significantly more difficult for the employer. In the agreement, a contractual penalty can be negotiated, which the employee is obliged to pay to the employer if he violates the obligation. The amount of the contractual penalty must be reasonable. Adaptation of new employees: Two levels of the new employee adaptation process: Work adaptation - adjustment of the worker to the specific requirements of his/her job, the adaptation of the individual to work, the work environment and working conditions. The degree of adaptation achieved is reflected in the worker's performance and job satisfaction. Social adaptation - the integration of the worker into the structure of social relations in the new workplace and in the new enterprise. The level of social adaptation is reflected in the person's experience and positively or negatively influences his/her cooperation with co-workers and his/her individual performance. Lecture 4 Corporate training system: Identification of training needs Planning training Implementation (realization) of the training process Evaluating learning outcomes and the effectiveness of the learning process Techniques for monitoring training needs: analysis of variance (outliers) - any significant deviation from the plan triggers an examination of the causes and consequences of that deviation, questioning in the evaluation interview, interviewing employees and customers, targeted interviews with managers, analysis of questionnaires and other forms of surveys of employees' views, attitudes and requirements regarding training, monitoring the results of meetings and discussions to address current work issues and future work tasks development centres. Planning of training: A set of eight "W" questions: What content? What should be the aim and content of the educational programme? Who to? Who should be educated? In what way? In what way will it be implemented? What will the methods of training be? What will its mode be? What will the study equipment, materials and aids be needed? Who delivers? Who will the training programme be provided and managed? Who will be the implementer? When? What is the time horizon of the training programme? When will it be implemented? Where? Where will the training take place? What price? What will be the budget for the planned training?  Was it effective? How will we determine the effectiveness of the training program? Methods of training: on-the-job training methods, − Instructing at work − Assisting − Project work (task assignment) − Job rotation (cross-training) − Job enlargement − Job enrichment − Coaching The coach does not need to know how to do the activity. Coach asks the coachee questions and coachee finds his/her own way how to do it. Often for managers and more experienced employees facing some problem. − Mentoring The mentor knows how to do the activity. Mentor gives advice to the mentee based on his/her experience on how to do the activity and mentee just follows advice. Often during onboarding and when the activity is new for the employee. − Counselling off-the-job training methods − Lecture (interpretation) − Seminar and lecture combined with a group discussion or panel discussion  − Demonstration (demonstrative/practical teaching) − Workshop − Case study − Brainstorming and other methods to develop creative thinking − Simulation (Role-playing, Simulation games, Reality-based simulations, Simulations conducted outside the company) − Development centre − Outdoor training (adventure education, education through play, education through physical activities) training methods on the interface. − Work meeting − Self-study and distance education − E-learning (computer and online education) − Webinar − Corporate consulting − Action learning − Trainee programmes (training programmes for absolvents or/and gifted employees) Evaluation of training: Kirkpatrick Levels of Evaluation 1. Reaction - Trainee satisfaction Did the learners enjoy the training? 2. Learning - The increase in knowledge and capability experienced by the student. (comparing the results of tests carried out before and after training). Did knowledge transfer occur?  3. Behaviour - The extent to which students apply their learning in the working environment. (observation done by line managers after some period) Did the learners behaviour change as a result of the training? 4. Results - The overall impact that the trainee’s performance has on the business or working environment. Did the training have a measurable impact on performance? 5. ROI (Return on investment) Did the training investment provide a positive return on investment? Deepening of the qualification -is improving something you already know and use in your work. You don't get a new qualification, rather you maintain and supplement your knowledge. A qualification agreement cannot be concluded. the payroll accountant will go on training for the new accounting regulations a travel agency representative who speaks fluent Spanish takes an advanced Spanish course to become closer to native speakers in communication. Upskilling (increase) of the qualification - you're learning something completely new beyond what you do at work. When you either gain completely new knowledge that you did not have until now, or when you advance to the next level of your education (study, education, training, or another form of preparation to achieve a higher level of education, if it is in accordance with the needs of the employer). the office worker attends University study program in order to take over her supervisor's position. Such training is no longer the employee's obligation and the employer cannot order it. On the contrary, the employer can demand that the employee pledge loyalty and conclude a qualification agreement with him in exchange for financing such education. Qualification agreement: A qualification agreement can only be concluded for upskilling qualification, and only if the expected costs are at least CZK 75,000. If the costs are lower, then such an agreement cannot be concluded. The subject of the qualification agreement is the employer's commitment to pay the costs of upskilling the qualification of an emploee in exchange for remaining employed by him for the agreed period, but no longer than 5 years. If the employee does not keep the commitment, he/she will have to pay the costs of the qualification increase (or a proportional part thereof) to the employer. Before signing the qualification agreement, check that it clearly describes what kind of education is to be paid for, how long the agreement will bind you and what costs and how much you might have to pay. Training a newbie: According to the law, the training of an employee at the moment he/she enters the employment relationship is neither a deepening nor an increase in qualifications. This is the employer's obligation. From the employee's point of view, this is normal work performance. Qualification matrix Lecture 5 Motive -the inner drive, the cause of a person's behaviour Has the direction (what a person is trying to do), the intensity (with what diligence this person is trying to do it), and persistence (how long this person is trying to do it) It arises from an awareness of the relationship between stimulus and need. The goal of any motive is to achieve inner satisfaction Stimulus-an external inducement, an incentive that comes from a person's environment and instigates his or her action A stimulus stimulates an internal drive, only if the stimulus is consistent with the motivational profile and current situation of the person it is intended to affect. If this condition is not met, the stimulus will not affect the motivation of the person. Motivation-the process of mobilising a person's energy and focusing his or her behaviour on a particular goal Gives an answer to the question of why a particular person does this or that. It is a set of motives that orient a person (his/her activity) in a certain direction, activate him/her in that direction, and maintain the aroused activity. The most important elements influencing intrinsic motivation: Knowledge of goals, visions and values (my own, department's and the company‘s) Knowing the meaning, the reason ("Why?") and the broader context of the job The ability to make my own choices - I can choose how I proceed. The ability to (co-)decide - I can participate in decisions that affect me. Self-realisation - I can use my potential. Learning and development. Opportunity to fulfil my personal values. Opportunity to meet my important needs. Signs of a high level of motivation: consistently delivering high levels of performance, an atmosphere of energy, enthusiasm and determination to succeed, working hard to overcome challenges, the willingness of individuals to take responsibility,  a willingness to embrace change. Examples of stimulation factors: Remuneration: − Competitive pay − Benefits − Incentives − Potential for co-ownership − Recognition − Fairness of valuation Quality of work: − Perception of the value of work − Challenges/interest − Self-actualisation − Freedom and autonomy − Volume of work − Quality of relationships at work Personal vs. Professional life: − Supportive environment − Recognition of life cycle, needs (flexibility) − Income security − Social environment Inspiration, values: − Quality of leadership − Values and behaviour of the organization − The reputation of organisation − Risk sharing − Appreciation − Communication  Supportive environment: − Physical environment − Tools and equipment − Training − Information and processes − Work safety Opportunities for future growth: − Learning and development − Beyond today’s work − Career development opportunities − Performance improvement and feedback Company incentive programme -the selection of the means of stimulation, conditions and methods of stabilisation that can ensure it, the way of influencing people's motivation to stabilise, the identification of persons responsible for the implementation of the programme and the timetable for its implementation; strives for the prosperity of the enterprise and its objectives; seeks to influence work performance actively and create (or strengthen) positive attitudes towards the organisation among all its employees; requires knowledge of the interests and needs of the workforce; uses all motivational resources of the enterprise, not only financial ones; is clearly articulated and published. Employee satisfaction - The relationship between satisfaction and work behaviour is not direct. A satisfied worker may not be a high performer. A high-performing worker is not necessarily satisfied. Job satisfaction leads to low absenteeism and low turnover; dissatisfaction leads to losing interest in the job and leaving the organisation.  Employees who are dissatisfied at work for various reasons are difficult to motivate to perform better. Theory of instrumentality by Skiner- a person will be motivated to work if rewards and punishments are directly linked to performance, well chosen and in right time. Negative reinforcement - reinforces the response by removing something unpleasant. Positive punishment - presents an unfavourable event or outcome in order to weaken the response it follows Negative punishment - occurs when a favourable event or outcome is removed after a behaviour occurs. Neglect - it is ignoring or not reinforcing a behaviour that, in effect, weakens the behaviour Maslow's hierarchy of needs - the higher-order needs become apparent only when the lower-order needs are satiated and satisfied. Self-actualisation: stimulating work, opportunities for advancement, room for creativity, motivation for higher goals. Recognition: public recognition of good performance, assignment of significant work activities, respectful job title, assignment of responsibilities. Social: opportunities for social interaction, stability of the workgroup, encouragement of cooperation. Security and safety: safe working conditions, job security, employee benefits. Physiological: fair pay, comfortable working conditions, warmth, light, space, air conditioning. Alderfer's ERG theory presents a model of three basic categories of needs: Existential needs (E) - the need for food, water, salary, employment benefits, working conditions.  Relational needs (R) - acceptance understanding, reciprocity. Growth needs (G) - internal growth and differentiation, creative and productive endeavours. McClelland's theory of needs: Studied the work of managers The need for performance (success) - success achieved in the competition. The need for alliance - friendly and compassionate relationships with people The need for power - the need to control and influence others Different people have different levels of these needs. F. Herzberg's theory of needs (1975): Examined the sources of job satisfaction and dissatisfaction of accountants and technicians: Satisfactors (motivators) - motivate individuals to perform better. When these are in an undesirable state, they cause the worker to be neither satisfied nor adequately motivated. Dissatisfactors (hygiene factors) - serve to prevent job dissatisfaction. If they are in good condition, they do not lead to motivation or satisfaction, workers are just not dissatisfied. If they are in an unfavourable state, they cause dissatisfaction in workers and have a negative effect on motivation. Vroom's Expectation Theory: Motivation is only possible when there is a clearly perceived and applicable relationship between performance and outcome and when the outcome is seen as a means of satisfying needs. There are 2 factors that determine the effort people put into their work: The value of individuals' rewards to the extent that it satisfies their needs for security, social recognition, autonomy and self-actualisation;  The likelihood that outcomes depend on effort as perceived by individuals - their expectations about the relationship between effort and reward. The greater the value of a set of rewards, and the higher the probability that obtaining those rewards depends on effort, the more effort workers will expend in a given situation. Goal setting theory (Latham and Lock (1979)): Motivation and performance are higher when individuals are given specific goals, when these goals are challenging but acceptable, and when there is a response (feedback) to performance. The participation of individuals in goal setting is important as it is a tool to gain approval for setting higher goals. Challenging goals must be discussed and agreed upon, and their achievement must be supported by management and the board. Feedback is vital to maintaining motivation, especially for achieving ever- higher goals. Adams' equity theory: Employees become de-motivated, if they feel that their inputs are greater than the outputs they receive. Fair treatment means that a person is treated the same as another group of people or a person. A person compares: − his or her own contribution to the work (intensity of workload, demands of the work on ability, responsibility, etc.) with that of co-workers doing comparable work, and − the effects (money, recognition, favour of the boss, quality of the work environment, advancement,...) that the work brings to him or her with the effects that comparable work brings to his or her colleagues. In case the worker gets the impression that the inputs and effects are not in balance, there is a tendency to eliminate this injustice. There are 2 forms of justice: distributive - refers to how people feel they are rewarded according to their contribution and according to comparison to others; procedural - refers to how workers perceive the fairness of the procedures used by the company in areas such as staff appraisals, promotions and disciplinary matters. Lecture 6 Elements of employee compensation: Basic wage component Variable wage component Employee benefits Intangible rewards Basic wage forms: Standard period plan - remuneration for time worked − per month − per hour Piecework rate - a reward for the amount of work done. Share-based (commission-based) wage – based on the quantity sold or services rendered) Wages for expected work results Supplementary wage forms: Premium – communicated to employees advance with the conditions, to motivate the performance. Rewards (bonuses) – ex post, for extraordinary performance, stabilisation and loyalty. They can be individual or collective.  Merit pay – based on the evaluation of the results achieved, supervisor usually sets a % of the wage rate for next time period (1 year, 3 months…) Shares in the company's results - e.g. profit share. Employee stock ownership plan Additional payments Other payments Additional payments: Compulsory: for overtime work – compulsory, at least 25% of average earnings (unless overtime pay is a part of salary or compensatory time off is granted), or compensatory time off, for work on public holidays – at least the average earnings or compensatory time off, for work on Saturdays and Sundays – at least 10 % of average earnings (unless otherwise agreed), for work in a difficult environment – the types of pollutants that worsen the working environment are specified in Government Regulation - at least 10% for night work (22.00 - 6.00) – at least 10% of average earnings (unless otherwise agreed), optional (for transport, clothing, accommodation,...) Other payments: Thirteenth salary, holiday allowance, life anniversary allowance, work anniversary allowance,  recruitment allowance, severance pay Employee benefit systems: we usually do not provide benefits for performance motivation but for satisfaction and loyalty to the company. Benefit systems can be: − the same benefit for everyone, − reimbursement of receipts up to a certain amount, − provision of vouchers, − Cafeteria system The minimum wage: The minimum wage is the lowest permissible remuneration rate for work performed under an employment relationship or under agreements on work performed outside an employment relationship. It is set by the law. Thus, the wage, salary, or remuneration may not be lower than the minimum wage, which for these purposes does not include overtime pay, holiday pay, night work, work in difficult working conditions, and work on Saturdays and Sundays. 2025 – 20,800 CZK/month, 124.40 CZK/hour The guaranteed wage -the wage or salary to which the employee is entitled. In this sense, the guaranteed wage is the wage (salary) earned by the employee through work performance. However, this guaranteed wage may not fall below the level laid down by government regulation as the least permissible in certain cases. In the Government Decree, the rates of the lowest levels of guaranteed wages are graded into eight groups depending on the complexity, responsibility, and exertion of the work performed. The average wage: Czech Republic − In the 2nd quarter of 2024, the average gross monthly wage in is 45,854 CZK − Medián 38,529 CZK − Medián for men 41,540 CZK, for women 35,565 CZK Zlin region In the 2nd quarter of 2024, the average gross monthly wage is 40,898 CZK. Lecture 7 Functions of a performance appraisal: Recognition Motivational Educational and developmental Influencing the social climate in the organisation Forms: Informal − should be provided by the manager as part of day-to-day management − focuses on immediate job performance − while the employee's behaviour is still vivid in their memory − not recorded − later feedback is not so effective  Formal − Periodic, standardised, systematic, documented, it is a basis for further personnel activities. Often conducted on an annual or semi-annual basis. Has the following characteristics: − It is repeated at certain time intervals. − The appraisal system is known to the worker in advance. − The appraisal is written and has conclusions. − It must be discussed with the worker. − The worker normally acknowledges by signature that he/she has acknowledged the appraisal. Performance evaluation: Formal assessment of workers by their superiors Allow a retrospective view of how the employee worked It focuses more on the past Performance management: Equal participation of both parties Clarify mutual expectations Focuses on the future (30:70) Key Activities: Performance and Development Agreements Define: − the expectations − how performance will be measured − competencies required to achieve the desired results  Set performance and development objectives (3-5) Managing work performance throughout the year Formal performance appraisal for the period What to evaluate? performance (results), the compatibility of his/her work competence with the work demands, his/her personal characteristics in relation to work (work behaviour, social behaviour). Methods of work performance appraisal: According to the set objectives Meeting the norms/standards Free description A scale, a scoring system Appraisal check-list Appraisal questionnaire Description of the critical incidents Creating a ranking of employees by performance Assessment centre Multilateral feedback: 180o evaluation - the supervisor but also the subordinates are involved in the feedback. 360o evaluation - supervisor, other supervisors, subordinates, co-workers, and self-evaluation.  540o evaluation - 360o evaluation and also on information obtained from outside the organisation or company (clients or customers). Portfolio of employees: Star-wants, knows how to Aspiring-wants, doesn’t know how to Meritorious-doesn’t want, doesn’t know how to Critic-doesn’t want, knows how to Performance management approach: Quadrant 1 - Develop, educate and encourage Quadrant 2 - Support and provide challenges Quadrant 3 - Try to persuade, and if that doesn't work, dismiss Quadrant 4 - Dismiss Appraisal Interview 1. Preparation 2. Execution - a formal, official meeting and so it must have a fixed content and timetable. Ask employee to tell you his/her self-evaluation Evaluate the current performance or past performance of the employee. Identify problems and/or explore possible opportunities related to the job. Recognise factors outside the employee's control that negatively affect job performance. Focus the employee's attention on the job and certain aspects of the job. Improve the communication between the subordinate and the supervisor. Formulate a plan to improve performance. Allow the employee to express his/her opinion; the appraiser should listen to his/her opinion.  Provide a basis for remuneration. Recognise the employee's potential and the possibility of promotion or redeployment. Recognise the training and development needs of the employee. 3. Conclusion - the main points agreed between the supervisor and the employee must be reiterated. Closure can be perceived: Towards the employee: Agreement on new goals/objectives; Employee signature on the appraisal form (agreement on future performance); Thanking and saying goodbye to the employee. Towards the organisation: the interview report is signed by the employee and the supervisor. The supervisor forwards it to the HR department. How to move the performance even further? Rough diamond (high potential, low performance)- develop (feedback, assignments) Future Star (high potential, medium performance) -stretch, develop (coach, assignments) Consistent Star (high potential, high performance) -stretch (mentor, delegate responsibilities) Inconsistent player (medium potential, low performance)-feedback, observe Key player (medium potential, medium performance) -develop (feedback, coach) Current Star (medium potential, high performance) -stretch, develop (coach, projects) Talent Risk (low potential, low performance) -bad hire (counsel PIP)  Solid professional (low potential, medium performance) -observe (feedback, coach) High professional (low potential, high performance) – develop (assignments, learning) The Jack Welch Matrix: 1- Deliver results and lives by values espoused by organization 2- Doesn’t deliver results but lives by values espoused by organization- in the case of slightly unsatisfactory results, give room for correction, in the case of unsatisfactory results, consider reassignment to another position, and if grossly unsatisfactory results are repeated, the worker is dismissed 3- Doesn’t deliver results and doesn’t live by values espoused by organization - the worker is dismissed 4- Deliver results but doesn’t live by values - in the case of slightly unsatisfactory behavior, give room for correction, in the case of grossly unsatisfactory behavior, he is dismissed (he infects other workers) Lecture 8 Causes of staff leaving the organisation Own request; Dismissal by the organisation (saving of workers, change of production program, insufficient work performance, violation of work discipline); Objective reasons (old-age pension, disability pension, fixed-term employment contract, etc.). Termination of employment: By agreement − The Labour Code  − if the employer and employee agree to terminate the employment relationship, − the employment relationship ends on the agreed date. − Must be in writing. − As employer always prefer agreement – no risk of lawsuit in court By notice − must be in writing − must contain the reason − only for reasons written in The Labour Code − you risk the lawsuit in court − notice period 2 months o in 2024 the notice period starts from beginning of next month o from 2025 it will start immediately that day Reasons: − if the employer or part of the employer is dissolved (cancelled), − if the employer or part of it is relocating, − if the employee becomes redundant as a result of a decision by the employer to change the employer's tasks, technical equipment, to reduce the number of employees in order to increase the efficiency of work or to make other organisational changes, − if according to a medical opinion the employee may no longer perform his or her work because of an occupational accident, occupational disease or the risk of such a disease, − if the employee has lost his/her long-term capacity to continue his/her work according to a medical opinion,  − if the employee does not meet the requirements laid down by the legislation for the performance of the agreed work or he or she does not meet the requirements for the proper performance of that work; − in case of unsatisfactory performance, the employee may be dismissed only if he or she has been requested in writing by the employer to remedy it within the last 12 months and has not remedied it within a reasonable period of time, − if the employee has reasons for which the employer could terminate the employment relationship with him immediately or for a serious breach of an obligation arising out of the legislation relating to the work performed by the employee; − for persistent, less serious breaches of an obligation arising out of the legislation relating to the work performed, the employee may be dismissed if he has been warned in writing of the possibility of dismissal within the last six months in connection with the breach of an obligation arising out of the legislation relating to the work performed, − if the employee has violated in a particularly serious manner the obligation to comply with the established temporary incapacity for work regime, in respect of the obligation to stay at the place of residence during the temporary incapacity for work and to observe the time and extent of the authorised leave under the Sickness Insurance Act. Immediate termination Exceptionally The employer may terminate the employment relationship immediately only if: − if the employee has been finally convicted of a deliberate criminal offence and sentenced to an unconditional term of imprisonment of more than 1 year, or if the employee has been finally convicted of a deliberate criminal offence committed in the course of or in direct connection with  the performance of his/her duties and sentenced to an unconditional term of imprisonment of at least 6 months, − where the employee has breached an obligation arising from legal provisions relating to the work he performs in a particularly serious manner. A written form is required. The employer must state the reason in writing in such a way that it is clear what actually happened (factual definition). Termination during probationary (trial) period − both the employer and the employee may terminate the employment relationship during the probationary (trial) period − for any reason or for no reason at all − must be in writing − The employer may not terminate employment during the probationary period during the first 14 days of the employee's temporary disability. On the basis of a legal event: − At the end of the agreed period (only for fixed-term employment) − Death of the employee − Death of the employer natural person if the trade is not continued according to the Trade Licensing Act (heirs). Violation of work discipline: 3 degrees of intensity of violation of work discipline: Less serious and consistent (I give 3 different written warnings in six months, only then can I give him/her a notice): − late arrival by 10 minutes (not by 2 days)  − the worker did not complete the task (but the entire order does not fall due to this) − omission of something − unintentionally caused damage (I trip and drop a vase, break my company phone) Serious (1 accident is enough to give a notice) This includes, for example: − more late arrivals − 2 consecutive days of unexcused absence − 5 unexcused absences when they are not consecutive Particularly rude (I can give immediate termination of employment or a notice, to be sure ask the lawyer) − misuse of a company car for private purposes during working hours proven by GPS − I come to work (use the chip) and disappear - I get paid for not working, that's an attack on the employer's property − high blood alcohol level − the call centre operator on the monitored call led the client to take out insurance from someone he was pitching − using a gun at the workplace, threatening oneself and the team − assaulting a superior (fight) − watching pornographic movies at work and downloading them, threats to cyber security Severance pay - notice given by the employer for the reasons (a) to (c) or by agreement for the same reasons shall be entitled to a severance payment from the employer at the termination of employment of at least: 1 average earnings if his/her employment lasted less than 1 year, 2x average earnings if his/her employment lasted at least 1 year and less than 2 years, 3x average earnings if his/her employment lasted at least 2 years. By notice given for the reason (d) or by agreement for the same reasons shall be entitled to a severance payment from the employer at the termination of the employment relationship of at least 12 x the average earnings. Collective redundancy -the termination of employment within a period of 30 calendar days on the basis of notice given by the employer, in the event of a closure, relocation or redundancy: 10 employees for an employer employing between 20-100 employees, 10 % of the employees of an employer employing between 101-300 employees, or 30 employees for an employer employing more than 300 employees. Necessary cooperation with Labour office Outplacement- care for leaving employees, support for leaving employees, or help for those who leave not because of their own failure, but reorganisation Areas of counselling services for redundant workers: Preparation of an inventory of skills that can be applied in the search for a new job, preparation of a professional CV, psychological assessment of the worker's skills and abilities, identification of opportunities on the labour market, interview practice,  job search action plan, identification of possible types of jobs to be sought, personal counselling and advice on social and family problems. Lecture 9 Organisational structure - is a set of organizational traditions and customs, unwritten values, and norms (sometimes also certain organizational rituals and myths, shared beliefs, attitudes, assumptions) manifested in certain forms of behaviour, thinking, acting, and appearance of its employees, characteristic for the organization. Healthy organizational culture: Creates an environment that is conducive to improved performance, facilitates change management, accelerates implementation, contributes to a willingness to commit to the organisation's goals and promotes initiative, quality of work, and loyalty, increases internal organisational resilience in more difficult development phases, enables rapid decision-making, reduces demands on control. Components of organisational culture: Values - what is considered important. − basic life ideas, values, and attitudes of employees - they manifest spontaneously. − They are more or less unconscious and invisible. − The more firmly rooted the values are, the stronger they are, the more they will influence behaviour.  Norms and Standards − Rules of work and social conduct are spontaneously created or purposefully established by the management of an organisation. − They are partially conscious. − They provide guidance on how to behave. Management style, work ethics, status, ambition, performance, power, politics, loyalty, anger, accessibility, formality Artefacts -symbolically expressed organizational goals and basic principles of organizational culture, operating at the conscious level of the human psyche. Their interpretation/explanation is important. Symbols are influential, conscious, and can be perceived by sight, hearing, and smell. Artefacts are divided into: − Verbal symbols -stories, tales, narratives, myths − Symbolic actions -symbolic artifacts of action, status symbols − Symbolic artefacts of material nature Heroes -people who embody values that are considered to be central to the organizational culture. The significant actions of organizational heroes are the stuff of organizational myths and legends, in which their behaviour is characterized as exemplifying typical organizational values and expected norms of behaviour. Hero status can be earned through one's own efforts or with the active support of organizational communication and motivational tools. In most cases, it is a combination of both. Analysis of Organizational Culture: Does the current culture fit the organizational strategy?  If not, can the strategy be adapted to the current culture? If not, what kind of culture change is desirable? Is this change feasible? What will be the cost of implementing this change? Can the expected gains exceed them? In what timeframe is the change realistically feasible? After all, isn't it better to try to change the strategy? Includes: The organization's goals and mission Internal directives, especially those concerning people management. Employees' observed behaviour and attitudes, i.e. how the organization solves problems, makes strategic decisions, deals with employees and customers, what behaviour it rewards, what types of people it hires or fires, usually show the organization's true values most clearly. Symbols, rituals, and celebrations, status symbols. Traditional stories. Forming an Organizational Culture: Spontaneous Controlled: − Vision and its communication − Communication focus − Responding to crises − Resource allocation − Role model − Appraisal, remuneration − Selection criteria Creating and changing an organisational culture takes time. The result of systematic and goal-oriented activities of the company's managers. Managers shape the culture of their organisation: − By focusing their primary attention and control, − the way they respond to crisis situations, − the allocation of scarce resources, − the way they use their role models, − the way employees are evaluated, rewarded, and promoted, − the choice of criteria used in the selection of new staff. Benefits of healthy Organizational Culture: Performance orientation Company=team Open communication Mutual trust Strong motivation Loyalty Company’s climate - how people perceive the culture in the organization (how they see it and how they think about it). It is a relatively stable set of perceptions held by members of an organization regarding the characteristics and quality of the organization's culture. Signals of the company's performance climate: Friendly tone of the meeting Positive opinion of own production Positive word of mouth promotion of own company to the surrounding area Willingness to help a colleague Willingness to accept non-departmental complaints  Friendly greeting of customers and visitors by all employees Not shifting responsibility to other employees or departments Volunteering to work over time Friendly telephone operator, friendly doorman Team spirit The role of HR in culture change: Define Explain to others Evaluate the present and identify criteria for assessing progress Choose an approach Establish a plan of action