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Human resource practices
Work design
Employee involvement
Employee empowerment
Compensation and recognition Employee satisfaction and
effectiveness
Topics to discuss
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HRMpractices
Analysis and work design
HR planning
Recruiting
Selection
Training and development
Compensation
Performance management
Employee relations
Company performance
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Work design
The process of defining the way
work will be performed and thetasks that will be required in a
given job.
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Elements in
various
approachesto work
design
The mechanistic approach
Specialization
Skill Variety
Work methods autonomy
The motivational approach
Decision making autonomy
Task significance Interdependence
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Employee involvement
The degree to which employees arefully involved in their work and the
strength of their job and company
commitment.
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Themes of
Employeeinvolvement
Pride in employer Satisfaction with employer
Satisfaction with the job
Opportunity to performchallenging work
Recognition and positive
feedback fromcontributions
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Personal support from
manager Effort above and beyond
the minimum
Understanding the link
between ones job and
company mission
Prospects for future growth
with the company
Intention to stay with the
company
Themes of
Employeeinvolvement
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EMPLOYEE EMPOWERMENT
COMPENSATION AND RECOGNITION
EMPLOYEE SATISFACTION AND
EFFECTIVENESS
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EMPLOYEE EMPOWERMENT
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Remove conditions
of powerlessness
Changes
Leadership
Reward System
Job
Enhance job-related
self-efficacy
Job mastery
Control &accountability
Role models
Reinforcement
Support
Perception of
empowerment
Competence
Autonomy
Job meaning
Sense of
impact
EFFECTIVENESS
SATISFACTION
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COMPENSATION AND RECOGNITION
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To attract competent employees to theorganization, to motivate, and to retain them.
To align the compensation system with theorganizations goals and objectives.
To control costs and to maintain the company ina reasonably competitive position.
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Objectives in designing an organizationscompensation strategy:
To comply with legal requirements.
To promote and maintain good employee relations bymaintaining fairness in its compensation system.
3 Dimensions:Internal equity refers to the perceived fairness of the paystructure within an organization.
External equity refers to the perceived fairness of pay in
relation to what other employees are paying for the sametype of labor.
Procedural equity refers to the fairness of the systemused to determine how much a person is paid.
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A. The Financial Capability of the Company
Does the company have the financial capabilityto implement a pay leadership policy?
Will the company be profitable enough to
assume its compensation accountabilities?
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B. The Companys Corporate Philosophy
Will salary be based on employment, performance,
competence or some other criteria?
Will the company lead the market place in paylevels or will its pay levels lag behind the market?
What behaviors will the organization reinforce
through compensation strategies?
What pay mix and employee benefits will the
organization support?
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C.The Economic Conditions in the Community
Are the economic conditions ripe and favorable for theorganizations business?
What does the company need of its human resources toenable it to compete and survive?
Can it sustain an advantage in this highly competitive
business environment?
What is the cost of living in the community where theorganization operates?
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D. Laws and Government Regulations
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E. Labor Market ConditionsAn organizations compensation system may have to becompetitive in the market place to attract the rightcandidates for its current and future job openings.
F. Collective BargainingAgreements
Collective bargaining agreements stipulate pay rates, payincreases, and employee benefits. To large extent, theemployees pay rates are often determined by the unions
strength and bargaining power. Acompany with a strongunion usually pays higher wages compared to uncategorizedcompanies or those with less aggressive labor unions.
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JobAnalysis
Job Description Preparation
Job Evaluation
Creation of Job Levels/Grades
Determining PayRates forEach LevelAdjusting PayStructure
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SATISFACTION AND EFFECTIVENESS
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ARE TOU SATISFIED
TO YOURCURRENT
JOB?
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Employee Satisfaction
Factors contributing to employee satisfaction include
treating employees with respect
providing regular employee recognition,
empowering employees
offering above industry-average benefits and
compensation
providing employee perks and company activities
positive management within a success framework of
goals, measurements, and expectations.
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Employee satisfaction is often measured by anonymous
employee satisfaction surveys administered periodically
that gauge employee satisfaction in areas such as:
o management
o understanding of mission and vision
o empowerment
o teamwork
o communicationo coworker interaction
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A second method used to measure employee
satisfaction is meeting with small groups of employees
and asking the same questions verbally. Depending on
the culture of the company, either method can contributeknowledge about employee satisfaction to managers and
employees.
Exit interviews are another way to assess employee
satisfaction in that satisfied employees rarely leave
companies.
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