Employee retention - orientation, occupational safety and motivation

HUMAN RETENTION

Orientation

Occupational Safety & Health

Motivation

Appraisal

OrientationChey Cipriano Collado

First Reporter

Purpose of Orientation

Orientation is a set of activities such as familiarizing new employees with the company rules, policies & procedures with the view of making the employee well-adapted to the work environment.

What is Orientation?

1. It creates an initial favorable impression.2. It enhances interpersonal acceptance.3. It helps the new recruit adjust himself to the job.

Levels of Orientation

Who is responsible for Orientation?

1. Organizational

2. Departmental & Job Orientation

1. The Chief Executive Officer (CEO)2. The Head of the HR Department3. The Supervisor of the new employee

Organizational Orientation

1. Company’s overview

2. Key policies & procedures

3. Compensation

4. Fringe Benefits

5. Safety & Accident prevention

6. Employee & Union relations

7. Physical Facilities

8. Economic Factors

Departmental & Job Orientation

1. Functions of the Department

2. Job duties & responsibilities

3. Policies, procedures, rules & regulations

4. Tour of the department

5. Introduction to Department employee

HRD FORM

How Orientation Programs are Presented?

1. Classes2. Meetings3. Tour of the company offices/ plants4. Films5. Employee handbook6. Information Leaflets7. Slides8. Charts

Occupational Safety & Health

Chey Cipriano ColladoFirst Reporter

SAFETY & HEALTH

What is Health & Safety?

Health – refers to the condition which indicates that a person is free of illness, injury or mental & emotional problems that impair normal human activity.

Safety– freedom from danger or risk.

Who is responsible for Health & Safety?

• Every personnel• Managers & Supervisors• Safety Specialists

Causes of Accidents & Illnesses in the Workplace

1. Tasks2. Working conditions3. Nature of employees

Poor Working Conditions

1. Inappropriate design of the building2. Incorrectly installed machines3. Lack of protective gear4. Fatigue resulted from long work hours5. Noise6. Poor lighting7. Boredom8. Fighting9. Daydreaming10. Alcoholism

Accident Repeaters – persons who have more accidents than the average

Preventing Accidents

1.Employee selection

2.Employee training

3.Safety Incentive Programs

4.Safety Audits

5.Accident Investigation

6.Safety Committees

Protecting Employee Health1. Maintaining a healthy work environment.2. Adaptation of the preventive approach to health

maintenance 3. Maintaining health services

Preventive Approach to Health Maintenance

1. Better nutrition2. Regular exercise programs3. Abstinence from smoking & alcohol4. Stress counseling5. Annual physical Examination

Stress Management

Stress – it is the strain a person experiences from

the pressure of the outside forces.

Types of Stress1. Physiological – effects of the stressor include

chemical, neurological or any general body response

2. Psychological – affects the emotional, behavioral, mental or social aspects of an individuals health

Stress Indicators

1. Prolonged unhappiness or boredom

2. Explosive anger in reaction to minor difficulties

3. Pessimistic view of life

Emotional Indicators

Behavioral Indicators1. Insomnia2. Difficulty in concentrating3. Feeling of hyperactivity4. Excessive use of alcohol or drugs

4 Stages of Stress1st Stage – trembling, twitching, foot/ finger tapping

2nd Stage – sweating palms, nausea, nervous stomach, rapid breathing

3rd Stage – variable heartbeat rate, erratic blood pressure, over secretion of stomach acids, breath holding

4th Stage – headaches, ulcers, asthma, hypertension

Potential Sources of Stress 1. Environmental2. Organizational3. Individual

Individual Approaches to Stress Mgt 1. Increase physical exercise2. Relaxation training3. Expand the social support network

Organizational Approaches to Stress Mgt

1. Implementing sound HRM practices like:

a. effective selection & training

b. clearly written job descriptions

c. clearly stated job performance expectations

d. effective rewards system

2. Increasing formal organizational communication

3. Increasing employee involvement in decision-making

4. Redesigning jobs

Organizing for Safety & Health1. As separate units in any organizational level2. As combination units in any organizational level.

Prior evaluation of health & safety programs, the ff must be in

place :

1.A reliable recording system concerning accidents & illnesses

2.An effective reporting system

3.Well-developed rules & procedures

4.A system of rewards for effective management of the health

& safety function

Evaluating Health & Safety Programs

Occupational Health & Safety LawThe Government incorporated in the Labor Code a pertinent

Chapter ( Chapter II, Occupational Health and Safety) This

consists of four articles (Articles 162-165), which deal with the

following:

1. The mandatory enforcement of occupational health and

safety standards;

2. The development and implementation of training

programs relating o occupational safety and industrial

health; and

3. The assignment of the DOLE as the administrator and

enforcer of occupational safety and health laws,

regulations and standards

SOURCE: Personnel and Human Resource Management by Dr. Roberto Medina

MotivationJaana G. Tamayo

Second Reporter

Motivation

-- The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal.

Key Elements• Energy – intensity, drive, vigor

• Direction – consistency with org’s goals

• Persistence – continuous effort

-- Taken from the base word “motive” which meanssomething that causes a person to act. Behavior = reward

Webster’s New Collegiate Dictionary

Management 11th Edition, Robbins and Coulter

What are Rewards?

In most cases, motivation comes from some need that results in some type of

reward when the need is fulfilled.

Intrinsic rewards – derived from withinExtrensic rewards – something tangible which is given by another person or org (eg bonuses, praise)

MASLOW’S HIERARCHY

OF NEEDS (1954)

ALDERFER’S ERGTHEORY (1972)

HERZBERG’S TWOFACTORY

THEORY (2003)

MCCLELLAND’S ACQUIRED NEEDS

THEORY (1985)

-Coined as… “satisfaction progression “- Needs progress from the lowest, subsistence-needs level needs to highest level of self-awareness and actualization.

Levels Of Needs:• Physiological•Safety•Belongingness•Esteem•Self-actualization

-Drew upon Maslow’s theory but suggested that indivs are motivated to move back and forth through the levels in terms of motivators- frustration-regression principle: indivs move in and out of diff levels depending on whether their needs are met

Level of Needs:•Existence•Relatedness•Growth

Also modified Maslow’s Theory and consolidated down to just 2 areas:Hygienes - lower level motivators which included admin, supervision, intrprsonal relationships, working conditions and security

Motivators - focused on higher level such asachievment, work, responsibility and growth

Needs are not innate but are learned or developed through life experiences

Level of Needs:•Need for Achievemnt•Need for Affiliation•Need for Power

Needs-Based Theories of Motivation

Extrinsic Factor Theories of Motivation

Reinforcement Theory B.F Skinner (1953)

• Positive reinforcement – reward

• for positive behavior

• Nega reinforcement – reward avoidance of bad behavior

• Punishment - conseq for - behave

• Extinction – removal of reward for nega behavior

Behavior is a function of its consequences. Consequences that follow a behavior and increase the probability of a behavior to be repeated are called “reinforcers”.

ADAM’S EQUITY THEORY(1963)

VROOM’S EXPECTANCYTHEORY (1964)

LOCKE’S GOAL SETTING THEORY

EQUITY is the concept of fairness and equitable treatment of an employee compared to others who behave similarly w/n an organization

An individual will act a certain way based on the expectation that it will be followed with a given outcome and on the attractiveness of that outcome.

By establishing goals, individuals are motivated to take action to achieve those goals and that difficult goals, when accepted, result in higher performance

If the employee feels that he/she is under or over rewarded causing inequity, it may result to higher or lower productivity, increased absenteeism or voluntary resignation.

Linkages:a)Expectancy or effort-performance b)Instrumentality or performance-rewardc)Valence or attractiveness of reward

Intrinsic Factor Theories of Motivation

F. TAYLOR’S SCIENTIFIC MANAGEMENT THEORY

MCGREGOR’S THEORY X AND THEORY Y

OUCHI’S THEORY Z

Focused on studying job processes, determining the most efficient means of performing and in turn rewarding employees

Assumes that people are motivated and able to continuously work hard and should be paid based on the amount and quality of work done.

Theory X – a negative view that workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work effectively

Theory Y – a positive view that employees enjoy work, seek out and accept responsibility and exercise self direction

Rooted in the idea that employees who are involved in and committed to an organization will be motivated to increase productivity.

Based on the Japanese approach in mgt and motivation, Z managers provide rewards such as long term employment, promotion, participatory mgt et al.

Management Theories of Motivation

Incentives and Rewards

Motivation results from a combination of incentives that which can be intrinsic or

extrinsic

So what can a manager provide under

These types of rewards?

Extrensic Rewards• Money• Benefits• Flexible schedules• Job responsibilities

and duties• Promotions• Change in status• Supervision over

others

•Praise and Feedback•A good boss•A strong leader•Other inspirational people•A nurturing organization

Intrinsic RewardsAccdg to Manion 2005

• Healthy relationships – employees develop a sense of connection

• Meaningful work – where they feel they make a difference in people’s life

• Competence – they can develop skills enable them to perform at or above standards

• Choice – they are encouraged to participate in the org in diff ways taking part in decision making, prob solving, etc.

• Progress – where the development of a task is well facilitated and celebrated uponcompletion

Current Issues in Motivation

• Motivating in Tough Economic Circumstances

• Managing Cross-cultural motivational challenges

• Motivating Unique Groups of Workers

Motivational StrategiesAccdg Nancy Shanks

• Expect the best• Reward desired behavior• Create FUN (focused,

unpredictabe and novel) approach

• Reward employees in ways that enhance performance and motivate them

• Tailor rewards • Focus on revitalizing

employees• Get subordinates to take

responsibility for their own motivation

• Play to employees’ strengths, promote high performance and focus on how they learn