Od Intervention Hrm
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Transcript of Od Intervention Hrm
OD INTERVENTION: HUMAN RESOURCES MANAGEMENT
Presented by:Patrick Joseph Dela Cruz
Kareen FernandezAlvie Guarino
Dezza MohammadJohn Carlos Wee (absent)
Outline of Presentation
Performance ManagementDefinitionModelContextual FactorsGoal SettingManagement by ObjectivesPerformance AppraisalRewards Systems
Outline of Presentation
Development and Assistance to MembersCareer Planning InterventionsCareer Development InterventionsWorkforce Diversity InterventionsEmployee Stress and Wellness
Interventions
OD Intervention on Human Resources Management
Intervention of the organizational development in human resources concerns two things:
1. Managing individual and group performance, and
2. Managing development and assistance to organization members.
Performance Management
Performance Management
An integrated process of defining, assessing and reinforcing employee work behaviors and outcomes.
Involves goal setting, performance appraisal and rewards systems that aligns member work behavior with business strategy, employee involvement, and workplace technology.
Model of Performance ManagementW
ork
pla
c e T
ech
nol
ogy
Business StrategyE
mp
loyee Involvem
ent
GoalSetting
RewardSystems
PerformanceAppraisal
Individualand Group
Performance
Contextual Factors Affecting Performance Management
Business StrategyWorkplace TechnologyEmployee Involvement
Goal Setting
Describes the interaction between managers and employees in jointly defining member work behaviors and outcomes
Specifies the kind ofs of performances that are desired.
Involves managers and subordinates jointly establishing and clarifying employee goals.
Goal Setting Process
Establishing Challenging GoalsGoals are challenging but realisticGoals are set participatively
Clarifying Goal MeasurementGoals are specific and operationally definedResources for goal achievement are
negotiated
Application Stages – Goal Setting
1. Diagnosis
2. Preparation for Goal Setting
3. Setting of Goals
4. Review
Management by Objectives (MBO)
MBO attempts to align personal goals with business strategy through increased communications and shared perceptions between managers and subordinates
Originated in two backgroundsOrganizationalDevelopmental
MBO programs may go beyond manager and subordinate roles to address individuals, work groups, and to reconcile conflicts.
Management by Objectives (MBO)
Application Stages - MBO
1. Work group involvement
2. Joint manager-subordinate goal setting
3. Establishment of action plans for goals
4. Establishment of criteria, or yardsticks, of success
5. Review and recycle
6. Maintenance of records
Effects of Goal Setting and MBO
Research studies shows that:Goal setting have a great impact and is
particularly an effective OD intervention.MBO may have positive results but less
consistent than goal setting.
Performance Appraisal
A feedback system that involves the direct evaluation of individual or work group performance by a supervisor, manager or peers.
Involves collecting and disseminating performance data to improve work outcomes.
Performance Appraisal Elements
Elements Traditional High Involvement
Purpose Organizational, legal Fragmented
Developmental Integrative
Appraiser Supervisor or manager Appraisee, co-
workers, and others
Role of Appraisee
Passive recipient Active participant
Measurement
Subjective Concerned with validity
Objective and subjective
Timing Period, fixed,
administratively driven Dynamic, timely,
employee- or work-driven
Application Stage – Performance Appraisal System
1. Select the right people.2. Diagnose the current situation.3. Establish the system’s purposes and
objectives.4. Design the performance appraisal
system.5. Experiment with implementation.6. Evaluate and monitor the system.
Effects of Performance Appraisal
Characteristics of Effective Performance Appraisal Systems:TimelyAccurateAccepted by the usersUnderstoodFocused on critical control pointsEconomically feasible
Reward Systems
Support goal setting and feedback systems by rewarding the kinds of behaviors required to implement a particular work design or support a business strategy.
Provide the reinforcers to ensure that desired outcomes are repeated.
Reward System Design Features
Person/job Based vs. Performance Based Internal Equity External Equity (Market Position) Hierarchy Centralization Rewards Mix Security Seniority
Value Expectancy Model
Posits that employees will expend effort to achieve performance goals that they believe will lead to outcomes that they value.
The ability of rewards to motivate desired behavior depends on these factors: Availability Timeliness Performance contingency Durability Visibility
Types of Rewards
PaySkill-based pay plansPerformance-based pay systems link pay to
performanceGain sharing involves paying bonuses
based on improvements in the operating results
PromotionsBenefits
Skill-Based Pay Systems
The most traditional reward system where characteristics of a particular job are determined, and pay is made comparable to what other organizations pay for jobs of similar kind.
Steps
1. Establish the skills needed for effective operations
2. Identify the optimal skill profile and number of employees needed with each skill
3. Price each skill and skill set4. Develop rules to sequence and acquire
skills5. Develop methods to measure member
skill acquisition.
Benefits and Drawbacks of Skill-based Pay System
Benefits:They contribute to organizational
effectiveness.They can lead to durable employee
satisfaction.Drawbacks:
The tendency to ‘top-out” the expense.The lack of performance contingency.
Performance-Based Pay Systems
Reward system based on the performance of individual or group members.
Tend to vary along three dimensions:The organizational unitThe manner of measuring performanceRewards for good performance
Salary Reward Performance-Based Plan Ratings
Em
ploy
eeA
ccep
tanc
e
Individual Plan Productivity 4 1 1 4 Cost effectiveness 3 1 1 4 Superiors’ rating 3 1 1 3
Group Productivity 3 1 2 4 Cost effectiveness 3 1 2 4 Superiors’ rating 2 1 2 3
Organization- Productivity 2 1 3 4wide Cost effectiveness 2 1 2 4
Tie p
ay to
perf
orm
ance
Neg
ativ
esid
e ef
fect
sE
ncou
rage
coop
erat
ion
Stock/Bonus Reward Performance-Based Plan Ratings
Em
ploy
eeA
ccep
tanc
e
Individual Plan Productivity 5 3 1 2 Cost effectiveness 4 2 1 2 Superiors’ rating 4 2 1 2
Group Productivity 4 1 3 3 Cost effectiveness 3 1 3 3 Superiors’ rating 3 1 3 3
Organization- Productivity 3 1 3 4wide Cost effectiveness 3 1 3 4
Profit 2 1 3 3
Tie p
ay to
perf
orm
ance
Neg
ativ
esid
e ef
fect
sE
ncou
rage
coop
erat
ion
Gain-Sharing Systems
Involves paying employees a bonus based on improvement in the operating results of an organization.
Design elements: Process of design Organizational unit covered Bonus formula Sharing process Frequency of bonus Change management The participative system
Gain-Sharing Plans
Major gain-sharing plans most often used:The Scanlon planThe Rucker plan Improshare
Promotion Systems
Most decisions about promotions and job movements are made in a top-down, closed manner
Development and Assistance to Organization Members
Career Planning and Development Interventions
Career Planning
- is concerned with individuals choosing occupations, organizations, and positions at each stage of their careers
Career Development
- involves helping employees attain career objectives.
Career Stages
Establishment Stage (ages 21-26)Advancement Stage (ages 26-40)Maintenance Stage (ages 40-60)Withdrawal Stage (age 60 and above)
Career Planning
Involves setting individual career objectives. Highly personalized and generally includes:
Assessing one’s interests, capabilities, values and goals;
Assessing alternative careers; Making decisions that may affect the current job;
and Planning how to progress in the desired direction
Career Stages and Career Planning Issues
Establishment What are alternative occupations, firms, and jobs? What are my interests and capabilities? How do I get the work accomplished? Am I performing as expected?
Advancement Am I advancing as expected? What long-term options are available? How do I become more effective and efficient?
Maintenance How do I help others? Should I reassess and redirect my career?
Withdrawal What are my interests outside of work? Will I be financially secure? What retirement options are available to me?
Career Planning Programs Resources
Communication about career opportunities and available resources
WorkshopsCareer counselingSelf-development materialsAssessment programs
Career and Human Resources Planning
Personal objectivesand life plans
Occupational andorganizational choice
Job assignment choice
Developmentplanning and review
Retirement
Business objectives and plans
Ways to attract and orient new talent
Methods for matching individuals and jobs
Ways to help people perform and develop
Ways to prepare for satisfying retirement
Individual Career Planning Human Resources Planning
Career Development Interventions
INTER-VEN-
TIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
ROLE AND STRUCTURE INTERVENTIONS
Realistic job preview
Establishment
Maintenance
Advancement
To provide members with an accurate expectation of work requirements
Reduce turnoverReduce training costsIncrease commitment
Career Development Interventions
INTER-VEN-
TIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
ROLE AND STRUCTURE INTERVENTIONS
Job rotation and challenging assignments
Establishment
Advancement
Maintenance
To provide members interesting work assignments leading to career objective
Reduce turnoverBuild organizational knowledgeIncrease job satisfactionMaintain member motivation
Career Development Interventions
INTER-VEN-
TIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
ROLE AND STRUCTURE INTERVENTIONS
Consultative roles
Maintenance
Withdrawal
To help members fill productive roles later in their careers
Increase problem-solving capacityIncrease job satisfaction
Career Development Interventions
INTER-VEN-
TIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
ROLE AND STRUCTURE INTERVENTIONS
Phased retirement
Withdrawal To assist members in moving into retirement
Increase job satisfactionLower stress during transition
Career Development Interventions
INTER-VEN-
TIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
INDIVIDUAL EMPLOYEE DEVELOPMENT
Assessment centers
Establishment
Advancement
Maintenance
Withdrawal
To select and develop members for managerial and technical jobs
Increase person-job fitIdentify high-potentil candidates
Career Development Interventions
INTER-VEN-
TIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
INDIVIDUAL EMPLOYEE DEVELOPMENT
Mentoring Establishment
Advancement
Maintenance
To link a less-experienced member with a more-experienced member for member development
Increase job satisfactionIncrease member motivationIncrease diversity in upper management and leadership
Career Development Interventions
INTER-VEN-
TIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
INDIVIDUAL EMPLOYEE DEVELOPMENT
Developmen-tal training
Establishment
Advancement
Maintenance
Withdrawal
To provide education and training opportunities that help members achieve career goals
Increase organizational capacity
Career Development Interventions
INTER-VEN-
TIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
PERFORMANCE FEEDBACK & COACHING
Establishment
Advancement
Maintenance
Withdrawal
To provide members with knowledge about their career progress and work effectiveness
Increase productivityIncrease job satisfactionMonitor human resources development
Career Development Interventions
INTER-VEN-
TIONS
CAREER STAGE
PURPOSE INTENDED OUTCOMES
WORK LIFE BALANCE
Establishment
Advancement
Maintenance
Withdrawal
To help members balance work and personal goals
Improve quality of lifeIncrease productivity & moraleIncrease orgabizational commitmentDecrease absenteeism
Workforce Diversity Intervention
Workforce Diversity
- more than just a euphemism for cultural or racial differences.
- results from people who bring different resources and perspectives to the workplace and who have distinctive needs, preferences, expectations and lifestyles.
Framework for Managing Diversity
External Pressures For & Against Diversity
Internal Pressures For & Against Diversity
Management’sPerspectives &
Priorities
StrategicResponses
Implementation
Workforce Differences
AgeGenderDisabilityCulture and ValuesSexual Orientation
Workforce Diversity Dimensions and Interventions
AGE
TRENDS IMPLICATIONS AND NEED
INTERVENTIONS
Median age upDistribution of ages changing
Health careMobilitySecurity
Wellness programJob designCareer planning and developmentReward systems
Workforce Diversity Dimensions and Interventions
GENDER
TRENDS IMPLICATIONS AND NEED
INTERVENTIONS
Percentage of women increasingDual-income families
Child careMaternity/ paternity leaveSingle parents
Job designFringe benefit rewards
Workforce Diversity Dimensions and Interventions
DISABILITY
TRENDS IMPLICATIONS AND NEED
INTERVENTIONS
The number of people with disabilities entering the workforce is increasing
Job challengeJob skillsPhysical spaceRespect and dignity
Performance managementJob designCareer planning and development
Workforce Diversity Dimensions and Interventions
CULTURE AND VALUES
TRENDS IMPLICATIONS AND NEED
INTERVENTIONS
Rising proportion of immigrant and minority-group workersShift in rewards
Flexible organizational policiesAutonomyAffirmationRespect
Career planning and developmentEmployee involvementReward systems
Workforce Diversity Dimensions and Interventions
SEXUAL ORIENTATION
TRENDS IMPLICATIONS AND NEED
INTERVENTIONS
Number of single-sex households upMore liberal attitudes toward sexual orientation
Discrimination Equal employment opportunitiesFringe benefitsEducation and training
Employee Stress and Wellness Interventions
StressRefers to the reaction of people to their
environment (change/adjustment of behavior) brought about by physical and psychological responses to environmental conditions.
Employee Stress and Wellness Interventions
Individual well-being/wellnessComprises “the various life/non-work
satisfactions enjoyed by individuals, wok/job-related satisfactions, and general health.”
Major types of Wellness Interventions
Work LeavesStress Management Programs
A Model for Stress and WorkOccupational Stressors
• Physical Environment
• Individual: role conflict and ambiguity, lack of control
• Group: poor peer, subordinate or boss, relationships
• Organizational: poor design, HR policies, politics
StressHow the individual perceives the occupationalstressors
Consequences• Subjective: anxiety, apathy
• Behavioral: drug and alcohol abuse
• Cognitive: poor focus, burnout
• Physiological: high blood pressure and pulse
• Organizational: low productivity, absenteeism, legal action
Individual Differences
Cognitive/Affective:Type A or B, hardiness, social support, negative affectivity
Biologic/Demographic:Age, gender, occupation, race
Diagnosis and Awareness of Stress and Its Causes
Methods of Diagnosing Stress:Charting StressorsHealth Profiling
Stress and Wellness Workplace Interventions
Role Clarification A systematic process for determining expectations
and understanding work roles Supportive relationships
Establish trust and positive relationships Stress inoculation training
Programs to help employees acquire skills and knowledge to cope positively with stressors
Health facilities Employee Assistance Programs
THANK YOU VERY MUCH
for listening!!!