Professional Documents
Culture Documents
DEFINITION
HRM IS RESPONSIBLE FOR THE PEOPLE DIMENSION
OF THE PRGANISATION.IT IS RESPONSIBLE FOR GETTING
COMPETENT PEOPLE,TRAINING THEM ,GETTING THEM TO
PERFORM AT HIGH LEVELS AND PROVIDING MECHANISM
TO ENSURE THAT THESE EMPLOYEES MAINTAIN THEIR
PRODUCTIVE AFFILIATION WITH ORGANISATION.
HRM POLICY
A policy is a general guide to decision making.policies are
developed for areas where problems have arisen in the past.,or in potential
problem areas which management considers important enough to warrant policy
development.policies free management having to make decisions in areas in
which they have less competence or on matters with which they do not wish to
become involved.this assures some consistency in behavior and allows managers
to concentrate on decisions in which they have the most experience and
knowledge.
After the broadest policies are developed ,some organizations
developed procedures and rules.these are most specific plans which limit the
choices of managers and employees.procedures and rules are developed for the
same reason as policies.
HRM PROCEDURE
A procedure or rule is a specific direction or action . it tells a manager how to
do a particular activity.in large organizations , procedures are collected and put
into manuals , usually called standard operating procedures(SOP,s).
Organizations must be careful to have consistent decision making which flows
from a well-developed but not excessive , set of policies and procedures . some
organizations in effect eliminate managerial initiative by trying to develop
policies and procedures for everything. Procedures should be developed only for
the most vital areas.
AIMS OF HRM
it’s a strategic tool.At the beginning of every year, the HR department calls
for self- imposed goals from each staff member. Each goal is given certain
marks and aggregate of all these goals come to 50 marks. At the end of the
year, the management assesses the goals achieved and marks are awarded
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accordingly. The goals set by the staff members also include business
mobilization.
The overall purpose of HRM is to ensure that the organization is able to achieve
success through people.as Ulrich and Lake(1990) have remarked:
“HRM systems can be the source of organizational capabilities that
allows firms to learn and capitalize on new opportunities.”
Specifically,HRM aims to:
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adopt an ethical approach to managing employees
that is based on concern for people ,fairness and
transparency;
maintain and improve the physical and mental well-
being of employees.
Staff members/ branches are given business targets and awards are also
granted in the shape of bonus which keeps the institution competitive with
other banks.
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it contributes in measureable ways to the creation and
maintenance of competitive advantage ,and the focus
is on adding value,especially for shareholders;
it involves the adoption of a comprehensive and
coherent approach to the provision of mutually
supporting employment policies and practices,ie the
development of integrated HR policies and practices.
importance is attached to strong cultures and values.
it is performance-oriented emphasizing the need for
ever higher levels of achievement to new challenges ;
employee relations are unitarist rather than pluralist
,individual rather than collective;
organization principles are organic and decentralized
with flexible roles, a focus on process(how things are
done ,especially across traditional organizational
boundries)and more concern for teamwork –flexibility
and teamwork are important;
there is strong emphasis on delivery of quality to
customers and the achievement of high level of
customer satisfaction;
rewards are differentiated according to performance
,competence ,contribution or skill.
Of theses characteristics perhaps the most important ones are the emphasis of
HRM on gaining commitment and strategic fit.
CHALLENGES FACED BY HRM
Changes in socio economic and political conditions are bound to bring about
changes in the environment within the organizations .the personnel managers of
today may find themselves obsolete because of the rapidly changing business
environment ,and therefore they should constantly update their knowledge and
skills by looking at the organisation’s needs and objectives.some of the
important challenges are :
VISION PENETRATION
Evolving the right vision is an entrepreneurial or top management function, but
its utility increases immensely if it percolates and is understood and accepted
down the line. Vision not only provides the fuel and direction to business
strategy, but also helps managers evaluate management policies and make
decisions .penetration of vision shall therefore become an important integral part
of man management in future.
INTERNAL ENVOIRNMENT
Creating an environment ,which is responsive to external changes ,providing
satisfaction to the members of the organization ,and sustaining it through the
culture ,useful traditions ,practices and even systems,will become another
important dimension of managing managerial personnel.
CHANGE IN INDUSTRIAL RELATION
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The practice of IR has undergone sea changes .the notion that the workers must
be disciplined at the manager’s will have to be buried.development of workers
may need simpler and appropriate inputs ,but both the workers and managers
must be managed and developed by the same set of assumptions and HRM
philosophy of the company.
BUILDING ORGANISATIONAL CAPABILITIES
The paradigm of managing managers would include not only assisting them to
acquire new skills and knowledge and to evaluate environmental changes to
evolve business strategies, but also to live in a psychological state of readiness
to continually change.
JOB DESIGN AND ORGANISATIONAL STRUCTURE
In designing organizations we will hopefully soon give up uncritical acceptance
of foreign concepts and fads like quality circles,TQM,etc.instead of these
organizational structure and design will primarily be based on
task approach i.e. understanding of the intricacies of
technology, jobs and functions to be performed to
achieve organizational tasks and
people approach ,which takes cognizance of their
strengths ,idiosyncrasies ,aspirations and relationships
at work.
INCREASING SIZE OF WORKFORCE
The organizations are ever increasing in size and complexity,multiplying the
number of people working therein.the management of an increased workforce
poses serious problems and challenges especially since the workers are
becoming more conscious of their rights.
CHANGING PSYCHO –SOCAIL SYSTEM
In the traditional bureaucratic mode ,the organizations were designed to perform
technical functions with strict compartmentalization of work functions .but in
future human participation will be requird not only in technical functions but
also in establishing the democratic humanistic system.
SATISFACTION OF HIGHER LEVEL NEEDS
The workers are becoming much aware of their higher level needs .this
awareness is likely to intensify further in the future workforce .therefore
managers would be required to evolve appropriate techniques of motivating the
workers and getting the work from them .
EQUALITARIAN SOCIAL SYSTEM
Major developments that have taken place in the last four decades have been
due to the desire of the organizations members to have greater say and influence
in organizational functioning .thus contemporary organizations are putting
lesser emphasis on the hierarchical structures and thus moving towards a more
equalitarian social system.this is going to be more common in days to come.
TECHNOLOGICAL ADVANCES
In the wake of technological advances new jobs will be created and many old
jobs will become redundant.unemployment resulting from modernization could
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be liquidated by properly assessing manpower needs and training of redundant
employees in alternate skills.
COMPUTERISED INFORMATION SYSTEM
It will play a revolutionary role in managerial decision making .it will also have
an increasing impact in coordination and at strategic levels.
CHANGES IN LEGAL ENVOIRNMENT
To meet with the increasing changes in the legal environment, necessary
adjustments will have to be so that greater utilization of human resources can be
achieved.
MANAGEMENT OF HUMAN RELATIONS
The new generation workforce comprising educated and conscious workers will
ask for higher degree of participations and avenues for self fulfillment. It is
rather difficult to motivate many of the new generation workers than their
predecessors. This is partly due to more change in their value systems and
higher levels of professional competency.
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Over the past three decades the size of the typical HR department has increased
considerably. this increase reflects both the growth and complexity of the
government regulations and a greater awareness that the HR issues are important
to the achievement of business objectives. Many colleges and universities now
offer specialized degree in human resources at different levels.
PURPOSE
purpose basically is the goal , vision and business aim of the organization.
PERSPECTIVE
It is the direction-------- a mental view of the relative importance of things.
POSITIONING
The image of the company and the product in the market.
POLICIES
judicious and expedient in the dealings.
PARTNERSHIP
The state of being a partner or partners , a joint business within or outside the
organization.
PLANS
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proper plans of action , translated to business policies.
PRODUCT
the product should be innovative , qualitative and cost effective.
PRINCIPLES
set of values , culture and philosophy.
PEOPLE
challenging , ethical , commited , high performance , self driven.
PERFORMANCE
output of the organization , results , in terms of both quality and quantity.
Human resource management is now a strategically important area of corporate
governanace, which indicates that HRD policies need to be integrated into the
overall policies of the organization.to be precise , it is a cyclic process of
developing mission , vision and business plan through people and translating
those to actionthropugh policies , ensuring results and redefining the objective
again.
CONTRADICTIONS IN HRM
Legge believes that the concept of HRM contains the
following internal contradictions.
The complimentarity and consistency of mutuality
policies designed to generate commitment , flexibility
, quality etc.
Problems over commitment as GUEST (1987)asked
,’commitment to what?
HRM appears torn between preaching the virtues of
individualism (concentration on the individual) and
collectivism(teamwork , etc)
There is a potential tension between the development
of a strong corporate culture and employees ability to
respond flexibility and adaptivity.
MORALITY OF HRM
Inspite of all their protestations to the contrary , the advocates of
HRM could be seen to be introducing alternative and more insidious forms of
control by compliance when they emphasize the need to do . as LEGGE
(1989)pointed out:
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–reinforces the intention that autonomy will be exercised ‘responsibly’i.e. in
management’s interests.
She contends that management go only in for HRM out of self interest ,regarding
Employees as a means to an end.
HRM is accused by many academics of being manipulative . as WILLMOTT (1993)remarks,HRM
operates as a form of insidious control. It preaches mutuality but the reality is that behind the
rhetoric it exploits workers . it is ,they say a woolf in sheep’s clothes . they note that chief
executives with a mission for HRM tend to adapt the principle of ‘ what is good for the business
must be good for everyone in it.’ Essentially the accusation is that HRM treats employees as means
to an end .however , it could be argued that fi organizations exist to achoieve ends ,which thety
clearly do , and if those can only be achieved through people , which is clearly the case , the
concern of management for commitment and performance from those people is not unnatural and
is not solely attributable to HRM .
INCONSISTENCIES IN COMMENTS FO HRM:
As GUEST has suggested there are two contradictory concerns about HRM . the first as
formulated by LFGGE is that while management rhetoric may express concorn for workers ,the
reality ios harsher .KEENOY complains that :
The real puzzle about HRMism is how , in the face of such apparently overwhelming critical
“refutation”, it has secured such influence and institutional presence.’ Other writers however
simply claim that HRM does not work. SCOTT finds that both management and workesr are
captives of their history and find it very difficult to workesr are captives of their history and find it
very difficult to let go of their traditional adversarial orientation.
But these contentions are contradictory. As GUEST remarks:
It is difficult to treat HRM as a major threat (though what is a threat to is not always made
explicit )deserving of serious critical analysis while at the same time claiming that it is not
practiced or is ineffective.
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employees, and using a variety of techniques to ensure workforce flexibility.
While these strategies are very potent for increasing organizational
effectiveness, they can make it difficult to keep track of all the people who work
for the organization. Fortunately, computer hardware and software have made
keeping track of human resources much easier.
HIRS APPLICATIONS
A computerized HIRS contains computer hardware and software
applications that work together to help manager make HR decisions. The
hardware may be a mainframe computer or a fairly inexpensive personal
computer. The software may be a custom-designed program .
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HUMAN RESOURCE STRATEGIES
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JOB ANALYSIS AND DESIGN
Organization have evolved because the overall mission and objectives of most
institutions are too large for any single person to achieve.the cornerstone of the
organization is the jobs performed by employees .the set of jobs is what provides
the input needed to accomplish the mission and objectives. these jobs must fit
together , coordinate , and link directly to the mission if the organization is to be
successful.thus,studying and understanding jobs is a vital part of any hrm
program.jobs analysis involves the formal study of jobs.
Each employee is given a duty list which clarifies. A duty list is designed by
branch manager. Load work is assessed to formulate duty list.
iv. Training.
12
JOB ANALYSIS
The process of defining a job in terms of tasks or behaviours and specifying the
education , training , and responsibilities needed to perform the job successfully.
JOB DESCRIPTION
The job analysis provides information about the job that results in a description
of what the job entails.
JOB SPECIFICATION
The job analysis also results in the specification of what kind of traits and
experiences are needed to perform the job.
TASK
A coordinated and aggregated series of work elements used to produce an
output .
POSITION
Consist of responsibilities and duities performed by an individual.there are as
many positions as there are employees.
JOB
Group of positions that are similar in their duties , such as a computer
programmer or compensation specialist.
JOB FAMILY
A group of two or more jobs that have similar job duties.
These terms illustrate that in order to prevent confusion and improper usage
the specific meaning of words must be understood.terms such as job and task
are often used interchangeably.this , howver , is technically not correct.since
precision is required by federa and state legislation it is important for the HRM
manager to be accurate in the use of terms.
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2)DETERMINE HOW JOB ANALYSIS IN FORMATION WILL BE USED.
30SELECT JOBS TO BE ANALYZED.
4)COLLECT DATA BY USING ACCEPTABLE JOB TECHNIQUES.
5)PREPARE JOB DESCRIPTION.
6)PREPARE JOB SPECIFICATION.
70PREPARE JOB DESIGN.
8)EVALUATE AND IMPLEMENT JOB DESIGN IMPLEMENTATION.
written statement of what the worker actually does are also maintained.
42) If all of the above are involved in this committee then in what ratio?
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HR PLANNING
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Employees who work for organizations that use good employment planning
systems have a better chance to participate in planning their own careers and to
share in training and development experiences.thus they are likely to feel their
talents are important to the employer and they have a better chance to utiloise
those talents .this often leads to greater employee satisfaction and its
consequences:lower absenteeism,lower turnover,fewer accidents and high
quality of work.
MORE EFFECTIVE EEO PLANNING
Governments have increased their demands for equal employment
opportunities .information systems that focus on personnel and employment
planning help organizations formally plan employment distribution.therefore it
is easier to complete required government reports and respond satisfactorily to
EEO demands using personnel and employment planning.
In sum effective employment planning assures that HRM activities and
programs will be built o a foundation of good planning .this shpuld cut down on
a number fo surprises that occur involving human resources
availibilty,placement and orientation.not having the right person in the right
place at a particular moment is a surprise and usually a problem.these kinds of
surprises can be reduced through effective personnel and employment planning.
One of the most important factor affecting planning is the goal of the
controlling interests in the organization.if planning and effective utilization of of
human resources are not a significant goal of the organization ,employment
planning will not be formed properly.if thebgoal of top management include
stabe growth ,employment planning will be less important thanm if thje goals
include rapid expansion ,diversification or other afctors with a significant impact
on future employment needs.
Government policies are another important factor in planning.requirements
for equal employment opportunity and promotion call for women and other
employees in minority groups and special categories.other examples are the
government’s raising the age of mandatory retirement and the encouragement of
hiring handicapped employees and veterans.
The conditions in the labour market also have a significant impact on the
amount nd the type of the employment planning done in an enterprise.to a leser
extent that the government ,unions may restrict the ability to hire and promote
employees , so they too are a factor in planning.
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The tupes of people employed and the taks they do alos determine the kind
of planning necessary.need for unskilled employees do not have to be planned
two years ahead.
ACTION DECISIONS IN PERSONNEL AND EMPLOYMENT
PLANNING
There are several managerial decisions to be made once demand for people
has been forecast and compared to supply.
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INTRODUCTION
Before an organization can make a job offer in must have people
who want the job this chapter describes effective ways to recruit the people
needed to offset shortages in human resources which become apparent as a
result of the personnel and employment planning process.
DEFINITION
Recuruiting is that set of activities and organization uses to attract
job candidates who have the abilities and attitudes nedded to help the
organization achiece its objectives.
EXPLANATION
Recruiting is related directly to a number of P/HRM activities, as
shown in Exhibit 6-1 personal and employment planning determines the number
of employees needed and all subsequent P/HRM activities (such as selection,
orientation, development, compensation) cannot be effective unless good
employees have been recruited.
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At this point, you may have determined, for example, that what
your eally want is a job near home, in a small firm in the toy industry, that you
can buy out some day. Answers to these questions will help you narrow the list f
potential employers to a reasonable size.
Then you need to analyze what you have to offer that comprises
your comparative advantages. These can include education (for example, grades,
kinds of courses, skills developed.) interpersonal skills personality traits, and
personal contacts.
After completing steps 3 and 4 you are ready to look for a job.
Use all the sources.
Forecasting Techniques
There are two basic categories of forecasting techniques,
quantitative and qualitative. The example described I figure 5.2 is a highly
simplified version of a quantitative technique. A variety of mathematically
sophisticated quantitative techniques has been developed to estimate labor
demand and supply?
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today, when firms are struggling with destabilizing forces such as rapid
technological change and intense global competition these forces are creating
major organizational changes that are difficult to predict from past data. For
instance, a clothing manufacture that typically sells its goods to retail stores may
decide to expand its audience by seling its clothes to consumers via the web. The
business may need to recruit people with technogical and other skills that were
previously unnecessary.
Figure 5.4
20
Trends Numbers of Easily explained Rough estimates
Projections people hired or re to managers. Relies on past
quested placed on Easily prepared data.
one axis time is by HR planners.
placed on the
other axis. A
straight future to
predict HR
demand.
21
First order such Not adequate for
markov factors as Adequate for long term
Model age and considering forecasts.
seniority. alternative Requires
• Use effects of mathematical
scenarios to various HR Sophistication
test the strategies.
effect of
various
personnel
policies.
• Define
states in the
organizatio
n such as Not very useful
Semi Markov strategy More inclusive for considering
model levels than a first alternative effectis
performanc order markov of various HR
e ratings. model. Strategies.
• Identify Requires
time mathematical
period. sophistication.
• Multiply
number of
people in
each job
category by
the
probability
of
movement
between
job position
categories.
Model
assumes
that current
job position
category is
the chief
determinant
of
movement.
• Same as
first order
22
markov
model
except that
probability
of
movement
is
determined
by job
position
category
and the
individual’s
length of
stay in the
job class.
23
assessments, the acceptance of means.
group reaches results by
judgment participants.
concerning future
HR demand or
supply.
The staffing process is not and should not be, complete once
applicants are hired or promoted. To retain and maximize the human resources
who were so carefully selected, organizations must pay careful attention to
socializing them. Socialization involves orienting new employees to the
organizations and to the units in which they will be working it is important that
new employees become familiar with the company’s policies, procedures, and
performance expectations. Socialization can make the difference between a new
worker’s feeling like an outsider and feeling like a member of the team.
Although socialization is a crucial part of the hiring process, it is an ongoing
activity that continues after hiring. We discuss the socialization process in more
detail in chapter.
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are likely to cause problems from day one. Unqualified or unmotivated workers
will probably require closer supervision and direction. They may require
additional training yet never reach the required level of performance. They may
also give customer inaccurate information or give customers a reason to do
business with competitors.
25
However, having the HR department Play the central role in
hiring has one obvious drawback, this system leaves the line personnel out of a
process that is critical to the operation’s effectiveness. It is the line personnel out
of a process that is critical to the operation’s effectiveness. It is the line
personnel. After all who are intimately familiar with the line jobs and who must
work with the candidates selected in the hiring process.
Sources of Recruiting
A great number recruitment sources are available to organization.
The most prominent of these sources are:
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However, an internal promotion automatically creates another
job that has be filled.
27
employment agencies is that they often seek out candidates
who are presently employed and not looking for a new job,
which indicates that their current employer is satisfied with
their performance.
Recruitment
Recruitment is the process of searching for prospective
employees and stimulation them to apply for the job in the organization.
Job analysis
The first step in success ful selection is accurate analysis of the
job. In performance appraisal as we were told by the employess, is more of a
formality with majority of the employees who are skeptic about is as they felt it
was more of a burden and useless paper work with no results.
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a. Appraisee is asked to prepare self appraisal report for that
particular period.
b.
Advertisement
29
Employment Exchange
Employment exchanges established in various cities as per public
policy offer yet another important extablished in various cities as per maintain
separate databases for non graduates, graduated and postgraduates in our
country it is obligatory for the government departments and PSUs to notify the
acancies ot the local employment exchange who directs the candidates meeting
the basic qualification requirements.
Placement Agencies
Some agencies and associations are established to supply
candidates in terms of the requirements. The companies intimate their
requirements to them who forward a panel of suitable candidates for recruitment
this is a good source for recruitment especially for professional and managerial
positions. Some agencies like directorate general of resettlement are government
established agencies for rehabilitation of ex-service personal.
Nepotism
The recruitment of relatives is an inevitable component of
recruitment program in family owned firms. Such a policy does not necessarily
coincide with hiring on the basis of merit, but the interest and loyalty to the
enterprise are the off setting advantages.
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5.Does location matter? Do I want to work near home? In warmer
climates? In aki country? Am I willing to be mobile?
6.How much money do I want? Am I willing to work for less
money but in a more interesting job?
7.Do I like to work in one place or many? Indoors or outdoors?
8.How much variety do I want in work?
Once you have had job interviews, be sure to follow up those that
interest you by sending a letter or calling the interviewer. This requires you to
write down and remember the interviewer’s some and some details of the job
being offered.
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2.How much do you know about our company its product or
service?
7.What jobs have you learned from these positions that will help
you in the job with our company?
8.Have you set a goal for yourself about the salary you expect by
age 30? Why? 35? Why?
32
sales person makes with a prospective customer, what kind of impression did the
perspective employee in the cartoon get?
Bank Alfalah Ltd. is pleased to offer permanent employment for the captioned position to
candidates who meet the eligibility criteria and are to be selected through a merit based
selection process. If you fit the eligibility criteria, please fill in the on-line application form
and submit it (only once). While thanking you for your interest in employment with the
Bank, we wish you the best of luck with your future endeavours.
Position Description
This position is responsible for planning, coordinating, and administering SQL SERVER
2000 databases, including configure and tune, Strong development skills (i.e. using stored
proc, triggers, etc.), manage database users and security, automate common database
administration tasks, import and export data with DTS, BCP, and Bulk Insert, Database
Replications, database definition, structure, documentation, long-range requirements,
operational guidelines, Database warehousing, supports to the developers and users. The
DBA is also responsible for installing, upgrading, and patching SQL. The DBA is the
primary point of contact for most general problems related to databases. Candidates must
have strong SQL SERVER experience.
Selected candidates will be posted at the Head Office IT department at Karachi.
33
A competitive salary and benefit package will be offered to the qualified candidates.
These candidates would be directly reporting to Manager Software Development.
Banking experience will be preferred.
Eligibility Criteria
34
Education:
Minimum graduation from
a reputable institute in
Computer
Sciences.Mcs/MS will be
preferable.
Experience:
At least 3 years of
experience in
Design/Administration
of Sql Server.
Age Limit:
Not more than 28 years.
Specialized Skills:
DBA, SQL SERVER
2000, Data Ware Housing,
Database Replication,
Database Designing.
Others:
Fluent spoken and written
communication skills in
Urdu and English.
Permanent residents of
Karachi.
Can work with a team or
act as a team lead
.
Process Flow
• Only short listed candidates will be invited for preliminary interviews.
• Please note that Bank Alfalah is an ‘Equal Opportunity Employer’ and
qualifying female candidates are encouraged to apply.
35
.
SELECTION
DEFINITION
Selection is the process by which an organization chooses from a list of
applicatnts the person or persons who best meet the selection criteria for
the position available,considering current envoirnmental conditions.
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The selection Decision
These are types of approaches to the selection decision.
Some studies have been done to contrast and evaluate the various
selection techniques . proposes an interesting combination of the systematic and
clinical approaches to the selection decision which is inexpensive and realistic
enough for the average.
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technique is central to that critical evidence will be the job relatedness (validity)
of the selection techniques.
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To illustrate, current workers may not be representative of ob applicants. To
illustrate, current workers may not be representative of job applicants in that
they may be older and tend to be whit e and male. Further current workers may
not be as motivated when taking as employment test as job applicants would be
we see, then that concurrent validity may not be a good estimate of how valid a
selection measure might be in practice.
Letters of Recommendation
In general letters of recommendation are not highly related to job
performance because most are highly positive. This does no mean that all
letter of recommendation are poor indicators of performance, however. A
poor letter of recommendation may be very predictive and should not be ig
A Diagnostic Approach to the Selection Process
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P/HRM manager in charge of selection is called the employment
manager. Some organizations also give employee a voice in the selection choice.
Applicants are interviewed by employes who are then asked to express their
preferences. General more effective select ion decisions are made when many
people are involved in the decision and when adequate in formation is furnished
t those selecting the candidates. The operating manager and the work group
should have more to say about the selection decision than the PH/HRM
specialist.
Selection Criteria
The employer must be sure that the criteria used n this first step
do not violate government antidiscrimination requirements. The EEOC has a
publication, affirmative
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follow a similar procedure., all applicants who appear qualified, such s Jamie.
Would do so.
Step 4:
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A technique some organizations use to aid their selection
decisions is the employment test. Such a test is a mechanism (either a paper and
pencil test or a simulation exercise).
The terms or simulations that distinguish the best from the worst
are combined in the terms or simulations that distinguish the best from the worst
are combined into tests. A measure of effectiveness ( a criterion) is developed,
such as typing 75 words per minute with only I percent errors. All new
applicants are given the test. After about two years, those items that prove to
have been the best predictors of high performance are kept in the test used for
selection, and those found not to be predictive are dropped. This is the validation
process.
Then a trained interpreter analyzes the data set and reaches conclusions about
the personality patterns of the person being examined.
What is Career Development?
Career development is an ongoing organized and formalized effort that
focuses on developing enriched and more capable workers. It has a wider focus,
longer time frame, and broader scope than training. Development must be a key
business strategy if an organization is to survive in today’s increasingly
competitive and global business environment.
Challenges in Career Development
Before putting a career development program in place, management
needs to determine (1) responsible for development, (2) how much emphasis on
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development is appropriate, and (3) how the development needs of a diverse
work force (including dual-career couples) will be met.
Application Forms
Organizations often use application forms as screening devices to
determine if a candidate satisfies minimum job specifications, particularly for
entry-level job. The forms typically ask for information regarding past jobs and
present employment status.
Ability Tests
Various tests measure a wide range of abilities, from verbal and
qualitative skills to perceptual speed. Cognitive ability tests measures a
candidate’s potential in a certain area, such as math, and are valid predictors of
job performance when the abilities tested are based on a job analysis.
43
maintenance and repair positions to disassemble and reassemble a sewing
machine component.
Work sample tests are widely viewed as fair and valid measures of job
performance, as long as the work samples adequately capture the variety and
complexity of tasks in the actual job. Work sample tests scores have even been
sued as criteria for assessing the validity of general mental ability selection
measures. However, physical ability measures have been found to screen out
more women and minorities than white men. Physical preparation before the
testing has been found to reduce this adverse impact significantly.
Personality Tests
Personality tests assess traits, individual workers’ characteristics that
tend to be consistent and enduring. Personality tests were widely used to make
employee selection decisions in the 1940s and 1950s, but today they are rarely
used to predict job-related behaviors. The arguments against using personality
tests revolve around questions of reliability and validity. It has been argued that
traits are subjective and unreliable, unrelated to job performance, and not legally
acceptable.
Perhaps the main reason personality tests fell out of favor is that there is
no commonly agreed-upon set of trait measures. Many traits can be measured in
a variety of ways, and this lack of consistency produces problems with
reliability and validity. However, recent research on personality measurement
has demonstrated that personality can be reliably measured and summarized as
being composed of five dimensions. The “big five” factors, now widely accepted
in the field of personality psychology follow.
44
employing conscientious workers. Conscientiousness is thus the most generally
valid personality predictor of job performance.
Psychological Tests
Bank has ong used pencil-and-paper psychological tests to weed out
applicant who might steal on the job. Today, there are broader psychological
tests designed to gauge, for example, whether a job applicant has a strong work
ethic or will be motivated or defeated by the challenges of the job. The questions
and scoring methods must be the same for all applicants, and they must be job
related rather than general inquisitions into employee’s personal lives.
45
ISSUES
The global economy has forced managers to deal with other countries
cultures and business practices. For individuals, the most extreme cultural
adaptation is an assignment to the live and work in another country. But what
determines how successful these people will be in their adopted setting and
culture? Even organizations experience with international assignments do not
have stellar records in terms of effectively selecting or preparing expatriates
(those who live and work in a foreign country). However, there seems to be
some consensus among managers concerning what it takes to achieve business
objectives in an international context: adaptability. Fortunately, learning
orientation is an indicator of someone’s adaptability and can be both measured
and developed.
Learning orientation is based on a belief that personal characteristics can be
developed and improved. Can learn a lot from “and strongly disagrees with a
statement such a “it is more satisfying to work at thing I do well than to struggle
with those that might be beyond my abilities.”
A number of studies demonstrate the importance of a learning orientation in a
domestic organization environment, but there is good reason to believed that it is
at least as important in an international context. The degree of learning
orientation can be fairly easy and inexpensively measured with questionnaires
and situational exercises. Use of learning orientation could given an expatriate
manager program a competitive edge.
Another criticism is that traditional interviews are conducted in such a
way that the interview experience is very different from interviewee. For
instance, it is very common for the interviewer to open with following question:
“Tell me about your self.” The interview then proceeds in a haphazard fashion
depending on the applicant’s answer to that first question. Essentiality, each
applicant experiences a different selection method. Thus, it is not surprising that
traditional interviews have very low reliability, However, it is possible to
increase the effectiveness of traditional, unstructed job interview by following
the guidelines presented in the Manager’s Notebook titled “Unstructured Does
Not Mean Unprepared: Making the Most of the Hiring Interview.”
46
situational questions are scored on the basis of the possible answers already
generated.
Type Example
common goals. Specific technical skills, which are often the central concern
47
Participate and collaborate in problem solving
Teams are often expected to solve their own problems rather
than look to supervisor for answers.
for success on their team, a number of companies are now conducting “team
and traits. Such interviews are likely to become more popular as the
meant may be subject to error and bias, but people can be quite good
at assessing a candidate’s fit with their organization.
48
3. Don’t ask whether the candidate has a physical or mental
disability that would interfere with doing the job. The law
allows employers to explore the subject of a required
physical, medical or job skills test.
49
MANPOWER PLANNING
A strategic approach to employment has to operate at a number of levels.a
human resource strategy can not be confined to a written document.it consists of
many things.goals and policies involove the long term creation of an
organizational ethors in which appropriate behaviours and motivation can
flourish.plans and strategic decisions determine the broad direction of an
organization and within that specific activities and resource commitments in the
medium term . programs are specific initiatives to implement plants or secure
improvements in aspects of the organization’s work in the short ro medium
term.
One characteristics of HRM in all this is the way a single activity or initiative
can have an impact at a number of levels.for instance , capping a payment- by-
result system to reduce the overall paybill might lower output in the short term
and cause employees to leave the company for better –paid work elsewhere.if
labour turnover is severe , this could joepardize the achievement of the strategic
plan in the medium to long term.at the same time ,there might be a short term
impact on the culture and a longer-term shift from an output focus to a concern
with quality and wastage.the various objectives which such an action might
serve and the possible impacts all need to be thought through.
A strategic approach thus involves , above all , a way of looking at things
which takes account of multiple impacts and interconnected activity.manpower
planning , however ,has often failed to live up to expectations,largely because of
an over – quantitative approach and the difficulty in an uncertain envoirnment of
forecasting an organisation’s demand for labour.one outstanding weakness an
the whole project , however , remains the focus on stocks and flows of people ,
and the relative absence of any concept of skill as the basis for work
performance .indeed , this has been a curious deficiency in the theory of
personnel management generally .at a fundamental levels ,HRM is about skills
their acquisition ,utilization,development and retention and the core task of
HRM is the development of a skill supply strategy to realize the aims of the
corporate strategic plan.it is an organisation’s skill supply strategy ,with its
overtones of deliverable performance , which turns business strategy into reality.
A FRAMEWORK FOR MANPOWER PLANNING
Manpower planning arose out of the same rational belief in being able to
mange the business environment that animated post-war corporate
planning.each was sustained by the long boom of the 1950’s and 1960’s and
by relatively stable , centralized organizations ahich made planninmg
possible and feasible .many of the early examples of manpower planning
and developments in manpower forecasting were thus in large , centralized
public sector organizations such as the civil service ,the national coal board
and the armed forces.
The preoccupation with forecasting labour supply can also be traced to the
economic circumstances of that time when unemployment was low and the
problem facing many organizations was to ensure a predictable supply pf labour
50
coming through the organization.increasing uncertainty in the economic
envoirnment has meant that manpower planning has often failed to live up to its
promise.corporate planning has faced the same problem and has moved away
from the mechanics of computing numbers to adopt more creative approaches to
the future .
Manpower planning has five essential elements.
• Analyzing the current manpower resource.
• Reviewing labour utilization.
• Forecasting the demand for labour.
• Forecasting supply.
• Developing a manpower plan.
While these can be seen as sequential steps , in practice thinking about
manpower can begin with almost any of these.this is what makes manpower
planning a dynamic process.for instance , a manufacturing function might
want to introduce new machinery that will do a job to a better standard and
more quickly.to justify the expenditure , the manufacturing manger will be
expected to show a saving on labour , which may translate into fewer people
.in another case , a downturn in business may provoke an urgent drive to
reduce overheads and cuts in office staff.the point is that manpower
decisions have been trigged outside the personnel or HRM function , and
most certainly outside the hands of anyone who carries the title of manpower
planner.the job of everyone concerned with such decisions is to think
through the implications in these five areas .also because of this , it is better
to shoe it as a circular process, rather than a linear way , as is usually the
case.
The other point that the two examples highlight is that planning can have a
short-,medium -,and long –term aspect for managing broad trends .long term
planning should be done regularly and systematically , and plans kept under
review.the short to medium term , however is what matters to most mangers
.bue this does not excuse them from planning.the emphasis in planning
simply changes-from writing the formal plans to thinking things
through.failure to distinguish the process of planning form the writhing of a
plan is one of the biggest misconceptions in management.it is also what has
kept manpower planning as a backroom function , as the custodian of palns.
ANLYZING THE CURRENT MANPOWER PLANNING
RESOURCES
The starting point of planning is to have proper records of existing employees
.the advent of relatively cheap personal computers and software specially
designed to hold such records has transformed this activity for the smaller
firm.for larger organizations and more sophisticated tasks , however a pc will be
inadequate .setting up a system also remains a major task.basic records cover:
Personl data-including data of birth (age),qualifications , special skills
and training records.
51
Position data –including current job and work history in the organization
.
Financial data—including current pay , how this is made up ,
incremental scale , and pension rights.
52
It underpins the shift in manpower planning from macro-
forecasting towards the more problem-centred approach
advocated by armstrong.
REVIEWING LABOUR UTILIZATION
The audit activity described above many be supplemented
from time to time by data from other sources concerned with how efficiently
people are being used.whether this is part of a normal auditing process will
depend form company to company.data on and ana;ysis of manning ratios is a
case in point.this may come under review only when cost pressuers or the
example of a competitor cutting indirect staff focuses attention on labour
costs.many large organizations have permanent staffs using work study and
organizations and methods techniques to undertake periodic reviews of working
methods and the efficiency of staff levels.
FORECASTING THE DEMAND FOR LABOUR
At first ,forecasting the demand for labour might seem
straightforward.unfortunately it is not.the problem is how to convert volumes of
work into number of people.two of the favoured means of doing this are ratio –
trend analysis and the use of work study standard.
RATIO TREND ANALYSIS
The basic principle here is to say if it takes six people , for example to perform
an existing amount of work , it will take twelve people to do twice as much.
Organizations measure activity levels in a variety of different ways .
telecommunications companies for instance , apparently use the number of
teleohone lines as the critical measure for the volume of activity. Year on year
growth or decline in this can be translated into likely numbers of employees .
with increasing competition in te world telecommunication markets , companies
are paying particular attention to the number of employees , number of
telephone lines , ratio of major competitors. Aggregate figures can then be
broken down into the implication for different functions according to the
historical ratios between them.the ratio between direct and indirect in
manufacturing is a classic one , with subdivisions into foremen
/chargehands:direct workers and inspectors :direct workers.
WORK STUDY
Work study is a more systematic method ,but limited to manufacturing ,certain
other areas of manual work and large clerical functions .for it to be worth while
and do able in the first place,an activity has to be repeated sufficiently often to
generate a reliable standard and justify the cost of measuring it.
The time taken for an experienced person to perform an operation is assessed
through observation , and a work standard established .allowances for rest
breaks ,fatigue , and idle time are then factored in.if a product goes through a
number of operations , as is likely , the separate standard times are totaled to
produce a standard hour figure for how long a job should take.a manufacturing
or similar budget can then be built up which converts planned output for the year
into total hours required .
53
There is strong tradition of measuring repetitive work in manufacturing .as
factory work engages direct workers in more sophisticated tasks , however work
study becomes less useful.this highlights a problem demand forecasting in
general has .it needs a reliable base-line and a relatively unchanging world.in the
absence of these conditions ,there is no simple direct path form the corporate
business plan to quantifying manpower requirements .managerial judgment has
to be applied.this is apart form the fact that agreeing changes to existing
manpower allocations is able to be a political process.
FORECASTING SUPLY
Forecasting supply has two components ,internal and external.forecasting
external supply means understanding the impact on recruitment and retention of
such factors as:
Demographic patterns
Levels of unemployment
Developments in the local economy , transport , education
, and housing
The paly policies of other employers ,locally and
nationally , and their plans for growth and contraction.
While the HR or personnel function should be keeping a
general eye on these as a matter of course , they are likely to
receive closer attention when there are specific palns to grow
a business and there is a perceived gap between requirements
and existing skills and number of employees.
The origins of manpower planning in operational research
,however, have meant that the main focus has been on
developing models for understanding internal supply .the
central concern here is with what is happening in terms of
leavers and joiners , and the changing shape of the workforce
in terms of age , grades,numbers, length of service and
location .this links back, then , to basic manpower inventory
and its analysis.
There are number of simple ways of reflecting people
leaving and joining:
CRUDE LABOUR TURNOVER RATE(or wastage
index)
Number of leavers per period
--------------------------------------------------------- * 100
average number employed during that period
this shows the percentage of employees leaving over a
period of time.this rate can be then compared over time and
with that of other organizations.it fails to discriminate ,
however,between the same job turning over frequently and a
general pattern of turnover.thus many organizations will have
‘hot spot’where it is hard to retain people for long in
particular jobs.the job itself is perhaps unattractive .
54
STABILITY INDEX:
Number of employees with one or more year’s srevice
------------------------------------------------------------------- *100
number employed one year ago
this will show whether rthe workforce is genrally stable or
volatile.in conjunction with the crude turnover rate,it can help
to focus problems.these may include whether the organization
is failing to bring in new blood because of low turnover.
WASTAGE/ SURVIVAL CURVES:
Having a picture of wastage patterns over time is a major
help to an organistion in:
Planning recruitment and training to renew skills and
experience .
Developing policies and practices to minimize the loss of
valuable trained people.
Managing career progression.
Managing outflows through pension arrangements , and if
necessary , encouraging people to leave to make it
possible to bring in new blood.
Wastage can be plotted in a number of different ways :for
instance,to show when people tend to leave and at what rate
according to length of service.this can be expressed either in
actual numbers or as a percentage of joiners .alternatively ,by
showing the cumulative impact of turnover.
The expectation is that curves will reveal regulatuins in
overall behaviour.early work on the psychology of labour
turnover suugested that there are three major phases in
people’s attachment to an employer:
AN INDUCTION CRISIS:
When the relationship is weak and people either promptly
leave or take a ‘wait’and ‘see’attitude having invested some
commitments in joining already.the latter was seen as more
typical of skilled and professional workers who are likely to
put more effort into assessing a job before taking it.the
induction crisis may therefore be delayed for this group,with
wastage starting at a lower level than before bounding up for
a short period .high unemployment may have changed this
pattern however.
DIFFERENTIAL TRANSIT:
When wastage declines and people think about settling or
steel themselves to leave.
SETTLED CONNECTION:
When people have decided to stay and wastage is
consequently low or intermittment.
55
In addition to these simple indices and principles,operations research has
contributed a variety of mathematical techniques for analyzing labour force
renewal and models for representing internal supply as a series of stocks and
flows.in essence,what such models attempt to do is ‘map’ the organization as an
employment system and describe or account for its behaviour in one of two
ways:
One in which people leave , vacancies accur,and people can therefore be
promoted.or
One where the defining factor is length of service , and promotion is driven by
the numbers in particular grades with an equivalent length of service.
First,you draw a map of the employment system ot show how the organization
manages manpower movements;second you can identify problem areas ,using
data on manpower stocks,flows,age distribution ,length of service,etc;and third
,you take account of the rate of loss and types of wastage.action lans are then
geared to specific problems and estimated labour demand from developments in
the business.a system approach readily lends itself to understanding and
controlling for career progression.for this reason ,although it comes out of the
tradition of manpower planning ,it begins to shade into the more qualitative
approach associated with human resource planning.
Employees are placed in career groups generally comprising more than one
grade .groups are distinguished where there is a significant change in the nature
of the jobor in status.the size of each box indicates the number of employees in
that group .the relative sizes of the different boxes can suggest problems likely
to aruse I the dynamics in the whole system.for instance the number of
supervisors in the middle is a serious bottleneck.the arrow marked R show entry
points into these groups from outside the organization :P shows promotion
routes and T lateral transfers within the organization.
Visual representation of the employment system in this way can the be used to
highlight and challenge the beliefs that underpin it ,the practices which sustain it
and the consequences it can breed.
A trustworthy workforce in finance is paramount and therefore
socialization into steady habits from an early age is important.
Mangers jobs in the past were a development of clerical skills and they
acted as super clercks.
It was possible to recruit young people into banking and finance in this
way because there were enough who were attracted by the job security and clean
work .
The lack of technological expertise in management made it unnecessary
to recruit more highly educated people and specialists from outside.
DEVELOPING A MANPOWER PLAN
The various forms of analysis may already have identified problems that
require action .specofic palns to grow or shrink a business or to indroduce
technological change,will demand coordinate action in no of areas affecting
headcount and skills .this may this may involve recrutement , training and
dovelpment retention and redundancy.each of these can involve further set of
56
human resource initiatives with retention problems ,for example ,typically
exposing issue of pay carrer opertunities and selection and working condition .
Failier of planning have complex causes .one reason may be that the
responsibility for man power planning is detached from the management of
recuretement ,training ,and other ares like pay. therefore there is insuficient
commitement to the planning .a second reason may be that these later activities
are them selfs uncoordinated this also an unusual a third reson is simply that we
invest to much confidence in systematic planning .
The other basic lesson should not be ignored either .a coordinated approach to
man power is also an organizational issue .a lack of integration and over
detemined plans explains y the practice of man power planning has often been
very different from the theory.
The following are some areas a manpower plan may seek to address:
RECRUITMENT
How many and what type of people are required?
Should recruitment or internal development and transfer be preferred and
why?for instance,are there imbalances where transferring people would avoid a
redundancy problem and solve a recruitment one?
What problems exist with recruiting and how might these be overcome ?
might less conventional contracts tap new sources of recruit?
What is a realistic /necessary timetable for recruitment and how should it
be done?
TRAINING AND DEVELOPMENT:
Given the no and types of people required how desirable is it that they
should be trained from within ,and what is the capacity of the training and
development system to deliver them ?
Where will trainees come from among existing employees ,through
those already in the pipeline or new recruits who will first have to be recruit.
How will trainee comes from with in or without?
What kind of trainee program is required ,what r the implication of
taking people off the job ,who will run it how wil it be resourced ,what will it
cost .
What r the requirement for developing people such as managers over
the longer term.
Is the organization making full use of the potential of all employees
,such as its women ,in training and development .
RETENTION:
is the problem retaining people too long or losing them too soon ?
are skills or experience being lost or getting stale?
Is pay too low compared to the competition ?
Are the inequity in pay compared with the different groups ?
Is the career system holding people back and frustrating them ?is
promotion unnecessarily slow?
Are people passed over in favour of outsider because they r not being
prepared for promotion through proper training ?
57
Is the organization recruiting too many high flyers ,all of whom it
cannot hope to satisfy ?
Are new recruits given satisfy information about organization and their
prospects?
Are selection process recruiting the right people ?
Are working conditions satisfactory ?
Is conflict a problem and does the organization have effective
procedure for consultation ,communication and grievance handling?
REDUNDANCY:
How far people be lost through natural wastage or redeployed /
What do the organization agreement says about the procedure for
handling redundancies ?
How and when should it announced with what consultation
Who should be selected how and when?
What can and should the organization do to help people to find new
jobs?
How long before the redundancies pay for themselves in salary and
wage cost saved?
ORIENTATION
Orientation is the P/HRM activity which introduces new employees to the
organization and to the employee’s new tasks, superiors, and work groups.
Waling into a new experience or job is often a lonely event. The
newcomer doesn’t usually know what to say or who to say it to, or even where
he or she is supposed to be. It takes time to learn the ropes and a good
orientation Program can help make this time be a positive experience. The first
few days on the job are crucial in helping the employee get started in the right
direction with a positive attitude and feeling.
58
Orientation has not been studied a great deal. Little scientific research
has been done on whether the programs are adequate. Some experts view
orientation as a kind of training. In terms of the stages of development of
P/HRM functions discussed .
Diagnostic Approach to Orientation
the environmental factors in the diagnostic model that are most important
to effective orientation programs (indicated by an 0): the nature of the employee,
and the nature of the task, the work group, and the leadership. The nature of the
employee and the task are critical factors; for example, managers are given more
detailed orientation programs than other employees. The orientation program
focuses on introducing the new employee to the task, the work group, and the
supervisor-leader. During orientation the work policies of the organization, the
job conditions, and the people the employee will work with to get the job done
are discussed.
The style an organization uses to orient new employees is affected by the
organization and its climate. The diagnostic manager adapts the orientation
program to the individual and gives it a different emphasis manager adapts the
orientation program to the individual and gives it a different emphasis for a
person with 20 years `experience in the industry than for a new employee who is
just out of high school and from a disadvantaged background.
. It is probable that orientation will be done by the P/HRM specialist,
who will get them on the payroll, explain pay and hours, and turn them over to a
supervisor. The supervisor is likely to explain her or his expectations for work,
introduce new employees around, show them the job, and encourage them to ask
for help.
The purposes of Orientation
Effectively done, orientation serves a number of purposes. In general, the
orientation process is similar to what sociologists call socialization. The
principal purposes of orientation are:
To Reduce the Start-up Costs for a new Employee – The new employee
does not know the job, how the organization works, or whom to see to get the
job done. This means that for a while, the new employee is less efficient than the
experienced employee, and additional costs are involved in getting the new
employee started. These start-up costs.
59
many toys are you producing per hour?” When she answers, she is told, “You’ll
never last. The last one who did that few was no longer here after two days.”
Such hazing serves several purposes. It lets the recruit know he or she
has a lot to learn and thus is dependent on the others for his or her job, and it is
“fun” for the old timers. But it can cause great anxiety for the recruit. Effective
orientation alerts the new person to hazing and reduces anxiety.
To Reduce Employee Turnover – If employees perceive themselves to be
ineffective, unwanted, or unneeded and have similar negative feelings, they may
seek to deal with them by quitting. Turnover is high during the break-in period,
and effective orientation can reduce this costly practice.
To Save Time for Supervisor and Co-Workers – Improperly oriented employees
must still get the job done, and to do so they need help. The most likely people
to rpovide this help are the co-workers and supervisors, who will have to spend
time breaking in new employees. Good orientation programs save everyone
time.
To Develop Realistic Job Expectations, Positive Attitudes toward the
Employer, and Job Satisfaction – In what sociologists call the older
professions (law, medicine) or total institutions (the church, prison, the army),
the job exceptions are clear because they have been developed over long years
of training and education. Society has built up a set of attitudes and behaviour
that are considered proper for these jobs. For most of the world of work,
however, this does not hold true. New employees must learn realistically what
the organization expects of them, and their own expectations of the job must
neither too low nor too high. Each worker must incorporate the job and its work
values into his or her self-image.
Orientation helps this process. One way to illustrate how orientation
serves these purposes is with the story of how Texas Instruments developed its
new orientation program (see the box).
60
Introduce the new
employee to the
organization and its history,
personnel policies, working
conditions, and rules,
complete paperwork.
Explain the task and job OM performs this P/HRM performs this
expectations to employee
Introduce employee to
work group and new
surroundings.
Encourage employees to OM performs this
help new employee
61
completed by supervisors .o make sure the supervisor covers all the important
points, some organizations also prepare an orientation checklist to be filled out
by employees.
Orienting Management Trainees
Management trainees are in a special orientation category. Most of these
recruits must adjust from college life to work life. Many organizations have
prepared rather elaborate orientation programs for potential managers which are
called management training programs. There is little doubt that initial
experiences with an organization are important predicators of future managerial
performance. Research studies make that clear.
Formal Management Training Programs
After recruits have been selected to become managers, there are two
distinct approaches to their orientation and placement. The first is to orient them
briefly and let them go to work. This is the approach most organizations take
with nonmanagerial employees. The second is to orient and train them in a
management training program and then assign them to specific positions.
Studies indicate that the most effective management training programs:
Are short (of four to five months `duration’ if possible).
Use on-the-job training and minimize classroom teaching.
Guidelines for conducting an employee orientation:
1. orientation should being with the most relevant and immediate
kinds of information and then proceed to more general policies of
the organization.
2. The most significant part of orientation is the human side, giving
new employees knowledge of what supervisors and co-workers
are like, telling them how long it should take to reach standards
of effective work, and encouraging them to seek help and advice
when needed.
3. new employees should be “sponsored” or directed by an
experienced worker or supervisor in the immediate environment
who can respond to questions and keep in close touch during the
early induction period.
4. New employees should be gradually introduced to the people
with whom they will work, rather than given a superficial
introduction to all of them on the first day. The object should be
to help them get to know their co-workers and supervisors.
5. New employees should be allowed sufficient time to get their feet
on the ground before demands on them are increased.
62
LEARNING
63
people learn have been a subject of interest for thousands of years, and many
theories seek to explain how people actually learn. A basic understanding of the
learning process is important in order for us to be able to provide appropriate
training techniques which will enable people to learn most effectively. In this
chapter we shall examine different learning theories and the contribution that
they have made to our understanding of the learning process. A range of training
techniques will then be discussed as well as some approaches to learning, which
may also help you to learn more efficiently.
Learning Theories
In order to appreciate more fully the most effective methods to
use in training and development, and in order to understanding current debates
in education or training. It is a good idea to also know a little about learning
theories.
Definitions of Learning
There are in fact innumerable definitions of learning and few are
likely to satisfy everyone. Some of the different theories of learning are,
however, reflected in the way we use the word “learning”, and theses are shown
in the following definitions:
The Shorter Oxford Dictionary defines learning as:
1. The action of the verb to LEARN
♦ ‘knows something they did not know earlier, and can show it
64
The last of the three definitions implies that learning could be
about acquiring knowledge, which could be tested, or it could be about acquiring
a new skill, which similarly could be demonstrated.
Cognitive Theories:
Cognitive theorists would say that learning occurs within the
mind. Ancient scholars such as Plato and Aristotle saw that the exercise of
mental faculties, such as reason, memory and willpower, were important to the
development of the individual. From this came the notion of the importance of
the trained mind. Much education and training in Europe and the United States,
especially in the first half of this century, was based on this approach. This
meant that learning was structured, teaching methods tended to be by telling and
directing (didactic), and the subject matter was perceived to be important in its
own right, with memorising facts and learning rules seen to be of great
importance. This resulted in the ‘chalk and talk’ approach to learning, with
formal class-rooms and lectures where information went from the teacher to the
pupil.
65
banana, which was just outside its cage but which was just beyond its reach. The
initial attempts by the ape resulted in it stretching its arms as far as possible
towards the banana, and of course failing in its task. After a short period of time,
however, it reached through the bars of its cage to grasp a short stick and with
the aid of the stick brought the banana into its cage. In a later experiment the
banana was placed even further out of reach. This time the ape reached through
the cage for the short stick which was within its reach and then used this stick to
drag a longer stick, which was previously not within reach, into its cage. Then,
using the longer stick, the ape was able to reach the banana and drag it into its
cage. This showed that the ape was discovering how to use the sticks to get the
reward of the banana.
example of a time when you had a sudden flash of insight and realised
Behaviorist Theories:
The work of cognitive psychologists that we have examined so
far focused on what was going on in the brain, and how we learn and memorise
things. In contracts, many learning theorists felt it important to focus on
66
observable behaviour, as they believe it impossible to study the workings of the
mind in a scientific manner. The behaviorists, like Kohler, generally studied the
behaviour of animals in order to gain insights into how people learn; they were
concerned with studying changes in behaviour and sad that learning occurred if
you could see such a change. The behaviorists made no assumptions about what
the animal was thinking or what was going on in its mind; they were concerned
only with behaviour that they could see.
--------------------------------
The tests and exercises should help you to prove to yourself that
you are learning. They are one way in which you can show your response to
learning. Your response shows what you have learned by giving you the
opportunity to demonstrate a new skill, or by your acquisition of new knowledge
on which you could be tested.
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incorrect behaviour. Research tends to suggest that positive reinforcement is
generally more effective than negative reinforcement in gaining a change in
behaviour in the long term, as with negative reinforcement the desired change
often occurs only as long as there is the threat of punishment. When this threat is
withdrawn then behaviour often reverts to the original behaviour.
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Experiential Learning:
Behaviourist and cognitive theories are useful, but each tells only
part of the story. Other theories try to use elements of both to produce a more
holistic view of the learning process. They have focused on learning from
experience – experiential learning – and have recognised the importance of both
behaviourist and cognitive theory and integrated these into the learning cycle.
Their theory also suggests that different people may have different preferred
styles of learning.
People learn in a variety of ways, and over the years may develop
certain learning habits which enable them to benefit from certain types of
experience more than other types.
Bank employees are learning n the work place are both likely to meer a range of
different learning opportunities. Many students now a days will work to
supplement their student grant and will themselves have a range of work
experiences from which they can learn. Some will be mature students who have
already worked for a number of years, some will be part-time students
combining study with a career, and yet others will be on sandwich course
degrees where they have the opportunity of gaining work experience in a
placement for a period of time. Knowing about their own learning style
preferences may help them to understand and they may become more efficient in
learning from these experiences.
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♦ reviewing with individuals what they have actually done and helping
to draw out what they have learnt.
Learning Styles
Most people only use one or two learning styles. They developed
this approach as a result of their work with managers, as they became concerned
to discover why one person will learn from a particulars experience. Further
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details of their approach are given in the recommended reading. They say that
there are four types of people with differing learning styles which clearly link
with the four stages of the learning cycle. These are activists, reflectors, theorists
and pragmatists and theses will be discussed in turn.
Activists
Activists tend to throw themselves into whatever is happening. They seek out
new experiences and tend to be enthusiastic about anything new. They tend to be
open-minded and not sceptical, and this tends to make them enthusiastic about
novelty. They tend to act first and then consider the consequences later. Their
days are filled with activity and they often tackle problems by brainstorming.
Reflectors
Reflectors tend to stand back and observe experiences from different
perspectives. The thorough collection and analysis of data is what is important to
them. So, that they try to put off reaching definite conclusions for as long as
possible. They prefer to take a back seat in meetings and discussions. They listen
to others and get the driff of the discussion before making their own points.
When they act it is as part of larger picture which includes the past as well as the
present and takes into account other people’s observations as well as their own.
Theorists
Theorists tend to adapt and integrate observations into complex but logically
sound theories. They think problems through in a vertical, step by step, logical
way. They assimilate disparate facts into coherent theories, and tend to be
perfectionists who will not rest easy until things are tidy and fit into a rational
scheme. They value rationality and logic.
Pragmatists
Pragmatists are keen to try out new ideas, theories and techniques to see if they
work in practice, They positively search out new ideas and take the first
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Expenditures of such magnitude call for a periodic sharp look especially
since organizations are expanding fast and there is a growing demand for finding
benefits commensurate with the escalating costs of training,
What today’s and tomorrow’s training programmes must focus on, are
soft-skills such as interpersonal communication, teamwork, innovation and
leadership. Most importantly, the training has to be comprehensive, systematic,
and continuous and should be closely linked to the strategy with which the
company is planning to fight the copetion. In the future, it is training that will
act as catalyst between people, between strategy and systems, between
customers and the organization.
RETRAINING---AN ESSENTIAL TOOL IN A CHANGING
ENVOIRNMENT
Prominent on the training agenda of any winning organization must be
retraining, which will involve unlearning old concepts and acquisitions and low
technology era.
DEVELOPING EFFECTIVE TRAINING PROGRAMS
Training and development efforts are required due to the following ground
realities:
1)the rapid rate of technological and social change in the society.
2)the introduction of automation ,intense market competition from foreign
countries.
3)ncreasd recognition by the organization.
4)increased size and complexity of bank.
PURPOSES OF TRAINING
1)to increase quality and productivity.
2)to help company fulfil its future personnel needs.
3)to improve organizational climate.
4)to improve health and safety of personnel.
5)to develop innovations
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Bank Alfalah offers internship positions to graduates who intend to pursue further studies in business or
Commerce or post graduates students who need to do internships as part of their courses of study.
Good academic record and strong recommendation in writing from concerned educational institutions is
required.
Candidates will be interviewed for selection by concerned branch and area management. They will be
evaluated for their intellectual ability, commitment, as well as for their communication and interpersonal
skills. Those interested may please apply with the management of the Bank Alfalah branch nearest to where
you live.
Credit administration/documentation
It is obligatory for each staff member of the bank to attend at least one training
programme.
Wherever the Training Department is unable to provide focused training for certain
groups of staff, reputable external training providers are invited to fill the gap.
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Training Needs in a Changed Market Place
In a changed economic set-up with fierce competition, companies relying
on their strategy of beating rivals with new products, new designs, and new
methods of selling, will now have to teach team work and streamlined
production techniques to their employees. On the quality platform, companies
will have to train their workers in developing the mindset and culture for quality
without which the whole effort will fail. Those companies which choose to
compete on the strength of their innovation, will have to training their
employees on creativity and lateral thinking. Companies trying to cut costs will
be compelled to training their employees in problem solving techniques. And
companies that globalize in order to expand their markets will find cross-cultural
training for their managers a vital imperative.
Initially long courses usually for 6 months and subsequently short courses
are held for employee training.training needs are analyzed byTask analysis
and Performance analysis.simulated training I sused.
Tele training
Video conferencing
Overall training and job rotation is used for managerial training like job
rotation.
for off the job trainin Both Cost study method and Outside seminars.
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There are many reasons why organizations engage in training and
development programs. The most frequently mentioned reasons are:
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the objectives of the program and who sets the criteria management, the
trainers, or the trainees. For example one study found that trainees who were
asked to develop their own evaluative criteria chose standards which varied
from knowledge of the subject to the amount of socializing allowed during
training sessions.
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Results Effect of the program on organizational dimension such
as employee turnover or productivity.
DEVELOPMENT SUGGESTIONS
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2)create responsibility for own direction and growth.
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Other terms for performance evaluation include performance
review, personnel rating, merit rating, performance appraisal, employee
appraisal, or employee evaluation.
HISTORY
PERFORMANCE APRAISAL
Although the interest in the use of performance appraisal has
increased over the last thirty years, the practice of formally evaluating
employees has existed for centuries. The performance appraisal system has
undergone a lot of changes over the years as shown below:
1900 : Subjective appraisals
1940 : Increased psychometric sophistication
1950 : Management by objectives (MBO)
1960 : BARS
1970-1990 : Hybrid system and approach
OBJECTIVES OF PERFORMANCE APPRAISAL
Performance appraisal services the following management objectives.
Providing basis for promotion / transfer/termination. Identifying those
subordinates who deserve promotion or require lateral shift (transfer) or
termination can be used for career planning.
Enhancing employees’ effectiveness. Helping employee identify his strengths
and weaknesses and information him as to what performance is expected from
him, would go a long way in making him understand his role well, and he is
likely to be more effective on the job. The feedback reinforces good
performance and discourages poor performance.
Identifying employees’ training and development needs: Identifying skills
required to be developed needs of employees is necessary to prepare them for
meeting challngens in their current and future employment.
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Aiding in designing training and development programmes. Identifying
skills required to be developed would help in tailor-making training and
development programmes.
Removing work alienation. Counseling employees corrects misconceptions
which might result in work alienation. Performance appraisal also helps
employees internalize the norms and values of the organization.
Removing discontent. Identifying and removing factors responsible for Workers
discontent would motivate them for better work performance. Performance
appraisal helps in creating a positive and healthy climate in the organization.
Developing inter-0personal relationship. Relations between superior sub
ordinate can be improved through realization that each is dependent on the other
for better performance and success. By facilitating employees to do
introspection, self-evaluation and goal setting, their behaviour can be modified.
Better inter-personal relationships lead to team-building.
Aiding wage administration. Performance appraisal can help in development
of scientific basis for reward allocation, wage fixation, raises, incentives, etc.
Exercising control. Performance appraisal also provides a means for exercising
control.
Improving communication. Performance appraisal serves as a machanism for
communication between superiors and subordinates.
DEVELOPING A PERFORMANCE APPRAISLA SYSTEM
A formal performance appraisal system can provide a framework within which
appraisers and appraisees can operate. A performance appraisal system can be
developed through a programme comprising the following stages.
Determine overall approach to performance appraisal. The
decisions on the overall approach to introduce performance appraisal should
cover the following.
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If an employee is not performing his/ her duties according to requirements, we
warn the employee.
i. Bonuses.
ii. Promotion.
Bank follow both Company’s policy and legal and ethical issues.
Appraisal is discussed with employees and their comments are received in this
regard.
Interviews are held individually and appraisal comments are discussed with each
employee.
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Define role of human resource department. The role of human resource
department in developing and implementing performance appraisal system is to
convince top management that its introduction will make a significant impact on
the organizational performance.
Decide whether to use outside consultants. External consultants can be used to
advice on and facilitate the introduction of performance appraisal to run training
programmes and, to carry on evaluation studies including the conduct of attitude
surveys. But as they are costly, care must be taken in selecting consultants who
have the required level of experience and expertise.
Define performance management processes and documentation. The project
team needs to pay attention to each point against a background of an
understanding of the objectives to be attained and the culture and structure of the
organization. Particular attention will need to be given to the development of
rating plans and document design. When designing performance appraisal
forms, the aim should be to keep them as simple and brief as possible while
allowing ample `white’ space for comments. It is desirable to issue an overall
description of performance appraisal system to all concerned which sets out its
objectives and methods of operation and the benefits it is expected to provide for
the organization and its employees.
Pilot test : The whole PA system cannot be pilot tested because the cycle lasts
generally for 12 months. Some aspects of performance appraisal like drawing up
performance agreements, objective setting, document completion, etc. can
however be pilot tested. Based on the experience gained, the system may be
fine-tuned.
Plan implementation programme. The implementation programme should
cover the following;
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employees abilities to fit into future role. Many managers default in assuming
that a person with abilities to perform well in one job will automatically perform
well in a more responsible position. It is for this reason, people are often
promoted to positions in which they cannot perform adequately. This has been
amply summarized in Peter’s principle __ In any organization, everyone rises to
his level of incompetence’. We must remember that by promoting an employee
with no promotion potential, we may lose a good worker and get a bad
executive.
Most performance appraisal forms have a column for potential
for promotion in which a score is required to be filled up. Though this is
supported by words, only the numerical score is recorded for manpower
planning purchases. Ina addition, a statement such as `ready for promotion in X
months/years, if seen by the appraise, is likely to be constructed as a promise.
There are many methods available for identifying potential.
These include assessment centers, psychological tests, assignments, peer-and
self assessment, and action learning programmes. Ideally, potential assessment
should involve the use of more than one technique. This is likely to result in
more reliable judgment.
PROCESS OF PERFORAMNCE APPRAISAL
Performance appraisal comprises the following steps.
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reliably since it demanded too much on the quality of personal relationship
rather than employees’ performance. Personality measurement is somewhat
dangerous because we usually like to quantity. The focus earlier was on `what he
is’. In performance appraisal, the focus is shifted to `how he performs’ in work-
oriented activities such as job knowledge, accuracy, clarity, analytical mind,
ability to carry on operations to their logical ends. Performance appraisal is thus,
competence, contribution and commitment and not chance, chemistry and
convenience. Merit rating was generally used for blue-collared jobs whereas
performance appraisal is more comprehensive and can be used for all categories
—workers, supervisors, and managers.
MBO is an example of performance-based appraisal approach
that involves setting objectives and comparing performance against those
objective. Objectives give greater freedom to both management and the
employees in deciding how performance is to be measured. They also have
greater motivationl effect since the standards are discussed and agreed upon both
by the management and the employees.
BENEFITS OF PERFORMANCE APPRIASAL
Performance appraisal is a formal exercise carried out for all
executives and workers/staff with respect to their contributions made towards
the growth of the organization. The aim is to measure the overall performance of
an employee over a period of time, usually one year, by his immediate
supervisor so as to provide a feedback to the employees and aid the
management. Performance appraisal does not merely measure the performance
of the people but has many other benefits. The benefits of a successful appraisal
system can be summed up as follows:
a) For the appraise
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i) Identification of performers and non-performers and their
development towards better performance
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Performance appraisal should be based on uniform and fair standards,
lest employees might get confused and the organization night not be able
to decide as to who is suitable and therefore should be promoted. For
example, last year, quantity.
Different rater’s patterns.
Managers differ in rating style---some rate harshly whereas others are
quite lenient. This can be reduced by precise definition on the appraisal
form. For instance, dependability may be defined as confidence you have
in the employees to carry out instruction and the extent to which you con
rely on his ability, punctuality and attendance. The report which is
reviewed by next higher.
Central tendency.
Many appraisal forms require the appraiser to justify out standing or
poor assessment. So many raters may prefer an easier path of rating most
people as average.
First impression.
Some raters may form an overall impression based on some specific
qualities or features of the ratee in the first meeting itself and carry it
forward. Making assessment on too short a time span and inadequate
knowledge is incorrect.
Latest behavior.
At times, the appraisal is influenced by the most recent behaviour,
ignoring the most commonly engendered behaviour during the entire
period. Thus a usually sober person may be treated as arrogant because
he expressed his opinion.
Halo effect.
Some raters have a tendency to rate high/low on all performance
measures based on one of their characteristics. For example an employee
who is just an average work performer but is very good in cricket and
plays Ranji trophy may be given high overall rating. This can be reduced
by rating employees on each of the performance measures.
Horn effect.
Some super-critical bosses have a tendency to compare performance of
their subordinates with what –they-did. This is not correct because the
performance also depend upon the situation. For example a salesman
now operates in a buyer’s market as against seller’s market of
yesteryears.
Stereotyping (Rater’s Bias).
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Some raters have a standard mental picture about a person because of
that person’s sex, colour, caste, religion, age, style of clothing, political
view, etc. Stereotyping results in an over stimplified view. Such
assessments are based on false assumptions/feelings, rather than facts.
Discretion should not become discrimination.
Spill-over effect. This is allowing past performance to influence present
evaluation. In some organizations, when an employee reports on transfer,
his earlier reports are also transferred along. This biases the mind of the
new boss.
There are other pitfalls such as taking too short appraisal interviews and
failing to support opinions with evidence, inadequate briefing of the
appraise and pre-judging performance. In some of the organizations,
such as PSUs, there is a system called CCR (Character Confidential
Roll) – a system started by East India Co. since it is confidential, it can
be manipulated. The corporate world realized its disadvantages and
introduced self-appraisal systems.
CONSTRAINTS
An interaction with over 100 managers of various backgrounds in BHEL
highlighted the following common constraints in implementing
`performance feedback’ as perceived by them:
- Lack of accountability
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- Lack of proper skill in performance analysis and giving feedback
remind yourself that these activities are actually investments in
yourself and your future, and that no one else is likely to make those
investments for you.
Advancement Suggestions
The advancement suggestions in Figure 9.8 focus on the steps you
can take to improve your chances of being considered for advancement. The
development suggestions are fundamental and provide the necessary base,
but the advancement suggestions provide the necessary attitudes and
organizational presence.
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Whether these interactions are internal or external,
understanding and satisfying customer needs should be a top
priority. When you take a customer-orientation approach to
your job, the organization will recognize you as a high-
quality representative who can be expected to accomplish
things.
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problem with this view is that situational factors external to the worker, such as
degree of management support, also effect worker performance.
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(d) Giving a subjective assessment of performance and being judge
and helper
(a) The organization is not clear about the purpose of its appraisal
scheme
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FEATURES OF A REWARD SYSTEM
Rewards have five aspects which have to be taken care of – value
of rewards, amount of rewards, timing of rewards, likelihood of rewards, and
their fairness. A reward system has the following important features:
Promotions:
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Compensation:
This will provide the opportunity to link the appraisal and reward
process into a seamless whole. Translating the corporate goals into specific,
quantifiable goals for every employee will form the cornerstone of the
evaluation process, leading to feedback on how close or how far from those
goals the employee is at the end of the appraisal period. Thus a company that
needs quick results, for instance, will build short-term goals into its evaluation
criteria.
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An important element of motivation that is frequently forgotten,
possibly because it carries a negative connotation, is the self-interest motivation.
People act in ways that they believe are in their best interest. Whether their
behaviour is truly in their best interest or not is irrelevant, the key point is that
they believe it is! From a managerial stand point, if we can understand what an
individual believes is in his best interest, which includes an awareness of his
need structure, we can try to develop a unique reward package tailored to his
need and his specific self interest. Given that all people do not place the same
value on any group of rewards, w are admitting that rewards must be flexible
and adjusted to each individual’s needs. We also try to structure his job so that
he envisages that when he acts in the best interest of the organization keeps
waste to minimum, maximizes his output, maintains quality standards, follows
directions of his boss-he also acts in his own best interest. This logic brings us
back to the expectancy model and the importance of rewards in this model.
DETERMINANTS OF REWARDS
Most organizations believe that the reward system is designed to
pay off for merit. The problem is that the definitions of merit are often
debatable. Some define merit as being ‘deserving’, while to others, merit is
being ‘excellent’. Deserving rewards may take into consideration such factors as
intelligence, effort or seniority. A major contributor to the problem is the
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difficulty of defining excellence. If excellence is performance, we concede how
unsatisfactory our efforts have been at trying to measure performance. Creation
of quantifiable and meaningful performance measures of almost all white-collar
jobs, and many blue-collar jobs, has eluded us. While few will disagree with the
view point that the merit concept for distributing rewards is desirable, what
constitutes merit is highly debatable.
(e) Job difficulty: The complexity of the job can be a criterion by which
rewards can be distributed. For example, those jobs that are highly repetitive and
can be learnt more quickly, may be viewed as less deserving in reward than
those that are more complex and sophisticated. Jobs that are difficult to perform,
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or are undesirable due to stress or due to unpleasant working conditions, may
have to carry with them rewards that are higher in order to attract workers to
these activities.
(f) Discretionary time: The greater is the discretion called for on a job,
the greater is the impact of mistakes and a need for good judgement. In a job
that has been completely programmed, that is, where each step has been
procedurized and there is no room for decision making by the incumbent, there
is a little discretionary time. Such jobs require less judgement and lower rewards
can be offered. As discretionary time increases, greater judgmental abilities are
needed and rewards must commensurately be expanded.
Non-Monetary Rewards
Recognition is fast becoming its own reward. Bank is eginning to
believe that money-what Fredrick Herzberg called the hygiene factor-only
denotes the price of an employee. For value, companies must institutionalize
non-monetary rewards and recognition systems to motivate their employees.
Recognition is a basic requirement for creating a positive work culture in the
origination. It enthuses employees and encourages them to innovate products
and processes.
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d) Creates an atmosphere where change is not resented.
Compensation Management
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The Managerial Perspective
experience raises several important questions that managers and
HR personnel must face in designing and administering compensations
programs, such as the following:
In the first part of this chapter, we define the components of compensation and
examine the nine criteria used to develop a compensation plan. Then we explore
the process of designing a compensation plan and the legal and regulatory
influences Employees are covered by insurance and are appointed on their salary
basis.
All employees are either on regular basis or contractual relationship for a fixed
period. Therefore salary is paid on monthly basis and no salary is paid before the
end of each month.
All employees are either on regular basis or contractual relationship for a fixed
period. Therefore salary is paid on monthly basis and no salary is paid before the
end of each month.
All employees are either on regular basis or contractual relationship for a fixed
period. Therefore salary is paid on monthly basis and no salary is paid before the
end of each month.performance bonus is based upon their performance.
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There are 9 grades of officers and salary is paid in accordance with the respected
salary scale. Therefore, salary is not dictated by influence.
Bank pay competitive salaries and working conditions are compatible. Therefore,
employees are satisfied.
What is Compensation?
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Designing a Compensation System
An employee’s paycheck is certainly important for its purchasing
power. In most societies, however, a person’s earnings also serve as an indicator
of power and prestige and are tied to feelings of self-worth. In other words,
compensation effects a person economically, sociologically, and psychologically.
For this reason mishandling compensation issues likely to have a strong negative
impact on employees and ultimately, on the firm’s performance.
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are willing to hold on many more factors than just pay. The organizations
location and the job’s content and demands are just two of theses factors.
Moreover, the pay that an employer offers is based on many factors besides the
number of available people with the skills and abilities to do the job. Theses
factors include historical wage patterns, the presence or absence of unions, and
internal organizational politics. A complete exploration of this topic is beyond
the scope of this book. However, the basic point of the labor market model is
that external equity is achieved when the firm pays its employee the “going rate”
for the type of work they do. A firm cannot stray too far in either direction from
the market wage. If it offers pay much below the going rate, it may be unable to
attract and retain qualified workers. If it pays much more than the going rate, it
may be unable to charge competitive prices for its product because its labor
costs are too high.
Balancing Equity
Ideally, a firm should try to establish both internal and external
pay equity, but these objectives are often at odds. For instance, universities
sometimes pay new assistant professors more than senior faculty who have been
with the institution for a decade or more, and firms sometimes pay recent
engineering graduates more than engineers who have been on board for many
years.
You may wonder why the senior employees accept lower pay
instead of leaving and competing for higher-paying positions elsewhere. Senior
faculty are usually tenured, which means they would given up job security if
they went to another university. Furthermore, both college professors and
engineers work in fields where the knowledge base is constantly changing,
making recent graduates (who are more likely to be aware of new developments
in their fields) somewhat more valuable employees.
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to achieve their business objectives. Much of the relatively new high-tech
industry fits this description.
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In thks method each job is assigned agrade or class. These
classifications are created by identifying some common denominator skills,
knowledge, responsibilities with the desired goal being the creation of.
Give a call
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Provide a list of important people and places and their phone
numbers. You might include items on this list such as the mailroom, receptionist,
maintenance, technical support, security, and key colleagues.
Do it with class
Do the tour
Take new hires on a tour of the operation and help them to lean
their way around.
Make it fun
Phase two is a one day training session that gives new hires
information on the company’s history, strategy, policiesand benefits.
Phase three spans the first three months on the job and focuses on
training workers about the market, its customers, and business plans.
The program has helped reduce the company’s high turnover rate
for first year employs.
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clains that it improves productivity, and the reports of its effects on absenteeism
are mixed. Some studies claim absenteeism decreases. Other have found that it
in creases, but management controls and peer pressure later bring it down to
acceptable levels.
Individual Incentives
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• The supervisor reinforces and supports the system.
Executive Compensation
Executive Salaries
106
To give you some idea of the salaries and bonuses of some top
executives in organizations you probably have done business with, let’s look at
some 1980 data. Remember these figures are just for the salary and bonus
portions of compensation.
Some studies have been done on the relationship of the size and
kind of business tosalary amount. With regard to size, in general, as the firm
increases in size, the top executive’s salary increases. Several studies have
examined the relative salaries of executives in different industries. For example,
one study found that in companies with sales larger than $ 10 billion, motor If
top managers beeives that pay is a motivator to higer performance, it follows
that they will pay themselves in a way that rewards performance. And if
performance is defined as more profits, pay should be correlated with profits.
Some studies indicate that this done. Other studies show that top executive pay
is correlated with sales, a proxy for size.
Bonuses
Two types of bonuses are given:
for fund size for bonus only because of the profit of the bank.
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Adquate the legal definition of adequacy as set forth in
minimum wage and other legislation. The managerial
definition of adequacy, or pay-level policies designed to
pay the going wage, was also described.
Methods of Payment
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percent of the salaries of lowest level participants in spirt of wide usage and high
costs, there is little research support for their effectiveness. Unless more research
does support the payment of bonuses, many may conclude they are an example
of management’s power to pay it self what it wants. This I an issue that can have
an impact on the image the public holds abou the ethics of chief executives
running organizations.
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In the bank, secrecy is clearly the predominant pattern. Should
this be changed research is mixed some findings favor the open system other the
secret system. Before an open system is tried, the individual’s performances
must be obfectively measurable, and the measurable aspects of the jobs to be
rewarded must be the significant ones. There should be little need for
cooperation among jobs, and employees must also prefer the open system.
Security in Pay
Current compensation can be a motivator of performance. But the
belief that there will be future security in compensation may also affect it.
Various plans for pr0oviding this security have been developed the guranteed
annual wage, supplementary unemployment benegits, severance pay, seniority
rule, and the employment contract.
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nonunionized situations, a strong seniority norm prevails which gives some
security to senior employees.
Pay Raises
The issues in evolved in pay increased, or raises, are the mains
bothering .The first issue the timing of raises, if the organization accepts the
position that pay affects performance favorably, raises should be closely tied to
performance. Employs generally prefer raises to be ass frequent and as large as
possible (except possibly for executives with tax problems), but there may be
individual differences in timing preferences. However, administrative costs for
personnel and supervisory evaluation usually limit pay raises to annual events
annual raises can be given to every one at the same time or tied to annual
performance reviews dating from the date of hire.
One problem with the current timing of raises is that raises tend
to get buried. A raise usually is given on an annual basis, so it is divided in to 12
parts and mixed up with increases in taxes and insurance deductions. The take
home paycheck often looks the same after the raise. A new attempt ot deal with
this problem is the lump sum raise. This allows the employee to elect of speread
the raise over as many as 12 paychecks as desired or to take it at one time in a
lump sum if the employee elects the lump sum raise for the entire year at the
start of the year, the employer deducts the interest that would other wise accrue
to the sum and pays it out. If the employee leaves before the full year is over, the
proportion of the raise not earned id deducted from the last paycheck.
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performance. On study found larger individual differences in regard to an
effective pay increase policy. The researchers studied two groups of employees
those who perceived the increase as primarily a form of recognition were
anticipated changes in the cost of living and exacted pay increases, for those
who valued the money increases it self the best predictors were expected
changers in the cost of living, the last pay factors, or all individuals were
influenced by more than one factor. The researchers recommend against flat
percentage increase in view of their findings, because current pay was not
significant factor in predicting meaningful pay increases.
Pay Compression
The fair labor standards sets a legal minimum wage that must be
paid employees. However, union power and labor market conditions often push
for higher minimum rates of pay. These pressures often result in setting higher
levels of pay at the levels. This further results in what is called pay compression.
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Virtually every study on the relative importance of pay to other potential
rewards (extrinsic and intrinsic) has shown that pay is important it is
consistently ranked among the top five rewards. Infact, in more than one-third of
45 studies conducted, pay was ranked number one as a valued reward. An
opinion polling organization, reviewing data from the past two decades, found
that pay and benefits were ranked first or second in importance by employees in
every job classification (see Table-5-1). Because it is so important, pay has
power to influence people’s membership behavior (where they go to work and
whether the stay) and their performance.
Table 5-1 Top Five Work Values
Rank Managers Professionals Clerical
1. Pay & Benefits Advancement Pay & Benefits
2. Advancement Pay & Benefits Advancement
3. Authority Challenge Supervision
4. Accomplishment New Skills Respect
5. Challenge Supervision Security
Supervision
However, the importance of pay and other rewards is affected by many
factors. Money, for example, is likely to be viewed differently in early, middle
and later career because needs for money versus other rewards (status, growth,
security, etc.) are different in each stage. An other important factor in national
cultureEven within a single culture, shifting national forces may alter people’s
needs for money versus other rewards. High inflation tends to encourage people
to emphasize the importance of money, while periods of slow growth or
unemployment place a greater premium on intrinstic rewards. Or employment
security.
Rewards and Employee Satisfaction
There are some general conclusions to be drawn about the relationship
between rewards and employee satisfaction. Since dissatisfaction among
employees can lead to turnover, absenteeism, and with holding of effort,
organizations seek employee satisfaction to maintain or improve organizational
effectiveness. But employee satisfaction with pay is not a simple matter. Rather,
it is a function of a number of factors which organizations must learn to manage:
1. The individual’s satisfaction with rewards is, in part, a function of
what is expected and how much is received. Feelings of satisfaction
or dissatisfaction arise when individuals compare the nature of their
job skills. Education, effort, and performance (input) with the mix of
extrinsic and intrinsic rewards they receive (output).
2. Employee satisfaction is also affected by comparisons with other
people in similar jobs and organizations. In effect employees
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compare their own input/output ratio with that of others. People vary
considerably in how they weight various inputs in that comparisons.
There is a tendency to weight more heavily those things in which
they excel, certain skills, or a recent incident of effective
performance. Individuals also tend to overate their own performance
compared to that to their supervisors. For example. It has been found
that may employees rate their performance in the eightieth percentile.
Given the fact that an organization cannot pay everyone at the
eightieth percentile, it is not surprising that many employees feel
they are being under paid relative to others in the organization. The
problem of unrealistic self-ratings exists in pat because supervisor in
most organizations do not communicate a candid evaluation of their
subordinates’ performance to them. Unless supervisors have
exceptional communication skills, such candid communication to
subordinates seriously risks damaging their self-esteem. The real
dilemma is that failure to communicate a candid appraisal of
performance makes it difficult for employees to develop a realistic
view of their own performance, thus increasing the possibility of
dissatisfaction with the pay they are receiving.
3. The misperception of the rewards of others is a major source of
dissatisfaction. There is evidence that individuals tend to
overestimate the pay of fellow workers doing similar jobs while
under-estimating their performance (a defense or self-esteem
building mechanism). Misperceptions of rewards and the
performance of others also occur because organizations do not
generally make available accurate information about salaries or
performance levels of their employees. Managers are understandably
reluctant to publish information on individual salaries and
performance appraisals. Such information is likely to reveal some
inequities in the pay system, and could also lead to dysfunctional
competitiveness between employees. Nonetheless, it is not surprising
that, given the known tendencies toward misperception, the lack of
such information leads to the perception of inequities.
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Bank give the most desirable rewards will be best able to attract and
keep people, particularly the better employees. Substantial rewards lead to
higher satisfaction, which is generally associated with lower turnover, though
turnover is also a function of the labor market and the economy.. High total
compensation does not, however, ensure that the best employees are retained. To
do this, a company must also pay its better performers more than it pays poorer
performers; and the difference must be significant (recognizing that the
significance of the difference is a subjective judgment on the part of individual
employees)” A less than significant differential will result in feelings of inequity
when better performers compare their input-output ratio with that of poorer
performers. A well constructed and administered pay-for-performance system
will then result in retention of better performers, and the turnover of the poorer
performers – those the organization may want to lose despite the significant
replacement costs incurred. An operational test of a company’s success in doing
this is to correlate individual employee satisfaction with performance ratings. A
low correlation or a negative one indicates problems. The problem may be in the
design of the pay plan; it may also be in the administration of that plan. Later in
the chapter we will examine some of the problems that can occur in
administering a pay-for-performance system.
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2. Employees must feel that the rewards offered are attractive. Not
all rewards are equally attractive to all individuals because of
differences in needs and perceptions. Some employees may
desire promotions because they seek power while others may
want a fringe benefit such as pension because they are older and
are concerned about retirement security.
Unless employees believe that their efforts can have a reason able
probability of affecting performance. The model suggests a highly instrumental
view of motivation. Motivation to exert effort is triggered by the prospect of
desired rewards; money recognition, promotion, and the like. If effort leads to
performance, and performance leads to desired rewards, the employee is
satisfied and motivated to perform again. Motivation can be sustained over time
only if successive experience in the organization leads the person to believe that
this sequence is repeatable (that is, to trust the reward system), that his or her
efforts can affect certain performance outcomes, and that the organization will
reward these achievements. The dotted line between performance and rewards
and the feedback loop to motivation are intended to show that motivation is a
function of the performance-reward relationship.
Intrinsic rewards are those rewards which accrue from the performance of the
task itself: satisfaction of accomplishment, sense of influence, sense of
competence, or self-congratulation on a job well done. The process of work and
the individual’s response to it provide the intrinsic reward. But bank seeking to
increase intrinsic rewards must provide a work environment that allows these
satisfactions to occur. This is why bank is redesigning work and delegating
responsibility to enhance employee involvement.
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Satisfaction of certain needs can also heighten or reduce those needs. For
example, the experience of promotion or achievement may heighten the need for
further advancement and achievement. On the other hand, already having a lot
of money could lessen the satisfaction derived from yet another incremental
increase in pay.
Motivation:
. Whenever we ask managers of bank what their biggest problem
is, the answer in the vast majority of cases comes back—motivating
subordinates. How can I motivate my people? This is a challenging question that
will not go away. Therefore, this chapter will provide a discussion about
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programs that managers can use to create conditions which will motivation
subordinates to exert the necessary effort to achieve performance.
Before we examine the elements of motivation, it is vital that we clearly
understand exactly what the term means. Motivation has been defined as
More specifically, the term motivation has often been called an intervening
variable. Intervening variables are internal psychological processes which are
not directly observe able and which account for behavior. Thus, motivation
cannot be seen, heard, or felt, but can only be inferred from behavior
A Diagnostic Approach To Motivation
the factors in the diagnostic model that are extremely important to understanding
motivation among employees. The individual factors are very significant. A
person’s abilities, attitudes, preferences, and internal motivational level all play
a role. Internal environmental factors also play a major role in motivation. The
task itself may stimulate an employee. On the other hand, It may bore or under
stimulate an employee. A work group cab also stimulate behavior and work
effort. In any event, leader style and action can stimulate or dampen an
employee’s motivation.
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The process of motivation
an unsatisfied need is the staring point in the process of
motivation. That need is deficiency within the individual, and provides the spark
which begins the chain of events leading to behavior. An unsatisfied need causes
tension (physical or psychological)within the individual, leading the thereby
reduce the tension. Note that this activity is complete. For example, a thirsty
person needs water is driven by thirst, and is motivation by a desire for water in
order to satisfy the need. Thus the continuous process bebins with an unsatisfied
need and ends with need satisfaction, with goal-directed behavior as a part of the
process.
These managerial actions are needed because employees:
Physiological needs
This category consists of the basic needs of the human
body, such as food, water and sex. Physiological needs will dominate when all
needs are unsatisfied. In such a case, no other needs will serve as a basis for
motivation. As Maslow state, “A person who than for anything else.
Safety Needs
These needs include protection from physical harm, ill
health, economic disaster, and the unexpected. From a managerial standpoint,
safety needs manifest themselves in attempts to ensure job security and to move
toward greater financial support.
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Social needs
These needs are related to the social nature of people and
to their need for companionship. This level in the hierarchy is the point of
departure from the physical or quasi-physical needs of the two previous levels.
No satisfaction of this level of needs may affect the mental health of the
individual.
Esteem Needs
These needs comprise both the need for the awareness of
one’s importance to others (self-esteem) and the need for the actual esteem of
others. The esteem of others must also be regarded as warranted and deserved.
The satisfaction of esteem needs leads to self-confidence and prestige.
Self-Actualization Needs
Maslow defines these needs as the “desire to become and
more what one is to become everything one is capable of becoming. This means
that the individual will fully realize the potentialities of his or her talents and
capabilities.
Obviously, as a person role varies so will the external
aspects of self-actualization. Whether the person is a college professor, a
corporate manager, a parent or an athlete being effective in that particular role is
the needs. Thus when people are able to achieve self-actualization they will tend
be motivation by increased opportunities to satisfy that level of needs.
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understanding of motivation, it is necessary to explore what happens when needs
are not satisfied.
Empathy with those who use it and will realize that such behavior may not be a
true indication of the person’s actual character.
What has been said thus far about motivation is summarized. It also indicates
that if a person is successful in achieving a goal, the next unsatisfied needs
emerges. If, however, attempts are met with frustration, the person either
engages in constructive behavior (indicated with a minus sign because of its
negative effects). In either case, the person returns to the next unsatisfied needs
which emerges.
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SYSTEMS OF COMMUNICATION
THE IMPORTANCE OF COMMUNICATION
As a simple interaction ,communication involves one person transmitting
information about something to another person and vice –versa.however
,although sending and receiving are essential ,theyu do not adequately describe
the importance of interpersonal communicatin.
Communication is the essence of all relationships.it is the focal point for
business managers ,is central to control and survival,and is essential for all
employees.if there is one activity that is foundational for all planning ,organizing
,directing and controlling,it is communication.without productive
communication ,decisions can not be made or implemented;achievement is
impossible .if we have to pick just one area of human relations to concentrate
on, it would probably be communication.therefore communication skills __roal
,written,and nonverbal __should be improved.communication allows the
accomplishment of objectives.
WHAT IS COMMUNICATION
A DEFINITION
There are many definitions of communications and many disciplines that
claim communication as their own invention.because of this the word means
many things to many people .
“communication is the sending and receiving of messages, the sharing of ideas
and attitudes .”
ideas stress an intrapersonal view of communication .messages
emphasize the interpersonal side of communication.attitudes overlap intra and
interpersonal communication and suggest the importance of nonverbal
communication.if communication is to be productive ,it must result in
understanding between sender and receiver.
Through communication people process information ,tests ideas ,
exchange opinions and achieve consensus on decisions .through communication
they develop interpersonal relationship and form subgroups from a large number
of individuals .communication is the organizing element on the job.
COMMUNICATION GOALS
For communication to be productive the people involved must see some reason
for interaction.
The most obvious communication goal is to be heard. There are however other
goals that proceed and succeed this vital goal. They are to:
1)GAIN THE ATTENTION OF THE RECIEVER
the sender wants the other person to listen to what he or she says.
2)ACHIEVE UNDERSTANDING
once the reciever’s attention is gained ,a manager would want to present
ideas in a manner acceptable to the needs and levels of the
employees.management would want to make sure the employees structured its
ideas in their minds the same way management had originally framed them ,
because communication is basically a process of exchanging meanings.if
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similarly a reconstructinf concepts is inadequate misunderstandings will
occur.however in many verbal exchanges a receiver who is not actively trying
to to understand and respond to your message bears some responsibility for the
failure.
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Simplification of managerial life is better accomplished with one –way
communication than with two-way.whan communication is two-way people
must deal with other’s feelings,attitudes and perceptions .they must also deal
more directly with people.
PLANFULNESS
Planfulness,orderliness and systemization characterize one –way communication
.two way communication is not as neat because it is difficult to predict what
embrassing questions will be asked when questions are solicited.
However ,we can surmise that two-way communication is more valid since it
allows for more accurate transmission of information.
VERTICAL COMMUNICATION
Vertical communication involves messages that flow up and down the
organization hierarchy.downward communication is the most frequent
communication flow in the business .it involves directives , policies , procedures
, instructions ,goals or objectives.however downward communication is a one
way process.”I told you what to do ,now to do “.it can also be a stifling process
in which people feel they have no say about how things are done .
Some types of downeard communications are identifiable,as was just noted
.if these of types of communication are unclear ,employees will not respond in
the way managers wish.if these types are limited , people may give only
minimal compliance.upward communication involves workers relaying
information to their superiors.this type of message flow provides
feedback.therefore it is two way and as a general rule ,improves morale.people
feel as though they have a voice in how things are done .they are listened to
upward communication benefits both the company and the individual.
Both upward and downward communication are related to formal
organization .lines connect the various units within the hierarchy .systems of
responsibility and explicit delegations of duties are clearly drawn.exact
statements of the nature ,content,and direction of communication are
provided.because of this highly formality , some companies try to establish more
informal atmosphere.
HRIZONTAL COMMUNICATION ;
Should be the strongest flow of
information in a work group because it allows the massage exchange among
people on same level of authority. It is particularly prevalent at the lower level
and leads to better understanding among workers then vertical comunication
does. Good horizontal communication typically deals with the task coordination
,problem solving ,information sharing and conflict resolution horizontal
communication atmosphere provide a good opertunity to banish certain
communication barriers.
THE GRAPEVINES
Vertical or horizontal communication is usually considered formal
communication because it follows the chain of command on most organizational
charts.the system of communication that does not follow the chain of command
and therefore has no official sanction is reffered to as the grapevine.it creates an
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informal organization that departs from formal tasks and hierarchy and creats its
own channels of communication and dependence.
The grapevine is fast and selective,and it has company – influence .it is
doubtful it could ever be destroyed.hence,if managers understand how the
grapevine works , they van influence and use the grapevine network by
supplying accurate data.
COMMUNICATION NETWORKS
Every group develops its own unique structure and pattern of communication
.these patterns connect the sender and receiver into a functioning social
organization and are called NETWORKS.they show us who talks to whom .
One factor affecting communication networks is group size.group members
have fewer chances to speak ingroups of twelve than of five.in addition feelings
of threat and inhabition increase with group size.similarly discussion diminishes
as group size increases; fewer people participate in the group .the gap between
the participator and the other group members tends to grow proportionately
greater as size increases.
Often the communication network is present; at other times the pattern
arises during interaction .other combinations are possible,however.these
networks allow us to visualize who talks to whom , about what,and in what
sequence.
Centralized patterns such as the whel and chain networks are usually better
than decentralized networks like the circle .for simple ,problem solving,for
example, centralized patterns are accurate .but if the problem is
complex,decentralized networks are more accurate.morale and worker
satisfaction are higher in decentralized networks .thus,centralized patterns are
superior in accomplishing tasks , and decentralized networks are superior in
fostering group cohesiveness and interaction.
COMMUNICATION INTERACTIONS
Any person’s behaviour affects those in the group .if you choose not to be
an active member and participate by actively communicating.you may influence
Others to remain uninvolved.if you don’t better yourself , why should they?
If on the other hand ur behaviour can influence other to participate actively.
You can improve group interaction .a though full well timed question could
leave the group in a positive direction .so could soothing over a sensitive area
where potential disruption could develop into non constructive conflict.
Two style of interaction that can influence a group either positively or
nagitively are those of the peace maker and a democratic group member .a peace
maker gets a concenses and keeps people together a democratic group member
ties to include very one in the discussion by learning to be sensitive to be
participation and interaction level of a group work you can make large
contribution to the group by spoting potential trouble areas
BREVITY:
Have u ever listen to the some one who always seemed to talk for thirty
minutes and could say more about nothing then any one else?our participants
contribution to any meeting should not be too lengthy or complicated other
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member may have difficulty to understand his or her position ,or they may stop
listening altogether when that person start talking .
OBJECTIVE:
Sometimes a person biased version of a situation blinds him or her .are you
that way about certain subjects ?group participants should strive to be
objectivetowards all contribution by others. They should reserve decision until
all group has had a chance to interact for a while.descusion should not be an
arena for public debate ,promotion or competition .a closed mind works against
the good that a group can accomplish .
LESTING:
Have you talked to someone you knew wasn’t listening o you ?how did you
feel? group members should listen to one other as much as they desire to be
heard . one way is to let your body language tell the others you are aware of
them and are interested in their thoughts. You can nod your head knowingly ,or
use brief encouragements like “I see ,” “that’s a good idea,”,” I m glad you say
that ,” or “uh ,huh ,” the quantity of listening to others is very important in the
life of a work group.
COHESIVE PATTERENS:
COHASSIVENESS is the ability of a group to work and stay together .as a
group develops a higher level of cohesion ,it communication more because
members are open , supportive ,and trusting . highly cohesive groups interact
more consequently ,group members feel pressure to interact and communicate .
FEED BACK:
In all communications , feedback determines level of understanding . if feed
back is discouraged ,a work groups vitality and problem –solving ability will
suffer . the terms interaction and communication are often used synonymously.
Group interaction is the communicative feedback provided by and for the
members.
BARRIERS TO COMMUNICATION:
Communication at the work is important. Knowing the nature of
communication , we can say that peoples productivity cannot be improved
without improving their communication knowledge and skills .the managers
objective are to search for and use communication skills that will improve
understanding . unfortunately ,many problems arise along the way .
Communication difficulties result from real or imagined problems. Therefore
, a communication barriers is anything that blocks message flow so that a
receiver does not get the intended messages .
RECONIZING BARRIERS :
Nonproductive communication may occur because people do not want to
communicate, they do not provide feedback , they fail to listen ,or they try to
show off their knowledge . becoming aware of the potential ,communication
barriers is the starting point in copying with breakdowns. Some common
communication problems are allness , by passing , ambiguity , and status .
ALLNESS :
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Allness is the tendancy people have to believe that whatever they say about a
particular subject is all that there is to say about that subject. Allness occurs
when , failing to remain objective and openminded.
1. people are unaware they are abstracting .they assume they have covered
the subject completely ,
2. people select different details from a given situation and assume they
know everything.
3. people evaluate a group on the unconscious assumption that their
experience with one or few members would be the same with all of the
group.
4. people close their minds to new or different ideas.
Allness is a common affliction among most of us , but particularly among
advertisers. For example , the following advertising slogans take full advantage
of allness ;
Any time people are dogmatic rigid or deaf to new ideas they are suffering from
the disease of allness. The crue for such mistake is to remember many
particulars are left out of everything you say hear read or write .there is always
more information then what is presented. There is always an eteetera.
BY PASSING :
By passing is the tendancy of individuals to not recognize that one word
can have different meanings .
AMBIGUITY .
Like bypassing ,result from different word meaning in a given context.
STATUS
Communication problems also result from an involvement of different peopl’s
ego’s,status relationships ,or positions in the work groups.status can be
measured by job titles,office pakcements ,windows,desk sizes,parking spaces
and so forth.the two major status determinants are probably the nature of
people’s work and the size of their paychecks ‘however.dissatisfaction arises
when one person or group percievs another as out of line.communication
problems often arise , and the status ladder must be realigned to reduce the
percieved inconsistencies.
COPING WITN BARRIERS
Good communication is at best a difficult process .even though there are
many barriers to communication ‘the situation is not hopeless,however.infact
almost any serious effort to improve communication will have beneficial
results.one of the best ways to start improving communication is to become
aware of communication problems.the normal result of any communication is a
partial misunderstanding.thus decisions must be made as to how large a margin
of difference in understanding can be tolerated.
Four specifiv ways to cope with the barriers and therby improve
communication between management and staff are to recognize the reciever’s
frame of reference ,to use feedback,to reinforce words with actions ,and to use
quality circles as an intervention technique.a quality cirtcle is a meeting of a
small group of workers to identify , analyze and provide solutions to problems in
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their work areas.it is usually made up of a group of people who work together to
produce a part of a product or a service.a typical quality circle has five to ten
members and conducts its meetings during work hours.its purpose is to propose
answers to management For quality control problems.
A number of organizations have employed qulity circles .one key of quality
circles is that they are results orientsed .people are there to seek ways to
accomplish the original goal.instead of waiting to
Know whose fault it is and assigning nlame ,they want a solution .when a
communication breakdown accurs , solutions can be found tough participative
interaction.
NONVERBAL COMMUNICATION
Within the last two decades interest has developed in nonverbal communication
research.nonverbal communication has much to do with the way we perceive
and respond to others .since our ability to communicate goes far beyond our
ability to speak , understanding the neture of nonverbal communication will
provide us with another technique for achieving understanding among people.it
is yet another principal of improving human relationships.success depends ,in
part on sensitivity to the feelings of others and on competence ,and interest.
The conclusion of nonverbal communication research suggests we are
constantly communicating information about ourselves.these nonverbal
significantly effect our sending and receiving of messages .the specific signals
that alert us to what to send or how to receive are cues.
CUES
Nonverbal cues are signals that do not require a person’s concentrated
efforts.these cues may be intentional or unintentional .the expressions of feelings
,emotions and attitudes are nonverbal and can relay be concealed from others
.messages frequently consists of intentions that are logically inconsistent with
the verbally professed statements .if persons are having difficulty
communicating their thoughts and feelings by verbal symbols .two concepts are
especially pertinent.first we cannot communicate.nonverbal cues go out
constantly.second if our words say one thing and our nonverbals signal
something else ,people will pay more attention to nonverbal things.
BODY MOTIONS
The study of body motions concern five major areas :the face
,gestures,postures,body shape and physical appearance.each of these areas
provokes certain actions from other people and may assist or impede productive
communications.
THE FACE
The face is the most visible indicant of our emotions and feelings.with over
100 possible expressions ,the face accurately reflects our feelings towards others
and provides feedback on other’s comments.
Perhaps the part of the face most likely to yield information is the eyes
.when communicationg with others ,or when establishing or maintaining
relationships ,increase eye contact.
GESTURS:
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Gesture can expres one message or an entire language .although the hands are
most prominent , h ewhole body can send a message .successful sales people
confirm that prospects send nonverbal messages of acceptance or rejection by
folding or unfolding their artms ,leaning forward or racling in their chairs ,and
crossing or uncrossing their legs.gestures can be large ,expensive ,assertive and
outgoing or they van be limited , self protected and close to the body.but as with
mimes every moment has a message.
POSTURE
Posture also provides us with information .the way we sit ,stand ,walk or lie
down express feelings ,interst ,involvement or tension.for example body
language as well as physical barriers can be used to get rid of time wasting
office guests .a manger may rise and remain standing when someone enters his
or her office.
Postures tell whether one wishes to include or exclude other people in one’s
thpught or conservation ,whether one is open or closed to certain ideas. it tells
whether one is warm toward certain people ,whether one likes or dislikes certain
ideas ,whether one can become emotionally involved .it also says something
about one’s role ans status in certain groups.
BODY SHAPE
There are theree general body types ,
1 . ectomorph
2. endomorph
3. mesomorph
most people stereotype each physique .endomorphs are talkative ,old
fashioned ,sympathetic ,weak, dependent,and trusting .some researches contend
endomorphs encounter negative prejudice in job interviews ans promotional
decisions .and in fact a number of endomprphs are going to court and charging
employers with job bias.furthermore ,ectomorphs are often portrayed unfairly as
uncool wimps .
meosmorphs are stereotypes as handsome,adventurous,mature and self
reliant.for example you only need to lok at modles used in advertising to
appreciate this stereotype.of course ,anyone can exibit characteristics of all these
groups .so try not to let societal attitudes affect the way you relate to each of
these types of people.
PHYSICAL APPEARNECE
Physical attractiveness is alos a factor in nonverbal communication .body
color, smell ,hair lnght and clothing influence the quality and quantity of
communication that occurs among people.based sololy on physical appearance
,many people will make decisions regarding dating,ourtship,and marriage,not to
mention hiring and firing.
SPACE
Spatial relationship also effects the quality and quantity of communication
among people .distances between people in daily interactions or arrangements of
furniture in houses and offices may enhance or stifle understanding .personal
space varies among nationalities .native Americans who tend to talkm at arms
length ,mark of a generous amount of personal soace in which to operate
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.however members of certain other nationalities customarily interact within
inches of each other.
Soace is often refferd to as territory which assumes certain ownership rights
of an area without any legal basis .
TIME
Although time is cukturally defined ,being on time ,ahead of time ,or behind
time communicates certain things in our society .deadlines are a way of life ,and
we view spactically anyone who does not wear a watch .those who are always
late are disrespectful ,we think;they have little interest in us.the language of time
is very eloquent .it can create auras of hostility or warmth.
VOICE
Vocal qualities such as pitch ,attriculation and tempo produce certain
responses from others.vocal characteristics such as laughing ,crying ,whispering
,yawning and sighning also provokes certain actions ,even when no conscious
attempt was made to manipulate the voice .thus ,voice may be the most
important element in certain asoects of persuation.
SILENCE
Another large area of nonverbal communication is silence.therefore it is
helpful to know how to deal witn silence in a work group.what happens , for
example when no one talks to us ? silence may have a on eor a combination of
meanings .it might represent either fear or anger. in either case ,silence retards
our ability to relate to others .
TEN COMMANDS OF GOOD COMMUNCATION
These rules will helpall of us overcome some of the verbal and nonverbal
problems
. 1. seek to clarify your ideas before communicating.
2.examine the true purpose of each communication.
3. consider the total physical and humen setting whenever youi communicate .
4. consult with others ,where appropriate in planning communication.
5.be mindful when you communicate ,of the overtones as well as the basic
content of your message.
6.take the opportunity when it arises ,to convey something of help or value to
the receiver .
7.follow up your communication.
8.communicate for tomorrow as well as today.
9. be sure your actions support your communication.
10. seek not only to be understood but to understand—be a good listener
in bank alfalah branch manager acts as arbitrator.grievance is also used
for settling disputes.
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HEALTH AND SAFETY
Bank is providing free hospitalization to its employees upto 100000 for officer
ranks.
Policy of bank alfalah health and safety is ensured with adamjee insurance
company.
Bank is also providing health and safety facility to the parents of bak employees
upto 75000 for officers rank.
Bank is also proviving life insurance facility to its employees and this is based
purely on employers contribution.
For employee health and safety, different types of measures are provided
regarding lighting, canteen, spittoons, wash rooms etc.
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TERMS AND CONDITIONS OF EMPLOYMENT
Following are the terms and conditions of employment in bank alfalah.
Contract basis
Permanent basis
Employees who are hired on contract basis are often those who are more than
the age of 60 and due to their experience bank hired those people.
Employees who are hired on permanent basis are routine work through
manpower planning.
4)employee must not leave the job without any solid reason.
5)employee must contribute some amount towards their provident fund and
remaining will be contributed by the bank.
6)employee mst get the training for required job and employee must rty to
improve his or her work through effective training programmne.
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RETIREMENT SCHEME
Bank alfalah is providing retirement scheme to its employees like other banks.
Bank contributes one pay of each employee towards its gratuity and this is the
lump sum amount which is payable to the employee at the time of retirement.
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