staffing prince dudhatra 9724949948

8/7/2019 Staffing Prince Dudhatra 9724949948

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STAFFING

prince dudhatra-9724949948



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Human Resource Management

The integration of all processes, programs,and systems in an organization that ensure

staff are acquired and used in an effective way




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Human Resource Management (Contd.)

HR is multidisciplinary: It applies the disciplines of

Economics (wages, markets, resources),

Psychology (motivation, satisfaction),

Sociology (organization structure, culture) and

Law (min. wage, labor contracts)

What HR Professionals Do?

HR planning

Recruitment & Selection

Training and development

Compensation & Performance review

Labor relations




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Human Resource Planning

Assessing FutureHuman Resource

Needs

Assessing CurrentHuman Resources

Developing aProgram to Meet

Needs




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Human Resource Planning

The process of systematically

reviewing HR requirements to ensurethat the required number of employees,

with the required skills, are available

when they are needed




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HR PlanningWe have found the gap, how do we fill this void?

Internal Labour Supply

Skill Inventory

Succession PlanningReplacement Planning

± Inventory Chart

� Present & Future staffing situations

� Helps in retention & expulsion strategy

External Labour Supply




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Job Analysis

(Functional Job Analysis, Position analysis questionnaire

A Basic Human Resource Management Tool

Tasks Responsibilities Duties

Job

Analysis

Job

Descriptions

Job

Specifications

Knowledge Skills Abilities

Human Resource

Planning

Recruitment

Selection

Training and

Development

Performance Appraisal

Compensation and

BenefitsSafety and Health

Employee and Labor

Relations

Legal Considerations

Job Analysis for Teamsprince dudhatra-9724949948



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Definitions

Job - Consists of a group of tasks that must be

performed for an organization to achieve its goals

Position - Collection of tasks and responsibilities

performed by one person; there is a position for every

individual in an organization

Job analysis - Systematic process of determining the

skills, duties, and knowledge required for performing jobs

in an organization (functional job analysis , position

analysis questionnaire)Job description ± document providing information

regarding tasks, duties, and responsibilities of job

Job specification ± minimum qualifications to perform a

particular jobprince dudhatra-9724949948



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RecruitmentProcess of locating,

identifying, and attracting

capable candidates

Can be for current or future

needs

Critical activity for some

corporations.

What sources do we use for

recruitment




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Sources of Recruitment




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Recruitment

Sources

Internal

Searches

Employee

Referrals

Voluntary

Applicants

Employment

Agencies Advertisements

SchoolPlacement




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SELECTION

A series of steps from initial applicantscreening to final hiring of the newemployee.

Selection process.

Step 1 Completing application materials.

Step 2 Conducting an interview.

Step 3 Completing any necessary tests.Step 4 Doing a background investigation.

Step 5 Deciding to hire or not to hire.




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Selection process

Step 1 Completing application materials.

Gathering information regarding an applicant¶s background and

experiences.

Typical application materials.

Traditional application forms.

Résumés.

Sometimes tests may be included with application materials.

Step 2 Conducting an interview.

Typically used though they are subject to perceptual distortions.

Interviews can provide rough ideas concerning the person¶s fit with

the job and the organization.




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Selection process

Step 3 Completing any necessary tests.Administered before or after the interview.

Common examples of employment tests.

Cognitive, clerical, or mechanical aptitudes or abilities.

Personality.

Step 4 Doing a background investigation.

Can be used early or late in selection process.

Background investigations include:

Basic level checks.

Reference checks.




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Selection process

Step 5 Deciding to hire or not to hire.

Draws on information produced in preceding selection steps.

A job offer is made.

A physical examination may be required if it is relevant to job

performance.

Negotiation of salary and/or benefits for some jobs.

Step 6 Socialization.

The final step in the staffing process.

Involves orienting new employees to:The firm.

The work units in which they will be working.

The firm¶s policies and procedures.

The firm¶s organizational culture.prince dudhatra-9724949948



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The identification, measurement,and management of human

performance in organizations.




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Why Conduct Performance Appraisals?

Make decisions about that person's future

with the organization

Identify training requirements

Employee improvement

Pay, promotion, and other personnel

decisionsResearch

Validation of selection techniques and criteria




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A Model of Performance Appraisal

Skills/Activities/Output

Performance Appraisal System

Reward/Training/Punishment




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Techniques for Evaluating Managers

Evaluation by superiors

Evaluation by colleagues

Peer ratings tend to be more favorable for career development than for promotiondecisions

Self-evaluation

Self-ratings suffer from leniency

Subordinate evaluationEffective in developing leadership

Leads to improved performance

360 degree feedback (multi-source)




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360° Feedback

The combination of peer,subordinate, and self-review




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Key Steps in Implementing 360° Appraisal

Top management communicates the goalsEmployees and managers are involved in the

development of the appraisal criteria and process.

Employees are trained in giving & receiving feedback.

Employees are informed of the nature of the 360°

appraisal instrument and process.

The 360° system undergoes pilot testingManagement continuously reinforces the goals of the

360° appraisal and is ready to change the process

when necessary.




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Relative and Absolute Judgment

An appraisal format that asks supervisors to

compare an employee's performance to th

eperformance of other employees doing the same

job.

Relative Judgment

An appraisal format that asks supervisors to make

judgments about an employee¶s performance

based solely on performance standards.

Absolute Judgment




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Rating MethodsPerformance rating scales

Supervisors indicate how or to what degree a worker possesses a

relevant job characteristic

Ranking technique

Supervisors list the workers in order from highest to lowest

Paired-comparison techniqueCompares the performance of each worker with that of every other

person in the group

Forced choice techniqueRaters are presented with groups of descriptive statements and areasked to select the phrase in each group that is most descriptiveof the worker being evaluated




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Rating MethodsBehaviorally anchored rating scales (BARS)

Appraisers rate critical employee behavior

Critical-incident behaviors are established

These behaviors are used as standards for appraising effectiveness

The BARS items can be scored objectively by indicating whether theemployee displays that behavior

Behavioral observation scales (BOS)Appraisers rate the frequency of critical employee behaviors

The ratings are assigned on a five point scale

The evaluation yields a total score

Management by objectives (MBO)




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Appraising Managers as Managers




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Organizational Change




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Concept of Organizational Change

Defined as adoption of a new idea or behavior

by an organization.

Organizations need to continuously adapt to

new situations if they are to survive and

prosper




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Planned and Unplanned Organizational

Changes

Planned Changes� Changes in products and

services

� Changes in administrative

systems

� Changes in organizational

size or structure� Introduction of new

technologies

� Advances in information

processing and

communication

Planned Changes� Changes in products and

services

� Changes in administrative

systems

� Changes in organizational

size or structure� Introduction of new

technologies

� Advances in information

processing and

communication

Unplanned Changes� Changing employee

demographics

� Performance gaps

� Governmental regulations

� Economic competition in the

global arena

Unplanned Changes� Changing employee

demographics

� Performance gaps

� Governmental regulations

� Economic competition in the

global arena

Organizational

Change




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Forces ForForces ForChangeChange

WorkforceWorkforce

CompetitionCompetition

WorldWorld

PoliticsPoliticsTechnologyTechnology

SocialSocial

TrendsTrends

EconomicEconomic

ShocksShocks




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Resistance to Change - Forms

Overt and immediate

Voicing complaints, engaging in job

actions

Implicit and deferred

Loss of employee loyalty andmotivation, increased errors or

mistakes, increased absenteeism




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Resistance to ChangeResistance to Change

Selective

Information

Processing

Fear of

the Unknown

Force of

Habit

Need for

Security

Economic

Factors

IndividualIndividual




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Structural &

Group Inertia

Limited Focus

Threat to establish

resource allocation

Threat to Expertise

Threat to establish

power relationship

OrganizationOrganization




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Education andEducation and

CommunicationCommunication ParticipationParticipation

NegotiationNegotiation

FacilitationFacilitation

and Supportand Support

CoercionCoercion

ManipulationManipulation

and Cooptationand Cooptation

OvercomingOvercoming





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Unfreezing Changing Refreezing

Lewin¶s Three-Step Process

Organizational ChangeOrganizational Change




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Unfreezing the Status QuoUnfreezing the Status Quo

Desired

State

Status

Quo

Restraining

Forces

Driving

Forces

Time




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Definition of OD

OD is a planned process of change in an

organization¶s culture through the utilization

of behavioral science technology, research,and theory.




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Organization Development is...

a systemwide application and transfer of

behavioral science knowledge to the

planned development, improvement, and reinforcement of the strategies, structures,

and processes that lead to organization

effectiveness.




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Organizational DevelopmentOrganizational Development -- TheThe

PremisesPremises

Respect for people

Trust and support

Power equalization

Confrontation

Participation




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.

OD Process

Diagnosis Intervention Evaluation




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OD InterventionsOD Interventions

Intergroup development

Process consultation

Sensitivity training

Third Party Intervention

Survey feedback

Team building

Culture Changeprince dudhatra-9724949948



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Manager DevelopmentOn the Job Training

Planned Progression

Job Rotation

Creation of ³assistant-to´

Temporary promotion

Committees

Off the Job

TrainingConference

MDPs

Business Simulationsprince dudhatra-9724949948



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Organizational Conflicts




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Sources of Conflict

Competition for scarce resources

Time pressure

Unreasonable standards, policies, rules or

procedures

Communication breakdowns

Personality clashesAmbiguous or overlapping jurisdictions

Unrealized expectations




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Managing Conflicts

Avoidance

Problem solvingCompromise

Forcing

Smoothing

Structural change




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LEADING


staffing prince dudhatra 9724949948

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