Individuals, Jobs and Effective HR Management

8/8/2019 Individuals, Jobs and Effective HR Management

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Individuals, Jobs and Effective HRIndividuals, Jobs and Effective HR

ManagementManagement

Session 3Session 3


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Learning Objectives:

- Identify three areas where HR departments should setperformance goals.

- Describe the job characteristics model.

- Discuss advantages and disadvantages of work teams.

- Compare and contrast ways of dealing with turnoverand absenteeism.

- Enumerate ways to collect data for evaluating HRperformance.

- Summarize the process of evaluating HR performance.


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Individual Performance Factors

- Individual ability to do the work- Effort level expended

- Organizational support

Performance (P) =Ability (A) x Effort (E) x Support (S)

Individual Employee Performance


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Components of Individual Performance


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Individual Motivation

MotivationMotivation

The desire within a person causing that person to act to

reach a goal.

Maslows Hierarchy of NeedsMaslows Hierarchy of Needs

Categories of needs that ascend in order; lower needs must

be fulfilled before person will strive to meet higher needs.

- Physiological needs

- Safety and security needs

- Belonging and love needs

- Esteem needs

- Self-actualization needs


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Individual Motivation (contd)

Herzbergs Motivation/Hygiene Theory

Motivatorsaccount for job satisfaction andmotivation

Achievement Recognition Work itself

Responsibility Advancement

Hygiene factorscause dissatisfaction with work

Interpersonal relationships Company policy/administration

Supervision Salary Working conditions


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Equity as a Motivator

EquityEquity

-- The perceived fairness of what the person doesThe perceived fairness of what the person does

compared to what the person receives.compared to what the person receives.

-- The perception of the fair value of rewardsThe perception of the fair value of rewards

(outcomes) for efforts (inputs) that individuals(outcomes) for efforts (inputs) that individuals

make when comparing their results to others inmake when comparing their results to others in

the organization.the organization.

Outcomes

Inputs

Outcomes

Inputs

Other

Other

Individual

Individual !


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Expectancy Theory

Expectancy- Individuals base decisions about their behaviors on

their expectations that one or another behaviors is

more likely to lead to needed or desired outcomes.

- Effort-to-Performance Expectations

Belief in the ability to perform the task well

- Performance-to-Reward Linkage

Belief that high performance will result inreceiving rewards

- Value of Rewards

The rewards have value to the individual


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Simplified Expectancy Model of Motivation


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Management implications for Motivating

Performance

-- The need for comprehensive strategies and tactics to addressThe need for comprehensive strategies and tactics to address

both equity and expectations of employees.both equity and expectations of employees.

-- The provision of training to encourage high performance.The provision of training to encourage high performance.

-- The development of evaluation methods that properly appraiseThe development of evaluation methods that properly appraise

and reward performance.and reward performance.

-- An understanding of what kinds of rewards are desired andAn understanding of what kinds of rewards are desired andvalued by employees.valued by employees.


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Individual/Organizational

RelationshipsThe Psychological Contract

- The unwritten expectations employees and employers have

about the nature of their work relationships. Affected by age of

employee and changes in economic conditions.

- Employers provide:

Competitive compensation and benefits

Career development opportunities

Flexibility to balance work and home life

- Employees contribute:

Continuous skill improvement

Reasonable time with the organization

Extra effort when needed


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Job Satisfaction and

Organizational Commitment

Job Satisfaction

A positive emotional state resulting fromevaluating ones job experience.

Organization Commitment

The degree to which employees believe in and

accept organizational goals and desire to remain

with the organization.


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Factors Affecting Job PerformanceFactors Affecting Job Performance

and Organizational Commitmentand Organizational Commitment


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Absenteeism

Involuntary absenteeism

Unavoidable with understandable cause (e.g.,

actual illness)

Voluntary absenteeism

Avoidable without justifiable cause (e.g., feigning

illness)

Measuring absenteeism

100days)workof(Numberemployees)ofnumber(Average

periodduringabsencejobghlost throudays-personofNumberv

v


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Reasons for Unscheduled AbsencesReasons for Unscheduled Absences


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Measuring Absenteeism

Calculations of the costs of absenteeism should

usually include:

Lost wages

Benefits

Overtime for replacements

Fees for temporary employees, if incurred

Supervisors time

Substandard production

Overstaffing necessary to cover absences


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Turnover The process in which employees leave the organization and have to be

replaced.

Types of Turnover

Involuntary turnoverterminations for poor performance or work rule

violations.

Voluntary turnoveremployee leaves the organization by choice.


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Tur rTypes

Functi nal turnover Lower-perfor ingor isruptiveemployeesleave t eorganization.

ysfunctional turnover Key individualsand ighperformers leaveatcritical times.

ncontrollable turnover Occurs for reasonsoutside the impact of theorganization.

ontrollable turnover Occursdue to factors that couldbeinfluencedby theemployer


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JOB DESIGNJOB DESIGN

-Job design refers to organizing tasks, duties, andresponsibilities into a productive unit of work.

- It involves the content of jobs and the effect of jobs onemployees


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More attention is being paid to job design for three majorreasons:

1- job design can influence performance in certain jobs,especially those where employee motivation can make asubstantial difference. Lower costs through reduced turnoverand absenteeism also are related to good job design.

2- Job design can affect job satisfaction. Because people aremore satisfied with certain job configurations than with others,it is important to be able to identify what makes a good job.

3. Job design can affect both physical and mental health.Problems such as hearing loss, backache, and leg pain

sometimes can be traced directly to job design, as can stressand related high blood pressure and heart disease.The person/job fit is a simple but important concept thatinvolves matching characteristics of people with characteristicsof jobs..

Job DesignJob Design


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Nature ofJob Design

JOB ENLARGEMENT AND JOB ENRICHMENT

Job enlargement involves broadening the scope of a job by expanding thenumber of different tasks to be performed.

Job enrichment is increasing the depth of a job by adding responsibility forplanning, organizing, controlling, and evaluating the job.

Job rotation

the technique known as job rotation can be a way to break the monotony

of an otherwise routine job with little scope by shifting a person from jobto job.


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Retention of Human Resources

Impact of Retention Failure

Inability to achieve business goals

Loss of image to attract other individuals

High costs of turnover and replacement


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Retention of Human Resources

Why People Stay

Great company

Value and culture, well-managed, and offers exciting challengesGreat job

Freedom and autonomy, exciting challenges, and career

advancement and growth

Compensation and lifestyle

Differentiated pay package, high total compensation, geographiclocation, and respect for lifestyle


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Retention Determinants


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Desired Organizational Characteristics


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ManagementManagement

ProcessProcess


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MEASURING TURNOVER:MEASURING TURNOVER:

WAYS IN WHICH TOMEASURE TURNOVER

. Job and job levels department, units, and

location

. reason for leaving length of service

. demographic characteristics

. education and training

. knowledge, skills and abilities

. performance ratings/levels

COMPUTING THE TURNOVER RATE:

The Retention Management ProcessThe Retention Management Process

100midmonthatemployeesofnumberTotal

monththeduringsseparationemployeeofNumberv


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Simplified Turnover Costing Model


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The Retention Management Process

Costs of Turnover

Hiring costs Training costs

Productivity costs Separation costs

Employee Surveys

Attitude surveyfocuses on employees feelings and beliefs about

their jobs and the organization.

Exit Interviews An interview in which individuals are asked to identify reasons for

leaving the organization.


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The Retention Management Process

Retention Interventions

Provide realistic job previews during the recruiting process

Improve the selection process so that there is a better person-job fitfor new hires

Conduct effective job orientation and initial training

Offer competitive, fair, and equitable compensation

Provide an adequate benefits package

Offer career development and training

Engage in fair and nondiscriminatory employee relations


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Thank You !!!

Individuals, Jobs and Effective HR Management

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