hrm.pptx

BLEPP TOS in IOPsych C. Human Resource Development and Human Resource Management (25%) 3.1. Differentiate  (a) human resource development and human resource management  (b) human resource development and organizational development  (c) Human resource development and employee training 3.2 Identify...

BLEPP TOS in IOPsych C. Human Resource Development and Human Resource Management (25%) 3.1. Differentiate  (a) human resource development and human resource management  (b) human resource development and organizational development  (c) Human resource development and employee training 3.2 Identify the activities involved in human resource development 3.3 Examine the scope, coverage, and processes across the different areas of human resource development (training, learning, career development, talent management, performance appraisal, employee engagement and empowerment) 3.4. Analyze the organizational activities involved in human resource management (manpower planning, staffing, developing, monitoring, maintaining, managing relationship and evaluating). 3.5 Compare the role of the human resource manager and the human resource development manager in an organization. HUMAN RESOURCE MANAGEMENT Human Resource Management the process of managing an organization's employees. includes all aspects of people management to effectively meet an organization's goals Staffing Compensati on benefits Defining or designing work HR Planning Design of the Organization and Job Selection and Staffing Organizational Development Training and Development HRM Compensation and Benefits Union/Labor Relations Employee Assistance Personnel Research and Information System Selection Selection and and Staffing Staffing HR Plannin g The The objective objective of of HR HR Planning Planning is is to to ensure ensure that that the the organization organization has has the the right right types types of of persons persons at at the the right right time time at at the the right right place. place. Design Design of of the the Organization Organization and and Job Job Organizational Organizational Development Development Training Training and and Development Development HRM Compensation Compensation and and Benefits Benefits Union/Labor Union/Labor Relations Relations Employee Employee Assistance Assistance Personnel Personnel Research and Research and Information Information System System HR HR Planning Planning Selection Selection and and Staffing Staffing Design of the Organizatio n and Job Organizational Organizational Development Development Training Training and and Development Development HRM Compensation Compensation and and Benefits Benefits Union/Labor Union/Labor Relations Relations Employee Employee Assistance Assistance Personnel Personnel Research and Research and Information Information System System This This is is the the task task of of laying laying down down organization organization structure, structure, authority, authority, relationship relationship and and responsibilities. responsibilities. This This is is the the process process of of recruitment recruitment and and selection selection of of staff. staff. Selection and Staffing HR HR Planning Planning Design Design of of the the Organization Organization and Job and Job Organizational Organizational Development Development Training Training and and Development Development HRM Compensation Compensation and and Benefits Benefits Union/Labor Union/Labor Relations Relations Employee Employee Assistance Assistance Personnel Personnel Research and Research and Information Information System System HR HR Planning Planning Design Design of of the the Organization Organization and Job and Job Selection Selection and and Staffing Staffing Training and Development Organizational Organizational Development Development HRM Compensation Compensation and and Benefits Benefits Union/Labor Union/Labor Relations Relations Employee Employee Assistance Assistance Personnel Personnel Research and Research and Information Information System System This This involves involves an an organized organized attempt attempt to to find find out out training training needs needs of of the the individuals individuals HR HR Planning Planning Design Design of of the the Organization Organization and Job and Job Selection Selection and and Staffing Staffing Organizati onal Developm ent Generating Generating healthy healthy interpersonal interpersonal and and inter-group inter-group relationship relationship within within the the organization organization Training Training and and Development Development HRM Compensation Compensation and and Benefits Benefits Union/Labor Union/Labor Relations Relations Employee Employee Assistance Assistance Personnel Personnel Research and Research and Information Information System System HR HR Planning Planning Design Design of of the the Organization Organization and Job and Job Selection Selection and and Staffing Staffing Organizational Organizational Development Development Training Training and and Development Development HRM Compens ation and Benefits This This is is the the area area of of wages wages and and salaries salaries administration administration where where wages wages and and compensations compensations are are fixed fixed Union/Labor Union/Labor Relations Relations Employee Employee Assistance Assistance Personnel Personnel Research and Research and Information Information System System HR HR Planning Planning Design Design of of the the Organization Organization and and Job Job Selection Selection and and Staffing Staffing Organizational Organizational Development Development Training Training and and Development Development HRM Compensation Compensation and and Benefits Benefits Each Each employee employee is is unique unique in in character, character, personality, personality, expectation expectation and and temperament. temperament. Union/Labor Union/Labor Relations Relations Employ ee Assista nce Personnel Personnel Research and Research and Information Information System System HR HR Planning Planning Design Design of of the the Organization Organization and Job and Job Selection Selection and and Staffing Staffing Organizational Organizational Development Development Training Training and and Development Development HRM Union/ Labor Relations Compensation Compensation and and Benefits Benefits Employee Employee Assistance Assistance Personnel Personnel Research and Research and Information Information System System Healthy Healthy Industrial Industrial and and Labour Labour relations relations are are very very important important for for enhancing enhancing peace peace and and productivity productivity in an organization. in an organization. HR HR Planning Planning Design Design of of the the Organization Organization and Job and Job Selection Selection and and Staffing Staffing Organizational Organizational Development Development Training Training and and Development Development HRM Compensation Compensation and and Benefits Benefits Union/Labor Union/Labor Relations Relations Employee Employee Assistance Assistance Personnel Research and Informatio n System Continuous Continuous research research in in HR HR areas areas is is an an unavoidable unavoidable requirement. requirement. It It must must also also take take special special care care for for improving improving exchange exchange of of information information through through effective effective communication communication systems systems on on a a continuous continuous basis basis especially especially on on moral moral and and motivation. motivation. Human Resource Development The cultivation of an organization’s employees. It entails providing workers with skills and relevant knowledge that may help them to grow in the workplace. HRM HRD broader focus on labor relations, compensation, benefits and compliance. training employees and aligning their personal development goals with the broader goals of the organization or business. benefits, payroll, or recruiting training and development specialists and managers, instructional designers, or program developers Problem solving Purpose of Orientation Employee orientation (often called “onboarding” today) provides new employees with the information they need to function; ideally, though, it should also help new employees start getting emotionally attached to the firm. Orientation Helps New Employees Feel welcome and at ease Understand the organization Know what is expected in work and behavior Begin the socialization process The Orientation Process Company organization and operations Employee benefit information Personnel policies Daily routine Employee Orientation Safety measures and regulations Facilities tour The Training Process Training  Is the process of teaching new employees the basic skills they need to perform their jobs  Is a hallmark of good management  Reduces an employer’s exposure to negligent training liability Training’s Strategic Context  The aims of firm’s training programs must make sense in terms of the company’s strategic goals.  Training fosters employee learning, which results in enhanced organizational performance. Training means giving new or current employees the skills they need to perform their jobs. Training is a hallmark of good management. Employers today must make sure that their training programs are supporting their firms’ strategic goals. Steps in the Training Process Training programs consist of four steps. 1.In the needs analysis step, identify the specific knowledge and skills the job requires, and compare these with the prospective trainees’ knowledge and skills. 2.In the instructional design step, formulate specific, measurable knowledge and performance training objectives, review possible training program content (including workbooks, exercises, and activities), and estimate a budget for the training program. 3.Implement the program, by actually training the targeted employee group using methods such as on-the-job or online training. 4. In the evaluation step, assess the program’s success (or failures). Training, Learning, and Motivation Make the Learning Meaningful 1. At the start of training, provide a bird’s-eye view of the material to be presented to facilitate learning. 2. Use a variety of familiar examples. 3. Organize the information so you can present it logically, and in meaningful units. 4. Use terms and concepts that are already familiar to trainees. 5. Use as many visual aids as possible. 6. Create a perceived training need in trainees’ minds. Training, Learning, and Motivation (cont’d) Make Skills Transfer Easy 1. Maximize the similarity between the training situation and the work situation. 2. Provide adequate practice. 3. Label or identify each feature of the machine and/or step in the process. 4. Direct the trainees’ attention to important aspects of the job. 5. Provide “heads-up,” preparatory information that lets trainees know what might happen back on the job. Training, Learning, and Motivation (cont’d) Reinforce the Learning 1. Trainees learn best when the trainers immediately reinforce correct responses, perhaps with a quick “well done.” 2. The schedule is important. The learning curve goes down late in the day, so that “full day training is not as effective as half the day or three-fourths of the day.” Analyzing Training Needs Training Needs Analysis Task Analysis: Assessing new employees’ training needs Performance Analysis: Assessing current employees’ training needs Task analysis is a detailed study of the job to determine what specific skills the job requires. Performance analysis is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies through training or some other means (like transferring the employee). FIGURE 8–2 Example of Competency Model for Human Resource Manager Performance Analysis: Assessing Current Employees’ Performance analysis isTraining the process of verifying that there is a performance Needs deficiency and determining whether the employer should correct such deficiencies through training or other means (motivation). Specialized Software Assessment Center Results Individual Diaries Attitude Surveys Performance Appraisals Methods for Identifying Training Needs Tests Job-Related Performance Data Observations Interviews Can’t-do or Won’t-do? Training Methods On-the-Job Computer-Based Training Training (CBT) Simulated Apprenticeship Learning Training Informal Internet-Based Learning Training Learning Job Instruction PortalsTraining Lectures Programmed Learning Audiovisual-Based Training Vestibule Training Teletraining and Videoconferencing Electronic Performance Support Systems (EPSS) The OJT Training Method On-the-Job Training (OJT)  Having a person learn a job by actually doing the job. Types of On-the-Job Training  Coaching or understudy  Job rotation  Special assignments Advantages  Inexpensive  Learn by doing  Immediate feedback On-the-Job Training Steps to Help Ensure OJT Success 1 Prepare the learner 2 Present the operation 3 Do a tryout 4 Follow up FIGURE 8–3 Some Popular Apprenticeships Apprenticeship training is a process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job training. It traditionally involves having the learner/apprentice study under the tutelage of a master craftsperson. FIGURE 8–4 Job Instruction Training at UPS Many jobs (or parts of jobs) consist of a logical sequence of steps that one best learns step-bystep. This step-by-step training is called job instruction training (JIT). Copyright © 2011 Pearson Education 8–30 Delivering Effective Lectures Don’t start out on the wrong foot. Give your listeners signals. Be alert to your audience. Maintain eye contact with audience. Make sure everyone in the room can hear. Control your hands. Talk from notes rather than from a script. Break a long talk into a series of five-minute talks. Practice and rehearse your presentation. Programmed Learning Programmed learning (or programmed instruction) is a step-by-step, self-learning method that consists of three parts. Presenting questions, facts, or problems to the learner Allowing the person to respond Providing feedback on the accuracy of answers Advantages  Reduced training time  Self-paced learning  Immediate feedback  Reduced risk of error for learner Intelligent Tutoring Systems Intelligent tutoring systems are computerized, supercharged, programmed instruction programs. In addition to the usual programmed learning, intelligent tutoring systems learn what questions and approaches worked and did not work for the learner, and therefore adjust the suggested instructional sequence to the trainee’s unique needs. Advantages  Reduced learning time  Cost effectiveness  Instructional consistency Types of Programmed Learning  Interactive multimedia training  Virtual reality training  Virtual classroom 8–33 n TABLE 8–2 Names of Various Computer-Based Training Techniques Computer-based programmed instruction Computer-based training Computer-managed instruction Intelligent computer-assisted instruction Intelligent tutoring systems Computer simulation ality Advanced form of computer simulation Internet-Based Training Teletraining and Videoconferencing Electronic Performance Support Distance Learning Methods Systems (EPSS) Computer-Based Training E-learning and learning portals Learning management systems (LMS) play an important role in Internet training. They are special software packages that support Internet training by helping employers identify training needs, and in scheduling, delivering, assessing, and managing the online training itself. Lifelong Learning and Literacy Training Techniques Lifelong learning means providing employees with continuing learning experiences over their tenure with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their horizons. Employer Responses to Employee Learning Needs Provide employees with lifelong educational and learning opportunities Instituting basic skills and literacy programs Creating Your Own Training Program Creating a Training Program 1 Set training objectives 2 Use a detailed job description 3 Develop an abbreviated task analysis record form 4 Develop a job instruction sheet 5 Compile training program for the job Implementing Management Development Programs Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills. Long-Term Focus of Management Development Assessing the company’s strategic needs Appraising managers’ current performance Developing the managers and future managers Succession Planning Development is usually part of the employer’s succession planning. Succession planning refers to the process through which a company plans for and fills senior-level openings. Steps in the Succession Planning Process 1 Anticipate management needs 2 Review firm’s management skills inventory 3 Create replacement charts 4 Begin management development Management Development Techniques Managerial On-the-Job Training Job rotation A management training technique that involves moving a trainee from department to department to broaden his or her experience and identify Coaching and understudy Action learning the trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching. A training technique by which management trainees are allowed to work full-time analyzing and solving problems in other Other Management Training Techniques Off-the-Job Management Training and Development Techniques The case study method Management games Outside seminars University-related programs Other Management Training Techniques Off-the-Job Management Training and Development Techniques Role playing Behavior modeling Corporate universities Executive coaches Behavior Modeling Behavior Modeling Training 1 Model the effective behaviors 2 Have trainees role play using behaviors 3 Provide social reinforcement and feedback 4 Encourage transfer of training to job Managing Organizational Change Programs What to Change Strategy Culture Structure Technologie s Employees Managing Organizational Change and Development Knowing how to deal with resistance to change is the heart of implementing an organizational change program. Implementing change can mean either reducing the forces for the status quo or building up the forces for change. The Human Resource Manager’s Role Overcoming resistance to change Organizing and leading organizational change Effectively using organizational development practices Managing Organizational Change and Development (cont’d) Psychologist Kurt Lewin formulated a model of change to summarize what he believed was a three-step process for implementing a change with minimal resistance. Overcoming Resistance to Change: Lewin’s Change Process 1 Unfreezing 2 Moving 3 Refreezing How to Lead the Change Unfreezing Stage 1. Establish a sense of urgency (need for change). 2. Mobilize commitment to solving problems. Moving Stage 3. Create a guiding coalition. 4. Develop and communicate a shared vision. 5. Help employees to make the change. 6. Consolidate gains and produce more change. Refreezing Stage 7. Reinforce new ways of doing things. 8. Monitor and assess progress. Using Organizational Development Organizational Development (OD) 1 Usually involves action research 2 Applies behavioral science knowledge 3 Changes the organization in a particular direction TABLE 8–3 Examples of OD Interventions Human Process Applications HRM Applications T-groups (Sensitivity Training) Process consultation Goal setting Performance appraisal Third-party intervention Team building Reward systems Career planning and development Organizational confrontation meeting Survey research Managing workforce diversity Employee wellness Technostructural Interventions Strategic OD Applications Formal structural change Culture change Strategic change Differentiation and integration Cooperative union–management projects Quality circles Total quality management Work design Integrated strategic management Self-designing organizations Evaluating the Training Effort Designing the Evaluation Study  Time series design  Controlled experimentation Choosing Which Training Effects to Measure  Reaction of trainees to the program  Learning that actually took place  Behavior that changed on the job  Results achieved as a result of the training The Basics of Career Management Career  The occupational positions a person has had over many years. Career management  The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively. Career development  The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment. The Basics of Career Management Career planning  The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals. Careers today  Careers are no simple progressions of employment in one or two firms with a single profession.  Employees now want to exchange performance for training, learning, and development that keep them marketable. Traditional Versus Career Development Focus The Individual Accept responsibility for your own career. Assess your interests, skills, and values. Seek out career information and resources. Establish goals and career plans. Utilize development opportunities. Talk with your manager about your career. Follow through on realistic career plans. The Manager Provide timely performance feedback. Provide developmental assignments and support. Participate in career development discussions. Support employee development plans. The Organization Communicate mission, policies, and procedures. Provide training and development opportunities. Provide career information and career programs. Offer a variety of career options. Roles in Career Development Choosing a Mentor Choose an appropriate potential mentor. Don’t be surprised if you’re turned down. Be sure that the mentor understands what you expect in terms of time and advice. Have an agenda. Respect the mentor’s time. The Employer’s Role in Career Development Realistic job previews Challenging first jobs Career-oriented appraisals Job rotation Mentoring Networking and interactions Innovative Corporate Career Development Initiatives Provide each employee with an individual budget. Offer on-site or online career centers. Encourage role reversal. Establish a “corporate campus.” Help organize “career success teams.” Provide career coaches. Provide career planning workshops Utilize computerized on- and offline career development programs Establish a dedicated facility for career development Managing Promotions Making promotion decisions  Decision 1: Is Seniority or Competence the Rule?  Decision 2: How Should We Measure Competence?  Decision 3: Is the Process Formal or Informal?  Decision 4: Vertical, Horizontal, or Other? Managing Transfers Employees’ reasons for desiring transfers  Personal enrichment and growth  More interesting jobs  Greater convenience (better hours, location)  Greater advancement possibilities Employers’ reasons for transferring employees  To vacate a position where an employee is no longer needed.  To fill a position where an employee is needed.  To find a better fit for an employee within the firm.  To boost productivity by consolidating positions. Enhancing Diversity through Career Management Sources of bias and discrimination in promotion decisions  Having few people of color employed in the hiring department  The “old-boy network” of informal friendships  A lack of women mentors  A lack of high-visibility assignments and developmental experiences (glass ceiling)  A lack of company role models for members of the same racial or ethnic group  Inflexible organizations and career tracks Enhancing Women’s and Minorities’ Eliminate institutional barriers Prospects Improve networking and mentoring Eliminate the glass ceiling Institute flexible schedules and career tracks Career Management and Employee Commitment The “New Psychological Contract”  Old contract: “Do your best and be loyal to us, and we’ll take care of your career.”  New contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.” Career Management and Employee Commitment Commitment-oriented career development efforts  Career development programs  Career workshops that use vocational guidance tools (including a computerized skills assessment program and other career gap analysis tools) to help employees identify career-related skills and the development needs they possess.  Career-oriented appraisals  Provide the ideal occasion to link the employee’s performance, career interests, and developmental needs into a coherent career plan. Retirement Retirement  The point at which one gives up one’s work, usually between the ages of 60 and 65. Preretirement practices  Explanation of Social Security benefits  Leisure time counseling  Financial and investment counseling  Health counseling  Psychological counseling  Counseling for second careers  Counseling for second careers inside the company Identify Your Career Stage 1. Exploration Typical age range: 21-25 Exploration refers to the stage before gaining permanent employment. Those in this stage may be finishing an undergraduate or graduate degree. This stage shapes the direction of your professional ambitions. As the prospect of a long-term career approaches, you may begin to eliminate many options and focus on several professions that interest you. Discovering interests: Define what your passion is, what motivates you and what jobs are suited to your personality. Developing basic skills: Take courses for your intended career and pass any necessary state or national exams, such as the medical licensing exam. Creating expectations: Consider what type of lifestyle you want in the future and what salary range will provide this lifestyle. Think about whether you want a 2. Establishment Typical age range: 25-35 years old The establishment stage includes your initial job search, applying for a job and accepting your first long-term position. You are likely to accept an entry-level or mid-level position with comparably minor responsibilities.  Your main objectives in the establishment stage are: Learning your new job Gaining acceptance from peers Developing and improving your skills 3. Mid-career Typical age range: 35-45 years old This stage may be characterized by either career stability and progression or a transition into a new profession or field. Many employees in this stage reach their peak levels of productivity and maintain a skill set specific to their role. These years will demonstrate your commitment to your work and solidify your position. By remaining dedicated to 4. Late-career Typical age range: 45-55 years old Presuming that you progressed through the midcareer stage successfully, the late-career stage can be an opportunity for a less demanding work environment. Rather than learning or obtaining new skills, the late-stage employee can teach others and begin identifying and training a successor. 5. Decline Typical age range: 55-65 years old After retirement, you may choose to enjoy the break from working by spending more time with family and friends and traveling. You can channel your skills and knowledge into reviving past hobbies, developing new interests or volunteering.  Depending on your financial situation, lifestyle and energy level, you may also consider finding other ways to make money, such as: Working part-time Consulting on a freelance basis Finding another full-time job Identify Your Occupational Orientation Developed by psychologist John Holland, the model categorizes people into six main personality types based on their preferences for work environments and tasks. Here's a brief overview of each orientation: Realistic orientation Artistic orientation Investigative orientation Social orientation Enterprising orientation Conventional orientation 1.Realistic Orientation (R):  Characteristics: Practical, hands-on, enjoys working with tools or machines, and tends to be physically active.  Example Careers: Carpenter, electrician, mechanic, farmer, or engineer. 2.Artistic Orientation (A):  Characteristics: Creative, imaginative, enjoys self- expression through the arts, and values aesthetics.  Example Careers: Writer, artist, musician, actor, or graphic designer. 3. Investigative Orientation (I):  Characteristics: Analytical, curious, enjoys solving problems through research and analysis, and values intellectual pursuits.  Example Careers: Scientist, researcher, mathematician, IT professional, or academic. 4.Social Orientation (S):  Characteristics: Interpersonal, enjoys working with people, helping others, and facilitating communication.  Example Careers: Counselor, social worker, teacher, nurse, or psychologist. 5. Conventional Orientation (C):  Characteristics: Detail-oriented, organized, values structure and order, and prefers working with data or numbers.  Example Careers: Accountant, data analyst, administrative assistant, or bank clerk. 6.Enterprising Orientation (E):  Characteristics: Ambitious, leadership-oriented, enjoys influencing and persuading others, and values entrepreneurial activities.  Example Careers: Salesperson, manager, entrepreneur, marketing professional, or politician. Identify Your Career Anchors Career anchor  A concern or value that a person you will not give up if a [career] choice has to be made. Typical career anchors  Technical/functional competence  Managerial competence  Creativity  Autonomy and independence  Security