personnel management in education by rosnani jusoh

PERSONNEL PERSONNEL MANAGEMENT IN MANAGEMENT IN

EDUCATIONEDUCATION

BYBY

ROSNANI JUSOHROSNANI JUSOH

SEKOLAH/INST. PEND

Beri komen anda…Beri komen anda…

Situasi 1 Situasi 2

Situasi 3 Situasi 4

Situasi 5

What is The Organization?What is The Organization?

Organization is a group of people working Organization is a group of people working together towards a common goal in such a together towards a common goal in such a way that even if the individuals or way that even if the individuals or organization change, the behavioral organization change, the behavioral remain stable and predictable.remain stable and predictable.

Organization can be viewed as an open Organization can be viewed as an open system wherein there lies an input-output system wherein there lies an input-output relationship between variable.relationship between variable.

ORGANISATION PROCESSORGANISATION PROCESS

Input Process OutputInput Process Output

RECOURCES SYSTEMS

VISSIONMISSIONGOALS

OBJECTIVES

PERSONNELFINANCEMATERIALSFACILITIES

TEACHING AND LEARNINGDISCIPLINEEMIS/SMM/SAP

PERFORMANCEBEHAVIORWORLD CLASSEDUCATION

ORGANISATION ORGANISATION ENVIROMENTENVIROMENT

ORGANISATION

POLICY

RESOURCESMISSION

CULTURE

INTERNAL ENVIROMENT TECHNOLOGY

SOCIETY ECONOMIC

POLITIC

EXTERNAL ENVIROMENT

Education PhilosophyEducation Philosophy Education in Malaysia is on-going efforts towards further Education in Malaysia is on-going efforts towards further

developing the potential of individuals in a holistic and developing the potential of individuals in a holistic and integrated manner, so as to produce individuals who are integrated manner, so as to produce individuals who are intellectually, spiritually, emotionally and physically intellectually, spiritually, emotionally and physically balanced and harmonic, based on a firm belief in and balanced and harmonic, based on a firm belief in and devotion to God. Such an effort is designed to produce devotion to God. Such an effort is designed to produce Malaysian citizens who are knowledgeable and Malaysian citizens who are knowledgeable and competent, who possess high moral standards and who competent, who possess high moral standards and who are responsible and capable of achieving high level of are responsible and capable of achieving high level of personal well-being as well as being able to contribute to personal well-being as well as being able to contribute to the harmony and betterment of the family, the society the harmony and betterment of the family, the society and the nation at large. and the nation at large.

MissionMission

To develop a world-class quality education To develop a world-class quality education system which will realize the full potential system which will realize the full potential of the individual and fulfill the aspiration of of the individual and fulfill the aspiration of the Malaysian nation. the Malaysian nation.

ObjectivesObjectives

To produce loyal and united Malaysian. To produce loyal and united Malaysian. To produce happy, well mannered To produce happy, well mannered

individuals who have faith, knowledge individuals who have faith, knowledge and vision. and vision.

To prepare the nation's human resource To prepare the nation's human resource for development needs. for development needs.

To provide educational opportunities for To provide educational opportunities for all Malaysians. all Malaysians.

What is What is ““Personnel ManagementPersonnel Management””??

1. 1. ““ResourceResource”” for achieving educational for achieving educational goals and strategiesgoals and strategies

Managerial resourcesManagerial resources: personnel : personnel resources, money, materials, facilities, resources, money, materials, facilities, technology, informationtechnology, information……....

What is difference between What is difference between ““personnel personnel ResourceResource”” and other resources? and other resources?

- Resources are Resources are controlled by personnel controlled by personnel resources.resources.

-- Human resources Human resources have intellect and have intellect and emotionemotion

POLICYPOLICY

PIPP PIPP

THE MAIN FOCUS ON HUMAN CAPITALTHE MAIN FOCUS ON HUMAN CAPITALIntangible

Human Capital ? Knowledge

And Experience

Personel

Productivity

Personel

Creativity

Emotional

Inteligence+ + +

Fully Owned TO The Employee

=

Organization TheoryOrganization Theory

The purpose of organization theory is to apply The purpose of organization theory is to apply such knowledge as to behavior of individuals and such knowledge as to behavior of individuals and groups related to jobs, work, productivity, groups related to jobs, work, productivity, performance, perception, motivation, learning and performance, perception, motivation, learning and management toward improving an organization’s management toward improving an organization’s effectiveness and ushering in excellence.effectiveness and ushering in excellence.

Beyond its effect on individuals and organization, Beyond its effect on individuals and organization, also carries with it the potential for economic also carries with it the potential for economic growth.growth.

PERSONNEL MANAGEMENT PROCESS

Organization

Personnel Management Activities

Job Analysis and designHuman ResourceCompensation Management


Recruitment and selection of employees

Personnel Development-Orientation-Training-Professional Development

DisciplinePerformance AppraisalSafety and Health Management

JOB EMPLOYEE PERSONNEL


Job Analysis designRecruitment and selection of employeesPersonnel DevelopmentPerformance Appraisal

It is the most vital function of an organizationIt is the most vital function of an organization Planning activities is necessary to have the right Planning activities is necessary to have the right

number of people with the right skills at the right number of people with the right skills at the right place at the right timeplace at the right time..

- Anticipating the need for personnel- Anticipating the need for personnel

- Anticipating the supply of personnel- Anticipating the supply of personnel

- Planning programs to ensure that the- Planning programs to ensure that the

organization has the right number oforganization has the right number of

personnelpersonnel

Personnel Management Personnel Management PlanningPlanning

The Step in Personnel PlanningThe Step in Personnel Planning

1.1. Collecting InformationCollecting Information

2.2. Forecasting demand for personnelForecasting demand for personnel

3.3. Forecasting supplyForecasting supply

4.4. Planning and conducting needed Planning and conducting needed programsprograms

The Model of Personnel Planning The Model of Personnel Planning ProcessProcess

Forecasting organizational conditionsForecasting organizational conditions

Forecasting personnel demandForecasting personnel demand

Forecasting internal supplyForecasting internal supply

Forecasting external supplyForecasting external supply

Reconciling Gap

RecruitmentTrainingTransferPromotionRemuneration

Forecasting as a Part of Personnel PlanningForecasting as a Part of Personnel PlanningDEMAND FORECASTING

SUPPLY FORECASTING

Determine organizational

objectives

Demand forecast for

each objective

Aggregate demand forecast

Does aggregate supply meetaggregatedemand?

Reconciling Gap

Choose human resource programs

External programs

•Recruiting

•External selection

•Executive exchange

Internal programs

•Promotion

•Transfer

•Career planning

•Training

•Turnover control

Internal supply forecast External supply forecast

Aggregate supply forecast

No

Yes

DEMAND FORECASTINGDEMAND FORECASTING

Collecting InformationCollecting Information

Knowing about both the internal and Knowing about both the internal and external environmentsexternal environments

External – economy, technology, External – economy, technology, unemployment rate, skill availability, age, unemployment rate, skill availability, age, race….race….

Internal – includes short and long term Internal – includes short and long term plan and strategiesplan and strategies

Demand Analysis : ForecastingDemand Analysis : Forecasting

Forecasting the demand for personnel at Forecasting the demand for personnel at various points in the future.various points in the future.

Forecasting about the past and present Forecasting about the past and present and judgment of the organizationand judgment of the organization

Using judgmental vs mathematical methodsUsing judgmental vs mathematical methods

Delphi TechniqueDelphi Technique

Based on the principle that forecasts from a Based on the principle that forecasts from a structured group of experts are more accurate structured group of experts are more accurate than those from unstructured groups or than those from unstructured groups or individuals.individuals.

The carefully selected experts answer The carefully selected experts answer questionnaires in two or more rounds. After each questionnaires in two or more rounds. After each round, a facilitator provides an anonymous round, a facilitator provides an anonymous summary of the experts’ forecasts from the summary of the experts’ forecasts from the previous round as well as the reasons they previous round as well as the reasons they provided for their judgments. provided for their judgments.

Bottom UpBottom Up

Unit based forecastingUnit based forecasting The process begins by rolling up past The process begins by rolling up past

performance and look closely at individual/ performance and look closely at individual/ problem from the bottom perspective. problem from the bottom perspective.

Top downTop down

The traditional top down forecast is often The traditional top down forecast is often based on managers/ administrative based on managers/ administrative perspective.perspective.

Ratio AnalysisRatio Analysis

Utilizes the data from all area:Utilizes the data from all area:

Student : Teacher ratioStudent : Teacher ratio

Teacher: Class ratioTeacher: Class ratio

What is the ideal ratio???What is the ideal ratio???

Regression AnalysisRegression Analysis

A statistical method to estimate any trend A statistical method to estimate any trend that might exist among important factors that might exist among important factors

Time-series Time-series MMethods ethods

Time series analysis relies on historical Time series analysis relies on historical data and attempts to project historical data and attempts to project historical patterns into the futurepatterns into the future..

Supply Analysis: ForecastingSupply Analysis: Forecasting

The internal supply of personnel consists The internal supply of personnel consists of all individuals currently employed.of all individuals currently employed.

An examination of the current internal An examination of the current internal inventory of employees a forecast of inventory of employees a forecast of internal supply assuming current internal supply assuming current activities are continued.activities are continued.

Skill InventoriesSkill Inventories

Skills inventories are Skills inventories are manual/computerized to keep track of manual/computerized to keep track of experience, education and special experience, education and special abilities.abilities.

Marcov AnalysisMarcov Analysis

Transition matrixTransition matrix used to predict internal availabilities based used to predict internal availabilities based

on historical patterns of movement.on historical patterns of movement. remain in position, promotion, transfer, remain in position, promotion, transfer,

demotion, or exitdemotion, or exit

Supply Analysis: ForecastingSupply Analysis: Forecasting

External supply analysis involves the External supply analysis involves the forecasting of quantity, productivity and forecasting of quantity, productivity and development of personnel projected to join development of personnel projected to join the organization from outside.the organization from outside.

External Demographic TrendsExternal Demographic Trends

The process of analysing the population of The process of analysing the population of national data and trends for influence and national data and trends for influence and impact on schools, students, programs impact on schools, students, programs and educational personnel.and educational personnel.

- Applicant Pool Demographics- Applicant Pool Demographics

- Applicant Flowcharting - Applicant Flowcharting

Gap AnalysisGap Analysis

It is the reconciliation of employee supply It is the reconciliation of employee supply and demand through setting objectives.and demand through setting objectives.

Planning and Conducting Needed Planning and Conducting Needed ProgramsPrograms

Having identified the gap in demand and supply, Having identified the gap in demand and supply, appropriate programs for planned and conducted appropriate programs for planned and conducted to fill the manpower gaps.to fill the manpower gaps.

RecruitmentRecruitment TrainingTraining TransferTransfer PromotionPromotion RemunerationRemuneration DemotionDemotion

Recruitment Recruitment

The process of attracting qualified job The process of attracting qualified job candidates to fill vacant positions; realistic job candidates to fill vacant positions; realistic job previews try to provide candidates with previews try to provide candidates with accurate information on the job and accurate information on the job and organization. organization.

How much cost per hire?How much cost per hire?

The recruiting and selection cost include :The recruiting and selection cost include :Advertising and promotional materialsAdvertising and promotional materialsRelocation expensesRelocation expensesThe wages of employees The wages of employees Process paperworkProcess paperworkInterviewInterviewGive testGive testTrainTrainOrientation, courses (PTK)Orientation, courses (PTK)RetirementRetirement

Continue..Continue..

Hewit Associate estimated that the cost to Hewit Associate estimated that the cost to replace one departed worker is replace one departed worker is

1 ½ times the salary of the individual being 1 ½ times the salary of the individual being replaced (William et. all, 2002)replaced (William et. all, 2002)

Recruiting MethodsRecruiting Methods

1.1. Internal RecruitingInternal Recruiting Job PostingJob Posting

The position can be filled as a result of The position can be filled as a result of posting the job opening on bulletin boards orposting the job opening on bulletin boards ornewsletter.newsletter.A job posting procedure enables employees toA job posting procedure enables employees tostrive for a better position within the organizationstrive for a better position within the organizationNotice of position openings should include all Notice of position openings should include all important information about the job : brief job description, important information about the job : brief job description, the education and training required, salary and type of the education and training required, salary and type of

job job either full time or part time.either full time or part time.

Internal RecruitingInternal Recruiting

Skills InventorySkills Inventory

A skills inventory includes s list of employeeA skills inventory includes s list of employee

names, their education, training, present position, names, their education, training, present position,

work experience, relevant job skills and abilities work experience, relevant job skills and abilities

and other qualifications.and other qualifications.

The organization can search through the skills The organization can search through the skills

inventory to identify potential candidates for the inventory to identify potential candidates for the

position opening.position opening.

Internal RecruitingInternal Recruiting

Job BiddingJob Bidding

Those interested in the vacancy bid for Those interested in the vacancy bid for the the job by applying if they are qualified.job by applying if they are qualified.

ReferralsReferrals

An excellent source of information is current An excellent source of information is current

employees who may know someone whoemployees who may know someone who

would be qualified and interested in the openwould be qualified and interested in the open

position.position.

2. 2. ExternalExternal Recruiting Recruiting

College and University RecruitingCollege and University Recruiting

Recruiting at college and university level Recruiting at college and university level servesserves

as a major source for acquiring managerial,as a major source for acquiring managerial,

professional and technical skills.professional and technical skills.

College and university recruiting has become College and university recruiting has become

fiercely competitive because the supply offiercely competitive because the supply of

students is far more than demand.students is far more than demand.

ExternalExternal Recruiting Recruiting

AdvertisingAdvertising

Advertising job opening in Advertising job opening in newspapers, magazines, newsletters and newspapers, magazines, newsletters and other media sources ( radio and tv).other media sources ( radio and tv).

Advertising is useful for filling open Advertising is useful for filling open positions quickly.positions quickly.

ExternalExternal Recruiting Recruiting

Public Employment Agencies (JTR : MoHR)Public Employment Agencies (JTR : MoHR)

http://www.mohr.gov.my/jcshome

http://jcs.mohr.gov.my/oku/signon.jsp Private Employment Agencies (PEA)Private Employment Agencies (PEA)

http://www.mohr.gov.my/aps The InternetThe Internet

SelectionSelection

Choosing whom to hire from a field of qualified Choosing whom to hire from a field of qualified applicantsapplicants

• Realistic Job PreviewsRealistic Job Previews Provide job candidates with pertinent information regarding a Provide job candidates with pertinent information regarding a

job and organizationjob and organization

• Reliability Reliability means a selection device gives consistent results over means a selection device gives consistent results over

repeated measuresrepeated measures

• ValidityValidity Means scores on a selection device have links to future Means scores on a selection device have links to future

performanceperformance

• Assessment CenterAssessment Center Examine how job candidates handle simulated job situationsExamine how job candidates handle simulated job situations

The Selection ProcessThe Selection Process

Application Blanks and ResumeApplication Blanks and Resume

TestingTesting

InterviewInterview

Reference ChecksReference Checks

Job OfferJob Offer

Physical ExaminationPhysical Examination

Hire New EmployeeHire New Employee

JOB ANALYSIS AND JOB DESIGNJOB ANALYSIS AND JOB DESIGN

Job AnalysisJob Analysis

Involves collecting data about the jobs Involves collecting data about the jobs performed.performed.

Include: knowledge, skill, abilities and Include: knowledge, skill, abilities and other characteristic. other characteristic.

Knowledge:Knowledge:The degree to which a job holder is required to know The degree to which a job holder is required to know specific technical material.specific technical material.

Skill:Skill:Adequate performance on tasks require the use of tools, Adequate performance on tasks require the use of tools, equipment, and machinery.equipment, and machinery.

Abilities:Abilities:Refer to the physical and mental capabilities needed to Refer to the physical and mental capabilities needed to perform task.perform task.

Other characteristics:Other characteristics:Specific requirements needed to perform the job.Specific requirements needed to perform the job.

STEP IN CONDUCTING A JOB ANALYSISSTEP IN CONDUCTING A JOB ANALYSIS

Step 1 – Determine the Purpose for Conducting a Job Analysis

Step 2 – Identify the Jobs to Be Analyzed

Step 3 – Explain the Process to Employees and Determine Their Level of Involvement

Step 4 – Determine the Data Collection Method and Collect Job Analysis Information

Step 5 – Process the Job Analysis Information

Step 6 – Review and Update Frequently

Step 1 – Determine the Purpose for Step 1 – Determine the Purpose for

Conducting a Job Analysis Conducting a Job Analysis The purpose for conducting a job analysis The purpose for conducting a job analysis

should be explicit and tied to the overall should be explicit and tied to the overall strategy of the organisation.strategy of the organisation.

To determine the type of information To determine the type of information should be collected on work contexts, should be collected on work contexts, work inputs and all of these components of work inputs and all of these components of the job.the job.

TYPES OF INFORMATION TO BE COLLECTED TYPES OF INFORMATION TO BE COLLECTED BY A JOB ANALYSISBY A JOB ANALYSIS

1.1. Work Activities:Work Activities: Job oriented activities – description of the Job oriented activities – description of the

work activities performed, indicate how, work activities performed, indicate how, why and when worker performs and activity why and when worker performs and activity involving active human participation, involving active human participation, machine or system functions.machine or system functions.

2. Worker- Oriented Activities:2. Worker- Oriented Activities: Human behaviors performed in work such Human behaviors performed in work such

as sensing, decision making, performing as sensing, decision making, performing physical action or communication.physical action or communication.


3. Machines, Tools, Equipments, and Work Aid 3. Machines, Tools, Equipments, and Work Aid Used:Used:

ComputersComputers Safety equipmentSafety equipment Office ToolsOffice Tools

4. Job Related Tangibles and Intangibles4. Job Related Tangibles and Intangibles Material Process, products made, knowledge Material Process, products made, knowledge

deal with or applied and services rendered.deal with or applied and services rendered.


4. Work Performance:4. Work Performance: Work measurements (time taken)Work measurements (time taken) Work standardsWork standards Other aspectOther aspect

4. Job Context:4. Job Context: Physical working conditions, working schedule, Physical working conditions, working schedule,

organised context, social context and organised context, social context and incentivesincentives


5. Personal Requirements:5. Personal Requirements: Job related knowledge and skills (education, Job related knowledge and skills (education,

training, or work experience required)training, or work experience required) Personal attributes (physical characteristic, Personal attributes (physical characteristic,

personality and interest required)personality and interest required)

Step 2 – Identify the Jobs to Be AnalyzedStep 2 – Identify the Jobs to Be Analyzed

Deciding which jobs need to be analysed : Deciding which jobs need to be analysed : Normally the organisation has undergone Normally the organisation has undergone any changes that have affected only any changes that have affected only certain job to be analysedcertain job to be analysed

Step 3: Explain the Process to Employees and Step 3: Explain the Process to Employees and Determine Their Level of InvolvementDetermine Their Level of Involvement

Employees and managers should be Employees and managers should be informed of who will be conducting the informed of who will be conducting the analysis, why it is needed, whom to analysis, why it is needed, whom to contact if they have questions or concerns, contact if they have questions or concerns, the schedule and their role in the job the schedule and their role in the job analysis.analysis.

Step 4 – Determine the Data Collection Method Step 4 – Determine the Data Collection Method and Collect Job Analysis Informationand Collect Job Analysis Information

Managers must decide which method or combination Managers must decide which method or combination of methods will be used and how to collect information.of methods will be used and how to collect information.

Three of the most popular forms of data collection Three of the most popular forms of data collection include:include:

1.1. Observation of task and behaviors of the job holders; Observation of task and behaviors of the job holders; observed performing their work.observed performing their work.

2.2. Interviews; knowledgeable employees are interviewed Interviews; knowledgeable employees are interviewed about specific work activities.about specific work activities.

3.3. Questionnaires and checklist; a detailed list of task Questionnaires and checklist; a detailed list of task performed in a job is compiled and given to employee performed in a job is compiled and given to employee knowledgeable about the job.knowledgeable about the job.

Step 5 – Process the Job Analysis InformationStep 5 – Process the Job Analysis Information

To place the data collected into a form that will be To place the data collected into a form that will be useful which the job analysis results can be printed.useful which the job analysis results can be printed.

Step 6 – Review and Update FrequentlyStep 6 – Review and Update Frequently

The final step and should be ongoing.The final step and should be ongoing. Managers and personnel specialists need to review job Managers and personnel specialists need to review job

description and job specifications frequently.description and job specifications frequently. More frequent reviews are necessary if organisational More frequent reviews are necessary if organisational

change occur.change occur.

Job analysis Data OutputJob analysis Data Output

The data collected from the job analysis The data collected from the job analysis can be used for writing job description and can be used for writing job description and job specification.job specification.

Job DescriptionJob Description

Description of the duties, responsibilities, Description of the duties, responsibilities, working condition and activities of a working condition and activities of a particular job.particular job.

The title of the job is always provided and The title of the job is always provided and should be descriptive of the job. It should be descriptive of the job. It immediately understand what the job immediately understand what the job entails.entails.

Job SpecificationJob Specification

Description of employee qualification, such Description of employee qualification, such as experience, knowledge, skills or as experience, knowledge, skills or abilities, that are required to perform a abilities, that are required to perform a particular job.particular job.

Users of Job Analysis DataUsers of Job Analysis Data

Job EvaluationJob Evaluation Recruitment and SelectionRecruitment and Selection Labor and Human Resource RelationLabor and Human Resource Relation Utilizing Human ResourceUtilizing Human Resource Training and DevelopmentTraining and Development

JOB DESIGNJOB DESIGN

A blueprint of tasks required to accomplish a A blueprint of tasks required to accomplish a job successfully. job successfully.

How a job is designed has a tremendous How a job is designed has a tremendous impact on the effectiveness of the organization impact on the effectiveness of the organization and the quality of work life for employees.and the quality of work life for employees.

Individual and group job design includes job Individual and group job design includes job rotation enlargement and job enrichment.rotation enlargement and job enrichment.

JOB ROTATIONJOB ROTATION

The systematic movement of workers from The systematic movement of workers from one job to another in an attempt to one job to another in an attempt to minimize monotony and boredom.minimize monotony and boredom.

Does not change the actual job content, Does not change the actual job content, but it rotates employees from one job to but it rotates employees from one job to another after a specified period of time.another after a specified period of time.

Often increase the number of employee Often increase the number of employee skills and duties an add flexibility to the skills and duties an add flexibility to the organization.organization.

JOB ENLARGEMENTJOB ENLARGEMENT

An increase in the number of tasks an An increase in the number of tasks an employee performs (Horizontal job employee performs (Horizontal job loading) there by increasing the diversity loading) there by increasing the diversity of a job.of a job.

Adding more tasks to the job increase Adding more tasks to the job increase variety for the worker( Giving them more variety for the worker( Giving them more work to do).work to do).

JOB ENRICHMENTJOB ENRICHMENT

An increase in the meaningfulness of the An increase in the meaningfulness of the work and the responsibilities of employee work and the responsibilities of employee (Vertical job leading)(Vertical job leading)

Allow workers more control over their work Allow workers more control over their work if the job is to be perceived as enriched.if the job is to be perceived as enriched.

INDIVIDUAL AND GROUP JOB DESIGN OPTIONSINDIVIDUAL AND GROUP JOB DESIGN OPTIONS

JOB ROTATIONSRotating from Job to Jo

Within Organization

JOB ENLARGEMENTAdding more Task to theJobs, Horizontal Loading.

JOB ENRICHMENTMaking Job More

Meaningful and Challenging;Vertical loading.

Individual Design Options

WORK TEAMSLarge task That is Completed

by a Group of SpecificTask Assignments

AUTONOMOUSWORK GROUPS

Work Teams Are Given a Goal

To Achieves and the Controlover the Accomplishment

QUALITY CIRCLESA Group of Employees andSupervisors Meet Regularly to Discuss Quality Problems

and Solutions

Group Design Options

Job DesignApproaches

STRATEGIES GUIDELINES JOB DESIGNSTRATEGIES GUIDELINES JOB DESIGN

Using job characteristics model, to Using job characteristics model, to propose specific characteristics of jobs propose specific characteristics of jobs that can be lead to important psychological that can be lead to important psychological aspect.aspect.

Psychological states lead to a number of Psychological states lead to a number of positive personnel and work outcome.positive personnel and work outcome.

THE JOB CHARACTERISTIC MODELTHE JOB CHARACTERISTIC MODEL

Recognizes that certain aspect of the job Recognizes that certain aspect of the job are inherently motivating for most worker.are inherently motivating for most worker.

Hackman & Adham (1976) proposed the Hackman & Adham (1976) proposed the relationship between core job relationship between core job characteristics and the psychological characteristics and the psychological states is moderated by individual’s growth states is moderated by individual’s growth need strength (need to learn, grow and be need strength (need to learn, grow and be challenged).challenged).

The five core job characteristics are defined:-The five core job characteristics are defined:-1.1. Task identifyTask identify

2.2. Task significanceTask significance

3.3. Skill varietySkill variety

4.4. AutonomyAutonomy

5.5. FeedbackFeedback

The three psychological states are defined:-The three psychological states are defined:-

1.1. Experienced meaningfulnessExperienced meaningfulness

2.2. ResponsibilityResponsibility

3.3. Knowledge of resultsKnowledge of results

HACKMAN-OLDHMAN’S JOB HACKMAN-OLDHMAN’S JOB CHARACTERISTICS MODELCHARACTERISTICS MODEL

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Experienced Meaningfulness

of the Work

ExperiencedResponsibility

Knowledge of Rules from Work Activities

Relationship AreModerated by EmployeeGrowth Need Strength

High InternalMotivation

HighSatisfaction

High Work Quality

Low Absenteeismand Turnover

Core Job

Characteristics

Critical

Psychological States

Personal and

Work Outcomes

TRAININGTRAINING

Training is the process of identifying, Training is the process of identifying, assuring and developing, through planned assuring and developing, through planned activities, the knowledge, skills and activities, the knowledge, skills and abilities that personnel needs to help them abilities that personnel needs to help them perform their current and future job perform their current and future job responsibilities in organizations to the responsibilities in organizations to the greatest extend possible.greatest extend possible.

Competency MappingCompetency Mapping

Current CompetencyPerformance

Strategic Plan

DesiredCompetency

Level

FuturePerformance

CompetencyGap

The Training ProcessThe Training Process

Organizational NeedsAssessment

Task Needs Assessment

Employee Needs Assessment

Development of Criteria for Training Evaluation

Development of Training Objective

Assessment Stage

Design and Select Training Procedures

Train

Training Stage Evaluation Stage

Measure TrainingResults

Compare Results with Criteria

• Examine the propose training project with respect to organizational goals, objectives and strategies.•Top management fully support the proposed training.

•Isolate the specific requirements of the job using job analysis method.

•Determine any gap exists between the requirements of a job and the skills of the employees who perform it











Development of Criteria for Training Evaluation





ASSESSMENT STAGE OF TRAINING PROCESSASSESSMENT STAGE OF TRAINING PROCESS

Design and select Training ProceduresDesign and select Training Procedures

1.1. On Job TrainingOn Job Training

Staff development meetingStaff development meeting

Assistant to positionAssistant to position

MentoringMentoring

Executive coachesExecutive coaches

Special assignmentSpecial assignment

In house training In house training

ASSESSMENT STAGE OF TRAINING PROCESSASSESSMENT STAGE OF TRAINING PROCESS

Design and select Training ProceduresDesign and select Training Procedures

2.2. Off Job TrainingOff Job Training

Outside short courses and seminarsOutside short courses and seminars

College or University Degree and College or University Degree and Certificate ProgramsCertificate Programs

Transfer of TrainingTransfer of Training

LectureLecture ModuleModule DiscussionDiscussion BrainstormingBrainstorming DemonstrationDemonstration Practice or SimulationPractice or Simulation

Evaluation Stage of TrainingEvaluation Stage of Training

1.1. ReactionReaction

Information gathered about the reactions of Information gathered about the reactions of trainees should include what they thought trainees should include what they thought about the program in general; the facilities; the about the program in general; the facilities; the trainers involved and the content of program.trainers involved and the content of program.

These reactions are through questionnaires These reactions are through questionnaires distributed to the participants in the end of distributed to the participants in the end of program.program.


2. Learning2. Learning

To determine the level of competency To determine the level of competency achieved by trainees such as achieved by trainees such as performance test or through a simulated performance test or through a simulated exercise.exercise.


3. Behavior3. Behavior To examines whether participants exhibit To examines whether participants exhibit

behavior changes in their jobs. The data behavior changes in their jobs. The data collected by supervisors or coworkers.collected by supervisors or coworkers.

4.4. ResultResult Last level evaluation to investigate how Last level evaluation to investigate how

how the program has affected the how the program has affected the organisation like reduce turnover or organisation like reduce turnover or absenteeism, or increase sale.absenteeism, or increase sale.

PERSONNEL SAFETY AND PERSONNEL SAFETY AND HEALTHHEALTH

PERSONNEL WALFARE PERSONNEL WALFARE

Health, safety and welfare are basic Health, safety and welfare are basic requirements at work, and can be divided into requirements at work, and can be divided into four broad categories: the working environment, four broad categories: the working environment, welfare facilities, workplace safety and welfare facilities, workplace safety and housekeeping.housekeeping.

The provision of adequate welfare arrangements The provision of adequate welfare arrangements is important both in terms of complying with the is important both in terms of complying with the law, and keeping the workforce happy. People law, and keeping the workforce happy. People tend to perform better and be happier at their tend to perform better and be happier at their work if they are working in a safe and healthy work if they are working in a safe and healthy environment. environment.

OCCUPATIONAL SAFETY AND HEALTH ACT 1994OCCUPATIONAL SAFETY AND HEALTH ACT 1994

An act to make further provisions for securing An act to make further provisions for securing the safety, health and welfare of persons at the safety, health and welfare of persons at work, for protecting others against risks to safety work, for protecting others against risks to safety or health in connection with the activities of or health in connection with the activities of persons at work.persons at work.

Be it enacted by DYMM Seri Paduka Baginda Be it enacted by DYMM Seri Paduka Baginda Yang di-Pertuan Agong with the advice and Yang di-Pertuan Agong with the advice and consentof the Dewan Negara and Dewan consentof the Dewan Negara and Dewan Rakyat in Parliament assembled, and by the Rakyat in Parliament assembled, and by the authority.authority.

Working Environment Working Environment VentilationVentilation

Workplaces need to have an adequate Workplaces need to have an adequate supply of fresh air. In many cases suitable supply of fresh air. In many cases suitable ventilation can be achieved by opening ventilation can be achieved by opening windows and doors, but where necessary, windows and doors, but where necessary, mechanical ventilation systems should be mechanical ventilation systems should be provided and maintained to an appropriate provided and maintained to an appropriate standard.standard.

Temperature – hot or cold environmentsTemperature – hot or cold environments

Consideration should be given to personal Consideration should be given to personal and environmental factors, such as and environmental factors, such as duration of exposure, clothing, body duration of exposure, clothing, body activity, ambient temperatures, radiant activity, ambient temperatures, radiant heat, humidity and air velocity.heat, humidity and air velocity.

LightingLighting

Lighting should be sufficient to enable people to Lighting should be sufficient to enable people to work and move about safely. Natural light is work and move about safely. Natural light is preferable, although artificial lighting is preferable, although artificial lighting is acceptable and is often used to boost light acceptable and is often used to boost light levels. levels.

Where necessary, local or task lighting should Where necessary, local or task lighting should also be used. also be used.

Where loss of lighting could pose a risk, Where loss of lighting could pose a risk, independently powered automatic emergency independently powered automatic emergency lighting should be provided. lighting should be provided.

Cleanliness and waste disposalCleanliness and waste disposal

Cleaning work and disposal of waste Cleaning work and disposal of waste should be carried out routinely in order to should be carried out routinely in order to maintain good standards of cleanliness maintain good standards of cleanliness and hygiene in the workplace.and hygiene in the workplace.

Room dimensions and spaceRoom dimensions and space Workrooms should provide enough free space to allow Workrooms should provide enough free space to allow

people to freely access work areas and move within the people to freely access work areas and move within the workplace, free from the risk of tripping or striking workplace, free from the risk of tripping or striking objects, etc. Where space is limited, careful planning objects, etc. Where space is limited, careful planning should be considered. should be considered.

As a general rule, each person should have a workspace As a general rule, each person should have a workspace of at least 11 cubic meters. This calculation could include of at least 11 cubic meters. This calculation could include the space taken up by their desk and chair, but should the space taken up by their desk and chair, but should exclude larger fixed items of furniture or equipment, such exclude larger fixed items of furniture or equipment, such as a large cupboard or photocopier which is not part of as a large cupboard or photocopier which is not part of their workspace. their workspace.

Work stations and seating Work stations and seating

Work stations and seating must be suitable for Work stations and seating must be suitable for the work and the individuals using them. the work and the individuals using them.

Where work can be done seated, suitable seats Where work can be done seated, suitable seats should be used. should be used.

All seating should provide adequate support All seating should provide adequate support particularly for the lower back. particularly for the lower back.

Footrests should be provided for individuals that Footrests should be provided for individuals that cannot place their feet on the floor to provide cannot place their feet on the floor to provide support. support.

Welfare Facilities Welfare Facilities

Drinking water Drinking water Sanitary facilities Sanitary facilities Washing facilities Washing facilities Rest and eating Rest and eating

PERFORMANCE APPRAISALPERFORMANCE APPRAISAL

DefinitionDefinition

To verify that individuals are meeting To verify that individuals are meeting performance standards that have been performance standards that have been set. Not only for evaluating the work but set. Not only for evaluating the work but also for developing and motivating also for developing and motivating employees.employees.

ObjectivesObjectives

To determine the staff should be promoted, To determine the staff should be promoted, demoted, transferred, terminated or needs for demoted, transferred, terminated or needs for training.training.

As a reward for whose appraisals were As a reward for whose appraisals were positive.positive.

To motivate and improve performance To motivate and improve performance

Performance Appraisal ProcessPerformance Appraisal Process

1.1. Review of the job analysisReview of the job analysis

The job analysis describes the work to The job analysis describes the work to be performed and requirements be performed and requirements necessary to accomplish the job are necessary to accomplish the job are clearly defined performance be clearly defined performance be evaluated.evaluated.


2.2. Set Performance StandardsSet Performance Standards

Performance standards should be Performance standards should be derived from the job analysis information.derived from the job analysis information.

A good performance standard describes A good performance standard describes what an employee should have produced what an employee should have produced and accomplished upon completing and accomplished upon completing specific activity. specific activity.


3.3. Design A Performance Appraisal SystemDesign A Performance Appraisal System

A job dimension that measures only A job dimension that measures only aspects of performance that are truly aspects of performance that are truly important in determining job important in determining job effectiveness (relevant) and NOT fail to effectiveness (relevant) and NOT fail to measure all the important aspect of measure all the important aspect of performance (deficient)performance (deficient)


4.4. Assessing PerformanceAssessing Performance

The actual performance assessment is The actual performance assessment is the determination of the employee’s the determination of the employee’s strengths and weaknesses, and should strengths and weaknesses, and should be multiple evaluators are used.be multiple evaluators are used.


5.5. Performance ReviewPerformance Review

The performance review is the actual The performance review is the actual discussion that transpires between the discussion that transpires between the rater and ratee regarding the ratee’s rater and ratee regarding the ratee’s performance. Research suggests that performance. Research suggests that the performance review should be the performance review should be approximately 60 minutes long and be approximately 60 minutes long and be mutual discussion. mutual discussion.


6.6. Discuss Future Plan of ActionDiscuss Future Plan of Action

The discussion focus on establishment The discussion focus on establishment of plan of action. The employee needs to of plan of action. The employee needs to understand areas where improvement is understand areas where improvement is needed and how to strengthen job needed and how to strengthen job performance. performance.

Perceptual Error In EvaluationPerceptual Error In Evaluation

Halo EffectHalo Effect

The rater allows one trait or characteristic The rater allows one trait or characteristic (positive/negative) of the ratee to override (positive/negative) of the ratee to override a realistic appraisal of other traits.a realistic appraisal of other traits.

StereotypingStereotyping

The rater places ratee into a class or The rater places ratee into a class or category based on one or a few traits.category based on one or a few traits.

Perceptual Error In EvaluationPerceptual Error In Evaluation

Leniency/ Strictness ErrorsLeniency/ Strictness Errors

BiasBias

Criteria for Successful Performance AppraisalCriteria for Successful Performance Appraisal

Clear ObjectivesClear Objectives Management and Employee EndorsementManagement and Employee Endorsement FlexibilityFlexibility PredictabilityPredictability Performance DialoguePerformance Dialogue Appraisal FormAppraisal Form Periodic System ChecklistPeriodic System Checklist

PERSONNEL DISCIPLINEPERSONNEL DISCIPLINE

What is discipline?What is discipline?

Discipline can come in two forms. Discipline can come in two forms. The first meaning of discipline is to set rules for The first meaning of discipline is to set rules for

people to follow usually in the people to follow usually in the workplaceworkplace or in or in an organisation. an organisation.

To punish someone in consequence of their To punish someone in consequence of their actions.actions.

All organisations use both the meanings All organisations use both the meanings described above to control employees.described above to control employees.

Why is discipline required?Why is discipline required?

The purpose of discipline is correct The purpose of discipline is correct behaviour.behaviour.

Examples of misconductExamples of misconduct

Excessive tardiness Excessive tardiness Failure to notify of an absence Failure to notify of an absence Insubordination / Failure to follow Insubordination / Failure to follow Rude or abusive language in the Rude or abusive language in the

workplace workplace Dishonesty Dishonesty Theft Theft

Conducting an investigation into a misconductConducting an investigation into a misconduct

Points to consider when conducting an Points to consider when conducting an investigation:investigation:

1.1. Talk to as many witnesses as possible Talk to as many witnesses as possible when conducting an investigation .when conducting an investigation .

2.2. Investigate the paper trail .Investigate the paper trail .

3.3. Seek outside help to investigate Seek outside help to investigate evidence of misconduct evidence of misconduct

The stages of the disciplinary procedureThe stages of the disciplinary procedure

1. Verbal Warning1. Verbal Warning If conduct or performance of an employee If conduct or performance of an employee

does not meet acceptable standards .does not meet acceptable standards . This procedure usually consists of a This procedure usually consists of a

meeting with the employee.meeting with the employee. The employee will usually be given details The employee will usually be given details

of the reason for the procedure and given of the reason for the procedure and given on advice to amend theses faults. on advice to amend theses faults.


2. Written Warning2. Written Warning Misconduct or poor performance is more serious and is Misconduct or poor performance is more serious and is

either causing bad reputation after verbal warning.either causing bad reputation after verbal warning. The warning will give the employee details of the reason The warning will give the employee details of the reason

for the disciplinary and information regarding the for the disciplinary and information regarding the improvement or change in behavior required.improvement or change in behavior required.

It will also specify the timescale allowed for this It will also specify the timescale allowed for this improvement and the right of appeal.improvement and the right of appeal.

The employee will also be warned of the possibility of a The employee will also be warned of the possibility of a final written warning if no sufficient improvement is final written warning if no sufficient improvement is made. made.


3. Final Written Warning3. Final Written Warning If the offence is serious or there is a failure to improve If the offence is serious or there is a failure to improve

upon a previous warning. upon a previous warning. The warning will give details of the complaint, the The warning will give details of the complaint, the

improvement required and the timescale in which this improvement required and the timescale in which this mustmust be achieved. be achieved.

Building a Good Disciplinary ClimateBuilding a Good Disciplinary Climate

Self-discipline over externally imposed Self-discipline over externally imposed discipline.discipline.

They do the right thing because they know They do the right thing because they know it is expected and they want to do.it is expected and they want to do.

Create a culture that fosters and reward Create a culture that fosters and reward self control and self discipline.self control and self discipline.


Positive and future orientation.Positive and future orientation.

Focus on positive actions expected in the Focus on positive actions expected in the future rather than on negative ones future rather than on negative ones experienced in the past.experienced in the past.

Focus on explaining behaviors are Focus on explaining behaviors are expected and how can achieve rather than expected and how can achieve rather than on punishing of the past.on punishing of the past.


Prevention and correction.Prevention and correction.

Prevents as well as corrects undesirable Prevents as well as corrects undesirable behavior.behavior.

Must indicated clearly for compliance and Must indicated clearly for compliance and noncompliance .noncompliance .


Fair and impartial administration.Fair and impartial administration.

The system must be perceived as fair if it The system must be perceived as fair if it to be respected and voluntarily followed.to be respected and voluntarily followed.

personnel management in education by rosnani jusoh

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