human resource practices (full) - hbo

8/8/2019 Human Resource Practices (Full) - Hbo

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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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