CHAPTER 15: RECENT TECHNIQUES IN HRM - E-Learning ...

CHAPTER 15: RECENT TECHNIQUES IN HRM

HUMAN RESOURCE MANAGEMENT II

INTRODUCTION Economic liberalization, privatization and globalization of economies adopted by various countries led to the increased competition among the global companies, national companies and local companies Human Resource brings innovation, quality, customization, superior speed and the likeThe companies today shifted towards non-hierarchical and flat organizations

Contd.

CHAPTER 15

CHAPTER 15INTRODUCTION

Organizations have realized that the employees with positive attitude act as change agents and organizations started selecting the employees based on “Attitude”Employers use “Attitudinal-cum-Emotional Quotient” (AEQ) in employee selection process rather than intelligent quotientAEQ = (Attitudinal and Emotional Age)/(Actual Age) * 100

Contd.

CHAPTER 15INTRODUCTION

Team work gained more significance rather than individual jobsNew concepts like dejobbing, down sizing, flexiwork, alternative work schedules, broad job banding etc. have also emerged due to team work Organizations have started a new practice for recruitment “Employee Referrals” – employing candidates referred by present employees

EMPLOYEES FOR LEASE

Presently organizations employ specialists as well as generalists for their various operations /activities

In addition, organizations depend upon consultancy agencies or individual consultants for their expertise /expert knowledge who gives advice but the execution is left to the employees

Contd.

CHAPTER 15

CHAPTER 15

Under such circumstances, new types of organizations will emerge which would be called as Employee Leasing Organization – who apart from giving advice will also supply human resources for executing their projects

CHAPTER 15OUTSOURCING

Some of the organizations depend on outside agencies for human resource requirements rather than employing them as its employeesSuch agencies are called “Body Shops”The advantages of outsourcing include:

Reduction in the cost of human resourcesAvoidance of the difficulties in human resource management Avoidance of the negative implications of over staffing

CHAPTER 15MOON LIGHTING BY EMPLOYEES

A few employees in most of the organizations realize that all their demands cannot be met by their organization aloneThey depend either on some other organizations for part-time job, part-time business or take up a business or start an industrial unit in order to earn more money and much stronger financiallyThis type of activity i.e., taking up another part time job/business/industrial unit simultaneously with that of the original job is known as Moon Lighting by Employees (double jobbing)

CHAPTER 15DUAL CAREER GROUPS

There has been tremendous increase in the number of female employees in all types of organizations due to:

Increase career orientation among women in recent yearsWomen become more acclimatized to the working climateBetter performance of women employees in certain jobsIncreased need for women earnings consequent upon rise in family expensesIncreasing need for economic freedom to womenIncreasing concern of employees for better social status The increasing aspirations for quality of work life

CHAPTER 15FLEXITIME

The Factories Act. 1948 stipulated conditions regarding hours ofworkThere is a move towards five-day week in industries in India and four-day week in advanced countriesSome of the organizations have introduced flexible working hours which is known as “Flexitime”“Flexitime” is a programme that allows flexible entering and leaving (the organization) times for employees like

3.30 PM to 6.30 PM is flexible schedule for leaving2.30 PM to 3.30 PM is core working hours12.30 PM to 2.30 PM is flexible time with one hour lunch break

CHAPTER 15

HUMAN RESOURCE ACCOUNTING

Human resource Accounting involves: Measurement and valuation of human resourcesCommunicating the relevant information to

the management and external users It may also be defined as the measurement and reporting of the cost and value of people as organizational resources

Contd.

CHAPTER 15

HUMAN RESOURCE ACCOUNTING

Objections against using people as asset

People are not owned by the organization like other physical propertiesThere is no assurance of future benefits from human resourcesIt may not be recognized by tax laws

CHAPTER 15

KNOWLEDGE MANAGEMENTKnowledge is the power/capacity for effective actionTactic knowledgeExplicit knowledgeIndividual knowledge conversion processOrganizational knowledge creation processBenefits of knowledge management

Ability to change and become change agentsLearn continuously and retain competenciesIncreased profit

CHAPTER 15

VIRTUAL ORGANIZATION AND HRM

Virtual organization is a “social network in which all the horizontal and vertical boundaries are removed. It consists of individuals working out of physically dispersed workspaces, or even individuals working from mobile devices and not tied to any particular workplace

Contd.

CHAPTER 15

VIRTUAL ORGANIZATION AND HRM

Characteristics Customer centeredFlexibility in power, work etc.Goal directedDejobbingMultiskillingJob sharing

CHAPTER 15LEARNING ORGANIZATIONS

Organizations learn and acquire the knowledge as the individual employees do Organizational learning output is the synergeticaloutcome of individual learning of all employees working in an organization Organizational learning is highly essential due to:

Organizational activities have become more intellectualRecognition and acceptance of knowledge as

competitive advantageIncreased competitiveness of the business due to

liberalization and globalization Increased pace of innovations, creations and outcome of research and development

CHAPTER 15

WORK PLACE VIOLENCEViolence at work place takes place due to the following causes:

Work place violence due to variations in employee power

Work place violence due to variations in authority

Work place violence due to variations in physical strength

CHAPTER 15

CONSEQUENCES OF WORK PLACE VIOLENCEMajor

Physical attacks, assaults, psychological trauma, anger related accidents, rape, arson and murder

MinorViolent arguments, verbal batting, violations in the ethics and rules, sabotage, property damage, vandalism

CHAPTER 15

MEASURES TO MINIMIZE WORK PLACE VIOLENCE

Counselling the more powerful employeesDivert the powerful employees towards organizational goalsCreate a more friendly environment at work placeFormulate the teams with all kinds of employeesEliminate candidates with violence behaviour at the time of selectionImpose severe punishment on violence

CHAPTER 15SEXUAL HARASSMENT

Not new to businessIt affects profitability and market value of the company share, work life, private life, moraleMeasures to reduce sexual harassment include:

Instructing male employee on ‘how to behave’Educate the employees in the training programmeCompanies must have complaints committee headed

by a womanCompanies should take disciplinary actions wherever

necessaryCompany should NOT have “Unisex Toilets”

CHAPTER 15ALCOHOLISM AND DRUG ABUSE

Alcoholism and drug abuse are serious and widespread problems at work place

Effects of alcoholism on the organization include:Employee commits mistakes frequentlyEmployee misses deadlinesEmployee receives criticism

How to deal with alcoholism and drug abuse?Taking disciplinary actionProviding trainingCounseling

CHAPTER 15

CAREERS IN HRM

Supervisors’/Officer level Junior Management Level JobsMiddle Management Level JobsSenior Management LevelGeneral Management Level

CHAPTER 15

LEGAL ISSUES IN PERFORMANCE MANAGEMENT

Scores and rates obtained in Performance Appraisal are used for different purposes including Promotion

The decisions based on the appraisal may not be accepted by all the employees in an organization

Dissatisfied employees may move the matter in a court of law legally

Contd.

CHAPTER 15

LEGAL ISSUES IN PERFORMANCE MANAGEMENT

Management should develop a legally defensible appraisal system. Some guidelines are

Incorporate standards into a rating instrumentTrain supervisors to use the rating instruments properlyInclude an employee appeal process

CHAPTER 15HUMAN RESOURCE MANAGEMENT

ENVIRONMENTTechnological factors

Competition and a host of other reasons are responsible for the rapid technological changes and innovations resulting skill mismatch of supply and demand

Human Resources in the countryChange in the structure of employmentChanges in Employee Roles and their valuesLevel of education

Changing Demands of Employers

Contd.

CHAPTER 15

HUMAN RESOURCE MANAGEMENT ENVIRONMENT

Governmental and Legal FactorsEmployees’ OrganizationsCustomersSocial FactorsEconomic FactorsPolitical Factors