unit 1 project planning evaluation
Post on 05-Apr-2018
215 Views
Preview:
TRANSCRIPT
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 1/96
Unit -1
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 2/96
What is HRM?
•HRM is concerned with the people’s dimension in theorganization
•Facilitating the competencies and retention of skilledforce
• Developing management systems that promotecommitment
• Developing practices that foster team work
• Making employees feel valued and rewarded.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 3/96
Scope of HRM
Very VastCovers all major
activities in the workinglife of a worker-from time an individual
enters into anorganization until he orshe leaves
Prospectsof HRM
HRM
Nature ofHRM
Industrial
Relations
Employee
Maintenance
EmployeeHiring
Employee&
ExecutiveRemuner
ationEmployeeMotivation
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 4/96
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 5/96
FunctionsFacilitating the retention of skilled and competent
employees• Building the competencies by facilitating continuous
learning and development• Developing practices that foster team work and flexibility• Making the employees feel that they are valued and
rewarded for their contribution• Developing management practices that endanger high
commitment• Facilitating management of work force diversity and
availability of equal opportunities to all.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 6/96
Functions of HR
MANAGERIALFUNCTIONS
•Planning• Organizing
•Directing
• Controlling
OPERATIVEFUNCTIONS
•Staffing•Development• Compensation•Motivation•Maintenance• Integration•Emerging Issues
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 7/96
Operative functions of HR
STAFFING Job analysis, HRP, Recruitment,Selection, Placement, Induction,Internal Mobility
DEVELOPMENTCompetency profiling, Training anddevelopment, Performance &potential management, Careermanagement, 360 degree feedback
COMPENSATION& MOTIVATION
Job design, Work scheduling, Jobevaluation, Compensationadministration, Incentives and
benefits
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 8/96
Operative functions of HR (contd.)
MAINTENANCE Health, Safety, Welfare, Socialsecurity
INTEGRATIONEmployment relations, Grievance,Discipline, Trade unions,Participation, Collective bargaining
EMERGINGISSUES
HRIS, HR audit, HR scorecard,International HRM, WorkforceDiversity
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 9/96
Objectives of HRMSocietal objectivesTo be ethically & socially responsible to the needs of thesociety while minimizing the negative impact of suchdemands upon the organizationOrganizational objectives
To recognize the role of HRM in bringing aboutorganizational effectivenessFunctional objectivesTo maintain the department’s contribution at a level
appropriate to the organization’s needs Personal objectivesTo assist employees in achieving their personal goals in amanner that their personal goals enhance the individual’scontribution to the organization
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 10/96
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 11/96
Evolution of HRM in India
Welfare (1920s-1930s)
Administration (1930s- 1940s)
Employee relations (1940-1960s)
Functional expertise (1970s-1980s)
Business partner / player(1990s)
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 12/96
History of HRMIndustrial revolution-18 th -19 th Century
Robert Owen – 1800 -1828Practiced reduced working hours, housingfacilities, education for worker’s etc.
Worked towards British Factory Act, 1819Charles Babbage: 1828-1839
British MathematicianWorked on work measurement, cost determinationand incentives
Daniel McCallumInitiated JD’s merit promotions
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 13/96
Growth of trade unionsScientific Management-F.W. Taylor
Experiment on machinery ,motion study, piece ratesystem, standardization of tools, workingconditions
Principles:
Replacement of rule of thumbScientific selection & training of wkersCooperation b/w labor & mgmt.Max outputEqual division of responsibility
Industrial PsychologyHuman relations approach-Hawthorneexperiments -1932-Elton Mayo
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 14/96
From PM to HRM
Commodity conceptHumans were considered as a commodity
Factor of production concept-MechanisticFactory systemPpl employed against fixed wagesHuman were other factor of production
People had better wkin conditions than commodityconcept.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 15/96
Paternalistic conceptDuring trade unions
Maintenance of health and workers.Appointment of welfare officerOrgn have protective nature towards employees
Humanistic concept ( social system
approach)Focused upon responsibility of employers to provide facilities forsocial and psychological satisfaction
Human Resource concept1950’s – behavioral sciencesMotivation, leadership, grp dynamics & teamworkValue of HR being consideredEfforts to integrate objective with HRMgmt practices like- MBO, QC’s etc were used
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 16/96
Partnership conceptModern viewESOP’s
HRD conceptLearning organization, OD, QWL,conducive wk place, Potential appraisalsEmployees developmentEnabling employee capabilitiesWork culture and climate
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 17/96
Why Study HRM?
Taking a look at people is a rewarding experiencePeople possess skills, abilities and aptitudes that offer
competitive advantage to any firmNo computer can substitute human brain, no machines canrun without human intervention & no organization canexist if it cannot serve people’s needs.
HRM is a study about the people in the organization-how they
are hired, trained, compensated, motivated & maintained.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 18/96
Post 70s Features of HRM
The collective bargaining roleThe implementer of legislation role
The bureaucratic roleThe social conscience of business role.A growing performance improvement
role
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 19/96
Personnel Versus Human ResourceManagement
Sometimes means the same things.HRM can mean a particular philosophy
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 20/96
Traditional HR Functions
Diff b PM & HRM
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 21/96
Differences between PM & HRMDimension Personnel Management Human Resources
Management
1. Employment Contract Careful delineation of writtencontracts
Aim to go beyond contract
2. Rules Importance of guiding clearrules
Can do outlook, impatiencewith rule
3. Behaviour referent Norms/customs/practices Values/mission
4. Managerial task Monitoring Nurturing
5. Management Role Transactional Transformational leadership
6. Communication Indirect Direct
7. Conflict handling Reach temporary truce Manage climate & culture8. T&D Controlled access to courses Learning organization
9. Focus of attention forinterventions
Personnel procedures Wide ranging cultural,structural & personnelstrategies
10. Shared interests Interests of the org. are Mutuality of interests
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 22/96
Distinguishing Between HRM and PM
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 23/96
Points of Difference between Personneland IR Practices and HRM Practices
Dimension Personnel/IR HRM
Beliefs and assumptions
1. Contract Careful delineation of writtencontracts
Aim to go 'beyond contract'
2. Rules Importance of devising clearrules/mutuality 'Can-do' outlook; impatience with'rule'
3. Guide to managementaction
Procedures 'Business need'
4. Behaviour referent Norms/custom and practice Values/mission
Managerial task
vis a vis labour Monitoring Nurturing
6. Nature of relations Pluralist Unitarist
7. Conflict Institutionalised De-emphasised
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 24/96
Strategic
Personnel /IR HRM
8. Key relations Labour management Customer
9. Initiatives Piecemeal Integrated
10.Corporate plan Marginal to Central to
11. Speed of decision Slow Fast
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 25/96
Line management
Personnel / IR HRM
12. Management role Transactional Transformationalleadership
13. Key managers Personnel/IR specialists General/business/line
managers
14. Communication Indirect Direct
15. Standardisation High (for example'parity' an issue)
Low (for example 'parity'not an issue)
16. Prized managementskills
Negotiation Facilitation
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 26/96
Key LeversPersonnel / IR HRM
17. Selection Separate, marginal task Integrated, key task 18. Pay Job evaluation (fixed
grades) Performance related
19. Conditions Separately negotiated Harmonisation
20. Labour management Collective bargainingcontracts
Towards individual contracts
21. Thrust of relations withstewards
Regularised throughfacilities and training
Marginalised (with exceptionof some bargaining forchange models)
22. Job categories andgrades
Many Few
23. Communication Restricted flow Increased flow
24. Job design Division of labour Teamwork 25. Conflict handling Reach temporary truces Manage climate and culture
26. Training anddevelopment
Controlled access tocourses
Learning companies
27. Foci of attention forinterventions
Personnel procedures Wide ranging cultural,structural and personnel
strategies
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 27/96
A Model of the Shift to HRM
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 28/96
Hard HRM
The 'hard' approach rooted in themanpower planning approach isconcerned with aligning human resourcestrategy with business strategy
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 29/96
Soft HRM
The 'soft' approach is rooted in the humanrelations school, with concern for workers'outcomes and encourages commitment to the
organisation by focussing on workers'concerns.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 30/96
The Human Resource System
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 31/96
Strategic Management and EnvironmentalPressures
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 32/96
The Human Resource Cycle
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 33/96
The Context of HRM
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 34/96
The HR Functions
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 35/96
Human Resource (Personnel) Management
Resources defined – Means of supplying a want or a stock that can bedrawn upon.
Resources – Money, Machines, Materials and Human.To manage is to organise the use of resources towardsthe objectives of an enterprise.
35
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 36/96
Human Resource (Personnel) Management…Contd .
All the resources can be managed through the HumanResource and Human Resource can be managed only through Human Resource.
Human Resource is the only resource which has a“Will to Do” component along with the “Ability” component.
36
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 37/96
Human Resource Management (HRM)Aims At AIR
• Attracting• Inspiring and
• Retainingeffective and efficient employees to develop a highly competent and committed smoothly functioning workforce.
37
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 38/96
Human Resource (Personnel) Management…Contd.
Traditional DefinitionHuman resource management is the moulding of the human resources in such a fashion that thegoals of the organization are met and at the sametime the need satisfaction of all the employees atall the levels is attained to the highest possibledegree.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 39/96
1. Policy and Planning
2. Procurement /Acquisition / Employment (Recruitment andSelection)
3. Development (Skill enhancement for appropriate Work
Performance)4. Compensation (Financial and Non – Financial rewards)
5. Integration (Harmony between individual and organizationalinterests)
5. Maintenance (Retention of able and willing employees)
6. Separation (Parting of ways in the most amicable manner)
Traditional HRM Functions
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 40/96
– 1900’s - Employee Advocate – 1940’s - Passive Administrator – 1960’s - Reactive Provider /
Compliance Monitor – 1980’s - Reactive Partner /
Specialist Service Provider – 1990’s - Proactive Partner /
Business Manager – 2000’s - Change Agent /
Internal Consultant
Changing Role of HRM
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 41/96
Human Resource (Personnel)Management …Contd.
Modern DefinitionHuman Resource (Personnel) Management is the planning,organizing, directing and controlling of the procurement,
development, compensation, integration, maintenance, andseparation of human resources to the end that individual,organizational and societal objectives are accomplished.
- Edwin B. Flippo
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 42/96
42
I. Statutory HRMCompliance of Legal Framework
II. Voluntary HRM
Guidelines for Carrying Out Human ResourceManagement
Human Resource Management …Contd.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 43/96
We must understand that corporations are not in thebusiness of human resource development. They are in theirown business, but human resource development is animportant tool which, unfortunately, is being used in a
limited sense. The corporate mission has not been attachedto it. Actually, human resources must become the business of everyone in the organization.
- T. V. RaoEqual access to all resources is forcing organisations to rely on their people as the only source of competitive advantagetoday
HRM Today
43
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 44/96
Human resource strategy involves a central philosophy of the way the people in the organization would be managedand the translation of this into human resource policiesand practices.
It requires human resource policies and practices to beintegrated so that they make a coherent whole and alsothat this whole is integrated with the business ororganizational strategy.
HRM Today …Contd.
44
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 45/96
HUMAN CAPITAL MANAGEMENT
• HCM refers to the task of measuring the cause andeffect relationship of various HR programs and policieson the bottom line of the organization. It seeks toobtain additional productivity.
• What is Human Capital?Think of it as “quality of labor” • Similarity to “physical capital”
– It is productive– It is produced
• Investment • Role of savings….importance of “credit
constraints” – It earns “returns” to the investment
– It is subject to depreciation
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 46/96
Elements of human capital
Sumantra Ghoshal has given the following threecategories:Intellectual Capital: Stock of knowledge, skills &expertise
Social Capital: Structure, quality & flexibility of human relationshipsEmotional Capital
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 47/96
47
Intellectual Capital Social Capital Emotional Capital
Specialized knowledge Network of relationships
Self-confidence
Skills and expertise Sociability Ambition and courage
Cognitive complexity Trust-worthiness Risk taking ability
Learning capacity Resilience
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 48/96
Understanding keybusiness drivers
Aligning HR as astrategic business
partner
Competitiveinstinct and
intelligence
Repositioning HRM
48
Driving transitionby managing
change
Envisioning,enabling andencouragingcreativity and
innovation
Leading throughpersonal credibilityby value based “on
time” delivery of promises
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 49/96
Three competitive challenges that companies nowface will increase the importance of human resourcemanagement practices:1. The challenge of sustainability 2. The global challenge and3. Technology challenge
Competitive Challenges Influencing HRM
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 50/96
Traditionally, sustainability has been viewed as oneaspect of corporate social responsibility related to theimpact of the business on the environment. However,
we take a broader view of sustainability. For ourpurposes, sustainability refers to the ability of acompany to survive and succeed in a dynamiccompetitive environment. Company success is based
on how well the company meets the needs of itsstakeholders.
The Sustainability Challenge
50
Th Gl b l Ch ll
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 51/96
Companies are finding that to survive they must compete ininternational markets as well as fend off foreign corporations’ attempts to gain ground in the United States. To meet thesechallenges, U.S. businesses must develop global markets, use
their practices to improve global competitiveness and betterprepare employees for global assignments.
The Global Challenge
51
Th T h l Ch ll
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 52/96
The Internet has created a new business model —e-commerce, in which business transactions and relationshipscan be conducted electronically. The Internet is a globalcollection of computer networks that allow users to exchange
data and information.
The Technology Challenge
52
Examples of How HRM Practices Can Help Companies Meet Competitive
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 53/96
p p p pChallenges
Global
Challenge
Sustainability
Challenge
HRM Practiceso HRM strategy is matched to business
strategy.o Knowledge is shared.o Work is performed by teams.o Pay systems reward skills and
accomplishments.o Selection system is job related and legal.o Flexibility in which and when work is
performed.o Work attitudes of employees aremonitored.
o Continuous learning environment iscreated.
o Discipline system is progressive.o Customer satisfaction and quality are
evaluated in the performancemanagement system.
o Skills and values of a diverse workforceare valued and used.
o Technology is used to reduce the timefor administrative tasks and to improveHR efficiency and effectiveness.
Technology
Challenge 53
Managing the Human Resource
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 54/96
Managing internal and external environmental factors allowsemployees to make the greatest possible contribution to company productivity and competitiveness. Creating a positive environmentfor human resources involves:o Linking HRM practices to the company’s business objectives —
that is, strategic human resource management.o Ensuring that HRM practices comply with federal, state and
local laws.o Designing work that motivates and satisfies the employee as
well as maximizes customer service, quality and productivity.
Managing the Human ResourceEnvironment
54
Acquiring and Preparing Human Resources
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 55/96
This area of human resource management deals with:o Identifying human resource requirements —that is, human
resource planning, recruiting employees, and selectingemployees.
o Training employees to have the skills needed to perform their jobs.
Acquiring and Preparing Human Resources…Contd.
55
This area of human resource management includes:o Creating pay systems.o Rewarding employee contributions.o Providing employees with benefits.
Compensating Human Resources …Contd.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 56/96
This area of human resource management addresses:o Measuring employees’ performance.o Preparing employees for future work roles and identifying
employees’ work interests, goals, values and other careerissues.o Creating an employment relationship and work
environment that benefits both the company and theemployee.
Assessment and Development of Human Resources…Contd.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 57/96
For HR to play a strategic role it must focus on the longer-termimplications of HR issues. How changing workforcedemographics and workforce shortages will affect theorganization and what means will be used to address theshortages over time, are examples of the strategic role. A strategic role for HR is important, but it requires a high level of professional and business knowledge. The HR Perspective showsthat the transition to a strategic role is not without difficulties.
Strategic Role for HR
57
E h i g O g i ti l
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 58/96
Organizational performance can be seen in howeffectively the products or services of theorganization are delivered to customers. Thehuman resources in organisations aredesigners, producers and deliverers of thoseservices. Therefore, one goal of HRmanagement is to establish activities that
contribute to superior organizationalperformance. Only by doing so can HRprofessionals justify the claim that theycontribute to the strategic success of
organisations.
Enhancing OrganizationalPerformance
58
Involvement in Strategic Planning
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 59/96
Involvement in Strategic Planning
59
Compensation , labor marketsHRPDecision making on mergers and acquisitions-Layoff’sRedesigning – BPR, TQM
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 60/96
Strategic HRM is the linking of HRM with strategicgoals and objectives in order to improve businessperformance and develop an organizational culturethat fosters innovation and flexibility.
Strategic HRM
60
Organisational Planning Process
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 61/96
Strategic Plan (5 yrs)
Individual Plan (1 yr)
Team Plan (1 yr)
Branch Plan (1 yr)
Business Plan (2-3 yrs)
Key TasksDevelopment Plan
Review
Review
Organisational Planning Process
Assessment(Survey?)
Assessment(Survey?)
BranchNeeds
TeamNeeds
Human ResourceDevelopment Challenges
SuccessionPlanning
SuccessionPlanning
ProfessionalDevelopment
And Training
ProfessionalDevelopment
And Training
Induction /OrientationInduction /Orientation
Recruitmentand SelectionRecruitment
and Selection
EverybodyNeeds
IndividualNeeds
Organisationaland CulturalBehaviours
Job-RelatedSkills andKnowledge
Individual Review(Ideal Case)
Organisational andCultural DefinitionsOrganisational andCultural Definitions
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 62/96
Measuring HR’s Contribution
The HR ScorecardShows the quantitative standards, or“metrics” the firm uses to measure HR
activities.Measures the employee behaviorsresulting from these activities.
Measures the strategically relevant
organizational outcomes of thoseemployee behaviors.
1–62
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 63/96
The New HR ManagerNew Proficiencies
HR proficiencies
Business proficiencies
Leadership proficiencies
Learning proficiencies
1–63
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 64/96
EMOTIONAL INTELLIGENCE
• Emotional Intelligence (EQ)
– The extent to which people are self-aware, can managetheir emotions, can motivate themselves, expressempathy, and possess social skills
• Persons with high EQs may perform better on jobsthat require interaction and directing others.
• EQ can be developed and is not biologically based.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 65/96
•The ability of an organization to perform depends on therelationships of the people involved, which ultimately relates to the degree of emotional intelligence of itsemployees and leaders.•Leaders possessing Emotional Intelligence will create aneffective work climate that will further develop emotionalintelligence at the subordinate level.•The higher the level of a job’s complexity and authority, the
greater the impact of high Emotional Intelligence.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 66/96
•The ability of an organization to perform depends on therelationships of the people involved, which ultimately relates to the degree of emotional intelligence of itsemployees and leaders.
•Egon Zehnder International analyzed 515 senior executives.Those strong in EQ were more likely to succeed than those who were strongest in relevant experience or IQ. EQ is astronger predictor of success than experience or high IQ.Study included exec’s from Latin America, Germany, Japan
with same results across cultures.
FOUR QUADRANT MODEL
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 67/96
FOR EMOTIONAL INTELLIGENCE
Self Others
Aware-ness Quadrant 1
Emotional Self Awareness
Quadrant 3
Social Awareness
Actions Quadrant 2
Emotional Self Control
Quadrant 4
Social Skills
FOUR QUADRANT MODEL (SCHEMATIC)
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 68/96
Self Others
Aware-ness Emotional Self Awareness•Emotional awareness
•Self image
•Self expression
Social Awareness•Social awareness
•Impact
•Empathy
Actions Emotional Self Control
•Resilience
•Self Control
•Expression
•Motivation
Social Skills
•Communication, Active Listening
• Assertion
•Conflict management
•Interpersonal skills, trust andintimacy
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 69/96
MENTORING --- DEFINITIONS
Mentoring is a term used to help, advise and guide employeesthrough the complexities of the business.
Mentoring is a mutual learning partnership in which
individuals assist each other with personal and careerdevelopment through coaching, role modeling counseling,sharing knowledge and providing emotional support.
Offline help from one person to another in making significant
transitions in knowledge, work or thinking.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 70/96
MENTORING --- DEFINITIONS
• Creating possibilities and providing guidance andsupport to others in a relationship of trust; it includesfacilitating, bringing visions to life and enabling people
to achieve.• A mentor is that person who achieves a one-to-one
developmental relationship with a learner; and one whom the learner identifies as having enabled personal
growth to take place.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 71/96
DIMENSIONS OF MENTORING
(Directive)INFLUENCE
(Non-Directive)INFLUENCE
INTELLECTUAL NEED EMOTIONAL NEED
(Challenging) (Nurturing)
COACHGUARDIAN
NETWORKER/FACILITATOR
COUNSELLOR
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 72/96
A MENTOR & A COACH: THE DIFFERENCE
• Coaching earlier seen as a remedial activity; mentoring as positive,developmental intervention
• Coaching is seen more skill related, with specific capabilities-linked outcomes
•Line managers often called upon to coach.
• Mentoring positioned much more around the whole person andthe big picture
• Line manager, due to performance management responsibility, notseen as appropriate to take a mentoring role.
• Coaching normally short term; Mentoring is long term.
• Coaching addresses specific issues; Mentoring --- larger issues
• Coaching (the How); Mentoring (the Why)
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 73/96
POSSIBLE FORMS OF MENTORING HELP:
A. Specific learning functions:
- Learning technical skills and knowledge
- Learning current jobs- Learning organizational culture
- Learning organizational policies
- Being prepared for future jobs / promotions
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 74/96
POSSIBLE FORMS OF MENTORING HELP:
B. General Career Development functions:
- Obtaining challenging tasks
- Obtaining protection- Obtaining sponsorship, recommendations
- Obtaining endorsement for acts / views
- Making career moves- Getting achievements showcased
- Clarifying work / Career goals
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 75/96
POSSIBLE FORMS OF MENTORINGHELP:
C. Personal help functions:
- Obtaining counseling
- Obtaining moral support / encouragement- Obtaining a Role Model
- Obtaining praise
- Obtaining a confidante- Achieving friendship
- Achieving trust
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 76/96
ESOP• An employee stock ownership plan (ESOP) is a way in which
employees of a company can own a share of the company they work for. There are different ways in which employeescan receive stocks and shares of their company. Employeescan receive them as a bonus, buy them directly from thecompany, or receive them through an ESOP.
• In the United States, ESOPs are a very common form of employee ownership. They have been growing in strengthsince about 1974.
• The main purpose of an ESOP is to reward and motivateemployees. They are also used to provide a market fordeparting owners of successful companies. In most cases,an ESOP is given to an employee, rather than purchased by an employee.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 77/96
• An ESOP is similar to a profit-sharing plan.• A trust fund,• contributes either new shares of its own stocks or cash to buy
existing shares.• Another version of the ESOP borrows money in order to buy
existing or new shares.• repay the loan.• Shares in the trust are generally allocated to individual employee
accounts.• When employees leave the company, they receives their share
options, and the company must be able to buy back these options.
They must buy them back at their full market value . In privatecompanies, employees are able to vote their shares on majorissues such as relocation or closure. In public companies,employees can vote on all issues.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 78/96
FLEXI-TIME
It is a programme that allows flexible entering andleaving times for employees.
Advantages are:Increase in productivity Decline the tardiness & absenteeismReduction in employee turnoverIncrease in morale and work consciousness rather
than time consciousnessImprove Quality
KAIZEN TECHNIQUE
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 79/96
KAIZEN TECHNIQUE
• Kaizen- defines the managements role in continuously encouraging and implementing small improvementsin the individual & organization.
• Break the complex process into sub-processes andthen improve the sub-processes.
• Continuous improvements in small increments makethe process more efficient ,controllable and adaptable.
• Does not rely on more expense, or sophisticatedequipment and techniques.
What is KAIZEN?
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 80/96
= KAI = CHANGE
= ZEN = GOOD
(FOR THE BETTER)
= KAIZEN =CONTINUAL IMPROVEMENT
What is KAIZEN?(Original Definition)
GEM = Real; BA = Place
What reall is KAIZEN®?
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 81/96
What really is KAIZEN®?
Extracting money by eliminating wastefrom process is Kaizen.Kaizen is process improvement:• which is s ignificant (large)
• done in s trategically important areas• speedily • in sustainable manner• using Scientific data; not opinion.• using Systematic Roadmap, Tools & Techniques• under KAIZEN Paradigms• resulting in Human Development
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 82/96
QUALITY - DEFINITIONS
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 83/96
QUALITY - DEFINITIONS
• Quality is excellence that is better than a minimum standard.
• It is conformance to standards and ‘fitness of purpose’
• ISO 9000:2000 definition of quality-
It is the degree to which a set of inherent characteristics fulfills requirements .
• Quality is ‘ fitness for use ‘ of the product – Joseph Juran.
• TQM philosophy and guiding principles continuously
improve the Organisation processes and result in customersatisfaction.
THE 9 DIMENSIONS OF QUALITY
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 84/96
THE 9 DIMENSIONS OF QUALITY • Performance
• Features• Conformance
-----------------------------• Reliability
• Durability • Service
-----------------------------• Response- of Dealer/
Mfgr. to Customer• Aesthetics – of product• Reputation- of
Mfgr./Dealer
Service Features
Performance
Cost
TQM SIX BASIC CONCEPTS
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 85/96
TQM SIX BASIC CONCEPTS
• Management commitment to TQM principles andmethods & long term Quality plans for theOrganisation
• Focus on customers – internal & external• Quality at all levels of the work force.
• Continuous improvement of the production/business
process.• Treating suppliers as partners
• Establish performance measures for the processes.
EFFECTS OF POOR QUALITY
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 86/96
EFFECTS OF POOR QUALITY
• Low customer satisfaction• Low productivity, sales & profit• Low morale of workforce
• More re-work, material & labor costs• High inspection costs• Delay in shipping
• High repair costs• Higher inventory costs• Greater waste of material
BENEFITS OF QUALITY
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 87/96
BENEFITS OF QUALITY
• Higher customer satisfaction
• Reliable products/services
• Better efficiency of operations
• More productivity & profit
• Better morale of work force
• Less wastage costs
• Less Inspection costs
• Improved process• More market share
• Spread of happiness & prosperity
• Better quality of life for all.
ROLE OF TQM LEADERS
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 88/96
ROLE OF TQM LEADERS
• All are responsible for quality improvement especially the seniormanagement & CEO’s
• Senior management must practice MBWA • Ensure that the team’s decision is in harmony with the quality
statements of the organization• Senior TQM leaders must read TQM literature and attend
conferences to be aware of TQM tools and methods• Senior managers must take part in award and recognition
ceremonies for celebrating the quality successes of theorganization
• Coaching others and teaching in TQM seminars• Senior managers must liaise with internal ,external and suppliers
through visits, focus groups, surveys• They must live and communicate TQM.
TQM IMPLEMENTATION
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 89/96
TQM IMPLEMENTATION
• Begins with Sr. Managers and CEO’s
• Timing of the implementation process
• Formation of Quality council
• Union leaders must be involved with TQM plansimplementation
• Everyone in the organization needs to be trained in
quality awareness and problem solving• Quality council decides QIP projects.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 90/96
• What is Six Sigma?
• Sigma is a measure of “goodness: the capability of aprocess to produce perfect work.
• A “defect” is any mistake that results in customerdissatisfaction.
• Sigma indicates how often defects are likely to occur.
• The higher the sigma level, the lower the defect rate.
• The lower the defect rate, the higher the quality.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 91/96
• A metric that indicates how well a process is performing.
• Measures the capability of the process to perform defect-free work.
• Also known as “z”, it is based on standard deviation for continuousdata.
• For discrete data it is calculated from DPMO.
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 92/96
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 93/96
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 94/96
Product Customer Need Process Mistake-
ProofEnsure
Six steps to Six Sigma
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 95/96
Possible Applications
Human
Resource
Customer
Service
Engineering
Support
FinanceOrder
FulfillmentManufacturing
8/2/2019 Unit 1 Project planning evaluation
http://slidepdf.com/reader/full/unit-1-project-planning-evaluation 96/96
Reengineering
Benchmarking
Problem solving
Team leader/Facilitator
Statistical Tool
top related