HUMAN RESOURCE MANAGEMENT- 1

Lecture ByLt Col ®

Muhammad Ali Haider Kazi TI(M)

DIAGRAMMATIC VIEWHRM MODEL

Compensation

&

Protection

Preparation&

Selection

Employee Relation

&Assessment

Framework &

Challenges

Development & Evaluation

•Orientation, placement,& separation

•Training & development•Career Planning

•Performance Appraisal

OBJECTIVES•Societal

•Organizational•Functional•Personal

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SOCIETAL

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PARTS TO BE STUDIED

PART 1 - Challenges & FrameworkPART 2 - Preparation & SelectionPART 3 - Development & Evaluation

PART - 1

DEVELOPMENT & EVALUATION

CHAPTER 9 - Orientation , Placement & Separation

CHAPTER 10 - Training & Development

CHAPTER - 9

ORIENTATION , PLACEMENT &

SEPARATION

DEFINITIONS

• ORIENTATION An introductory stage in the process of new assimilation & a part of his or her continuous socialization process in an org

• PLACEMENT The process of finding someone a place where they can live, work, or study

• SEPARATION The process of managing people in orgs in a structured & thorough manner. The place at which a division or parting occurs

ORIENTATION, PLACEMENT & SEPARATION

SALIENT ASPECTS

• When starting a new job, many people wonder:- - Will I be able to do the job? - Will I fit in around here? - Will the boss like me?

• These “first-day jitters” may be natural, but they reduce a new employee’s satisfaction & ability to learn

• Psychologists say that initial impressions are strong & lasting because new corners have little else by which to judge

• To help an employee become a satisfied & productive member, the manager & the HR dept must male those initial impressions favorable

ORIENTATION, PLACEMENT & SEPARATION

ORIENTATION PROGRAM TO ACHIEVE

PLACEMENT OBSTACLES TO PRODUCTIVITY

Quitting Early One obstacle to a productive & satisfied workforce is that employees are more likely to quit during their first few months than at any other time in their employment. It may even be beneficial if it occurs among new hires who sense that the org or the job is not right for them

Dissonance Reduction Realistic job previews close the psychological gap between what newcomers expect & what they find. If dissonance is too high, people take action. For new employees, that may mean quitting

New Employee Turnover The turnover is expensive. Besides recruiting & selection expenses, the costs as associated with creating new employee records in the HR dept. Establishing payroll records in accounting, giving new employees training & providing them with safety equipment are lost when employees leave

ORIENTATION PROGRAM

Orientation Programs It familiarize new employees with their roles, the org, its policies, & other employees.

Socialization • HR dept’s efforts help integrate newcomers into the org & enable socialization to take place that helps the org meet its need for productive employees while enabling new employees to meet their needs

• Socialization is the ongoing process through which an employee begins to understand & accept the values, norms, & beliefs held by others in the org

• Finally the newcomer becomes fully integrated to the org, after which acceptable levels of satisfaction, productivity & stability of service are more likely (book page 256,Figure -9-3)

ORIENTATION PROGRAM

Content & Responsibility for Orientation

• Employee Handbook Formal orientation programs usually rely on the HR dept & the supervisor. This two-tiered orientation program is used because the issues covered in an orientation fall into two broad categories:- - General topics of interest to most new employees - Specific, job-related issues of concern only to specific jobholders

• Supervisory Role In addition to the HR dept’s presentation, the orientation is continued by employee’s supervisor, who handle’s the job-related introductions - This tier of the orientation program should include introducing new employees to their coworkers & others who work in different depts

- Job duties & related issues are equally important which are normally explained by supervisor. Supervisory level orientation reviews job & its objectives

- Information/topics about the task, safety requirements, job location, the job relationship to other jobs & other issues are at book page 257, Figure -9-4

ORIENTATION PROGRAM

ORIENTATION PROGRAM

Opportunities & Pitfall • Weakest Part The weakest part of most orientation programs occurs at the supervisory level, even when the HR dept has designed an effective orientation program & trained supervisors to conduct their part of It. The reasons may involve:-

- Supervisors are more pressed with problems at their part - Supervisors view thing familiar & nothing seem an important thing to learn

• Check List To help & ensure a systematic orientation, the supervisors maybe given a check list of topics to cover that focuses on the introduction and job duties (book page 257, Figure 9-4). The main heads of the topics include:- - Org issues - Employment benefits - Introductions - Job duties

ORIENTATION PROGRAM

• Buddy System

- A helpful supplement to the newcomer orientation is the assignment of buddy

- Under the third tier, the buddy system of orientation, an experienced employee asked to show the new worker around, conduct the introductions for the supervisor & answer the newcomer’s questions

- The buddy system is a supplement to the supervisor’s orientation efforts. excellent opportunity to establish open communication s with new employees.

- Both , EPT & supervisors are responsible to see that the employee is not :- + Over whelmed with too much to absorb in a shirt time + Over whelmed with forms to complete + Given only mental tasks that discourage job interest & complete loyalty + Ask to perform tasks with a high chance for failure + Push into the job with a sketchy orientation under mistaken belief that ‘trial by fire’ is the best orientation + Forced to fill in the gaps between a rod orientation by the EPT and a narrow one by the supervisor

ORIENTATION PROGRAM

Benefits of Orientation Program • Although research on orientation programs is limited, several benefits are commonly reported. Most of these benefits revolve around reducing’ employees’ anxieties. With less anxieties newcomers can learn their duties better

• Well-oriented newcomers need less attention from coworkers & supervisors, perform better & are less likely to quit

Orientation Follow-up• HR dept often uses a prescheduled meeting or a simple checklist that asks the employee to critique the weaknesses of the orientation program• Checklist also serves as feedback to help the HR dept to identify the parts of the program that are strong • Face-to-face meetings between the employee & supervisor are the most important type of orientation follow-up

International Implication • When new hires or employees are moved across international borders, orientation becomes more important & complicated

• The traditional use of a company orientation is usually done by the HR dept

EMPLOYEE PLACEMENT

SALIENT ASPECT• Placement is the assignment or reassignment of an employee to a new job

• Most placement decisions are made by line managers Usually the employee’s supervisor, in consultation with higher levels of line mangt, decides on the future placement of each employee

• HR dept’s role is to advise the line managers about the company’s policies & provide counseling to the employees

• Each decisions should be coupled with an orientation & follow-up whether the placement is caused by:- - Downsizing - Merger, acquisition - Another change in internal staffing needs

TYPE OF PLACEMENT

PROMOTIONSSalient Aspects

• A promotion occurs when an employee is moved from a job to another position that is higher in pay, responsibility, and/or orgl level. Generally, given as a recognition of a person’s past performance & future promise

• Promotions usually are based on merit and/or seniority:- - Merit-based Promotion These occur when an employee is promoted

because of superior performance in the current job. When promotion is mostly a “reward” for past efforts and successes, two problems may

encountered:-+ Whether the decision maker can distinguish strong performance from weak one+ Good performance in one job is no guarantee of performance in another

- Seniority-Based Promotion In some situations, the most senior employee gets the promotion ( however , HR experts have the concern on the

competency of those promoted).+ Advantage of this approach is that it is objective+ All one has to do is compare the seniority records of the’ candidates to

determine who should be promoted

TYPE OF PLACEMENT

TRANSFERS & DEMOTION

• Transfers & demotions are the other two major placement actions available to the org :-

- Transfer occur when an employee is moved from one job to another position that is relatively equal in pay, responsibility, and/or orgl level - Demotion occur when an employee is moved from one job to another position that is lower in pay, responsibility and/or orgl level

• Decision makers must be able to reallocate people to meet internal & external challenges & a common tool here is the employee transfer

• By moving people into jobs that are neither a promotion nor a demotion, managers may be able to improve the utilization of their human resources

• Transfers may even be beneficial to jobholders, since the experience may provide a person with new skills & different perspective that makes that person a better performer now & a better candidate for promotion in the future

TYPE OF PLACEMENT

JOB POSTING PROGRAM

• The job posting programs inform employees about unfilled job openings & qualifications & invites qualified employees to apply

• The notices usually are posted on company bulletin boards, in the company newspaper, or in the firm’s electronic bulletin boards via E-mail

• The posted qualifications & other facts typically are drawn from the job analysis information

• Self-nominations or the recommendation of a supervisor, employees who are interested in the posted opening report to the HR dept & apply

• Many orgs hire recent college graduates for management training programs

• After the employee’s rotation is completed, the company may allow the trainees to nominate themselves to fill posted job openings

SEPARATIONS

SALIENT ASPECTRole & Reasons HR dept’s role is to find the most satisfactory method of conducting the separation in a way that minimizes the harm to the org & the individual . It & may be motivated following reasons :-• Disciplinary• Economic• Business• Personal

FORMS OF SEPARATION

• Temporary Leaves of Absence Employees sometimes need to leave their jobs temporarily. The reasons may include :- - Medical (Caring for an ill spouse/Serious health condition) - Family (Child, or parent/Birth or adoption ) - Educational - Recreational - Other motives

SEPARATIONS

• Attrition It is loss of employees who leave an org’s employment. It is normal people’s separation from an org as a result of resignation, retirement, or death

- It is initiated by the individual worker, not by the company. In most orgs, the key component of attrition is resignation, which is a voluntary separation

- A special form of attrition that the HR dept can actively control is early retirement. Early retirement plans encourage long-service workers to retire before the traditional age of 65

- One advantage is that early retirements can start a chain reaction of promotions for several layers or junior workers

SEPARATIONS

• Layoffs It entail the separation of employees from the org for economic or business reasons:- - A layoff most often refers to a termination decision that is based on:- + Economic conditions + Lack of work + Corporate restructuring or similar issues that usually apply to a broader group of workers + Layoffs can either be temporary of permanent - The separation may last only a few weeks if its purpose is to adjust inventory levels or allow a factory to retool for a new product - When caused by a business cycle, layoffs may last many months or years - If occurs due to restructuring, such as downsizing or mergers & acquisitions, a “temporary” layoff may become permanent

• Termination - Discipline It is a broad term that encompasses permanent separation from the org for any reason. Usually this term implies that the person was fired as a form of discipline - Layoff It is commonly, although not always, called a layoff - Outplacement It occurs when an org assists its current employees in finding jobs with other employers

SEPARATIONS

• Layoffs It entail the separation of employees from the org for economic or business reasons:- - A layoff most often refers to a termination decision that is based on economic conditions, lack of work, corporate restructuring or similar issues that usually apply to a broader group of workers, as opposed to the performance or other characteristics of the specific individual employee - Layoffs can either be temporary of permanent 

• Termination - Discipline It is a broad term that encompasses permanent separation from the org for any reason. Usually this term implies that the person was fired as a form of discipline - Layoff When people are discharged for business or economic reasons, it is commonly, although not always, called a layoff . Some times, however, the employer needs to separate some employees for business reasons & rather than being laid off, those people are simply terminated

- Outplacement It occurs when an org assists its current employees in finding jobs with other employers

ISSUE IN PLACEMENT

EFFECTIVENESS The effectiveness of a placement decision depends on minimizing disruption to the employee & the org:-• Promotions & Transfer To reduce disruption, promotions & transfer decisions should be made in accordance with the selection steps

• Demotions Similarly, demotions should be well documented & follow the rules of effective discipline

• Orientation Once the placement has been made, the new employee should get an orientation to reduce personal anxieties & speed up the socialization & learning processes

LEGAL COMPLIANCE For many years employment relationships that were not based on a formal written contract were considered to be employment at will/discretionRelationships by mutual agreement

• Will Doctrine The employ’s historical right to terminate an employee at any time without cause became known as the Employment- at - Will Doctrine, which lately was limited by the Govt & courts

ISSUE IN PLACEMENT

• Restrictions Consistent to above, the courts have looked to employee handbooks, management promises & other sources to find Implied employment contracts. Additionally, dismissal is restricted by the:- - Conditions controlled by equal opportunity laws, such as race, religion, national origin, sex, pregnancy & age (more than forty) - Union activities, as determined by law - Refusal to Ignore Occupational Safety & Health Act violations - The right to refuse to perform an unusual work assignment that the employee believes is hazardous or even life-threatening - The right to refuse to perform an act that is clearly in violation of law, such as cooperating in a price-fixing scheme • Challenge Other employment restrictions may also apply , depending on circumstances & local laws. In general , a dismissal may be challenged if it is arbitrary & unjust• Reversion The courts have forced the employers to reverse their placement decisions because company procedures were not followed carefully

ISSUE IN PLACEMENTPREVENTION OF SEPARATIONS • One of the creative areas of HR mangt involves the prevention of separations • HR depts can prevent their orgs from losing valuable Human Recourses & the money invested in the :- - Recruitment, selection, - Orientation & training• Through active programs ,the losses of employees can be reduced from following factors:- - Voluntary Resignation It can be reduced by a satisfying work environment, a challenging job, high quality supervision & opportunities for personal growth - Death It can be done through safety, preventive health care & wellness programs designed to keep employees healthy - Layoffs It is minimized in some firms by careful HR planning while projecting employment needs several years into the future - Termination In a nationwide study of why people were fired reveals:- + In competence - 39% + In ability to get along co-workers - 17% + Dishonesty or lying - 12% + Negative attitude - 10% + Lack of motivation - 7% + Failure or refusal to follow the instructions - 7%

THANKS