Module II PPT B

7/31/2019 Module II PPT B

1/36


2/36

the actual posting of an employee to a specific job. It involves assigning a specific rank and responsibility

to an employee. Placement is the assignment or reassignment of an

employee to a new job.

Most placement decisions are made by linemanagers. Major benefits of proper placementthe employee is

able to: Show good results on the job.

Get along with people easily. Keep his spirits high, report for duty regularly. Avoid mistakes and accidents.


3/36

A promotion occurs when an employee is moved from a job toanother position that is higher in pay, responsibility ororganizational level.

Promotions may be based on merit (they occur based onsuperior performance of the employee in the current position) or

based on seniority (for instance, the employee who has workedlonger in the organization get the promotion.)

Transfers and demotions are the other two major placementdecisions available to the organization. Transfers occur when theemployee is moved from one job to another position that isrelatively equal in pay, responsibility, or organizational level.

A is a compulsory reduction in an employee's rank orjob title within the organizational hierarchy of a company, publicservice department, or other body. A demotion may also lead tothe loss of other privileges associated with a more senior rankand/or a reduction in salary or benefits.


4/36

The difficulty with placement is that we tend to look at theindividual but not at the job.

Whether the employee works independent of others or isdependent depends on the type of jobs. Jobs may be classifiedinto 3 categories:

- In such situations, the activities of one

worker have little bearing on the activities of other workers. Thisis the placement in its simplest form, and it is the problem forwhich solutions have most often been developed. Example:postal service or field sales.

: In this job, activities of one worker aredependent on the activities of a fellow worker. Example:Assembly lines.

Where jobs are pooled in nature, there is highinterdependence among activities. The final output is the resultof contribution of all the workers. It is the team work whichmatters. Example: project teams,


5/36

Independent jobs do not pose great problemsin placement,

But independent jobs are becoming rarer andrarer, as most jobs are dependent (sequentialor pooled). In order to match individuals with

jobs, organization used the assessment-classification model.


6/36

Induction is the process of receiving and welcoming anemployee when he first joins the company and giving himbasic information he needs to settle down quickly andhappily and stars work.

A formal entry into an organization or position or office isinduction.

A process through which a new employee is integratedinto an organization, learning about its corporate culture,policies, and procedures, and the specific practicalities ofhis or her job.

An induction program should not consist of a one-dayintroduction, but should be planned and paced over a few

days or weeks. In the United States there is a growing use of boot camps,

which work to assimilate a new employee rapidly into theculture of the employing organization.


7/36

Induction is of a shorter duration while orientation maytake up to a week.

Induction comes first and is usually followed byorientation.

Induction is more informal than orientation. Induction means to introduce the new employee with all

the other employees to make him feel relaxed. He is given a preview of the company and is more in the

form of a presentation than in the form of training which iswhat orientation is.

Induction gives an idea of the type of organization he is

going to work with and in general to make him feel morecomfortable with the premises and the people inside theorganization.


8/36

A formal induction programme(orientation) should providefollowing information: -

* Brief history and operations of the company. * The companys organization structure. * Policies and procedure of the company.

* Products and services of the company. * Location of department and employee facilities. * Safety measures. * Grievances procedures. * Benefits and services of employee. * Standing orders and disciplinary procedures. * Opportunities for training, promotions, transfer etc. * Suggestion schemes. * Rules and regulations.


9/36

Induction is designed to achieve following objectives: * To help the new comer to overcome his shyness

and nervousness in meeting new people in a newenvironment.

* To give new comer necessary information such aslocation of a caf, rest period etc.

* To build new employee confidence in theorganization.

* To help in reducing labor turnover and

absenteeism. * To reduce confusion and develops healthy relations

in the organization.


10/36

* To ensure that the new comer do not form falseimpression and negative attitude towards theorganization.

* To develop among the new comer a sense of

belonging and loyalty to the organization. * To gain employee commitment. * To reduce his or her anxiety. * To help him or her understand organizations

expectation. * To convey what he or she can expect from thejob and the organization.


11/36

Training is the act of increasing theknowledge and skills of an employee forperforming the job assigned to him.

It is a learning process that involves theacquisition of knowledge, sharpening ofskills, concepts, rules, or changing ofattitudes and behaviors to enhance the

.


12/36

The need for training is determined by theemployees performance deficiency,computed as follows:

Training need = Standard performance Actual performance.

A training need exists when there is a gap

between what is required of an employee toperform their work competently and whatemployee actual know


13/36


14/36

Training is broadly categorized into two typessuch as:

It is a process throughwhich individuals are made ready to enter acertain kind of professional job such as

management, medicine or engineering. \ This training is more academic in nature and has

to attend regular classes in a formal institutionand need to complete a definite curriculum andcourses successfully to receive a formal degree

or diploma. They are not entitled to get a professional job

unless they can earn a certificate, diploma, ordegree from the appropriate institution.


15/36

It is a process of employee development for the purpose of

improving the performance of an incumbent holding aposition with assigned job responsibility.

It is offered by the organization from time to time for thedevelopment of skills and knowledge of the incumbents

for the professional growth of the individuals. It is a programme designed to strengthen the

competencies of employees while they are on the job. In-Service training is a problem-centered, learner-

oriented and time-bound series of activities which providethe opportunity to develop the sense of purpose broadenthe perception of the learners and increase capacity togain knowledge and mastery of techniques.


16/36

The need for training in basic skills (such as reading,writing, computing, speaking, listening, problem solving,managing oneself, knowing how to learn, working as partof team, leading others) is identified through assessment.

Several are available for imparting these basic skills in

modern organizations (such as lectures, on-the-job,coaching etc.).

Rapid change in technology may force companies to go infor this kind of training.

By organizing short-term courses the company may keep its employees up-to-date ready to

take on emerging challenges. It is conducted at regular intervals by taking the help of

outside consultants who specialize in a particulardescriptive.


17/36

involves training employees to perform other than

their assigned job. Example: Job rotation. Eli Lilly and company (India) , for example, encourage cross functional

movements to make the organization equally attractive to bothspecialists and generalists.

Team Training generally covers two areas: content tasks and groupprocesses content tasks specify the teams goals such as cost control and problem

solving. Group processes reflect the way members function as a team for

example how they interact with each other, how they sort outdifferences, how they participate etc. companies are investing heavyamounts, nowadays, in training new employees to listen to each otherand to cooperate.

They are using outdoor experiential training technique to developnetwork and team spirit among their employees (such as scaling amountain, preparing recipes for colleagues at a restaurant.


18/36

Companies like Mudra Communications, Titan Industries, Wipro encourage theiremployees to think unconventionally, break the rules, take risks, go out of the boxand devise unexpected solutions.

In creativity training, trainers focus on 3 things: in order to break away from restrictions, the trainee is expected to (i) identify the

dominant ideas influencing his own thinking (ii) define the boundaries within

which he is working (iii) bring the assumptions out into the open and challengeeverything.

To generate new ideas, the trainee should open his mind; look at the problem

from all possible angles and list as many alternatives approaches as possible.Example: the trainee should allow his mind to wander over alternatives freely,expose himself to new influences (people, articles, books, situations) switch overfrom one alternatives to another.

To promote creative thinking, the trainee should not try to kill off ideas tooquickly; they should be held back until he is able to generate as many ideas aspossible. He should allow the ideas to grow little. Brainstorming (getting a largenumber of ideas from a group of people in short time).


19/36

It considers all the diverse dimensions in the workplace

race, gender, age, lifestyles, culture, education, ideas andbackgroundwhile designing a training programme.

The programme covers 2 things: (i) awareness building, (ii) skill building. Inability to write, speak and work well with others could

often come in the way of discharging duties especiallyWorkers, in such situation, may fail to

understand safety messages, appreciate the importance ofsticking to rules and commit avoidable mistakes.

Functional literacy programme, Tutorial programme, homeassignments, reading and writing exercises, simplemathematical tests, etc, are generally used in all companyin-house programme.


20/36

Training methods are essentially of 2 types such as: It is dominated by trainers and the

participants or trainees passively consume knowledge. Itincludes:

Lecture and discussion Video and Films

Laboratory demonstrations

It is dominated by the trainees and trainees actively utilize

knowledge in a manner designed to clarify, reinforce and extendoperational and system knowledge. This method includes:

Equipment mock-ups: A model, built to scale, of a machine,apparatus, or weapon, used in studying the construction of, andin testing a new development, or in teaching personnel how tooperate the actual machine, apparatus, or weapon.


21/36

Refer to the methods that are applied in the

workplace, while the employee is actually working. On the job training methods are those which are

given to the employees within the everyday working

of a concern. It is a simple and cost-effective training method. The inproficient as well as semi- proficient

employees can be well trained by using such trainingmethod. The employees are trained in actual workingscenario.

The motto of such training is learning by doing.Instances of such on-job training methods are job-rotation, coaching, temporary promotions, etc.


22/36

These methods are used . Off the job training methods are those in which training is

provided away from the actual working condition. It is generally used in case of new employees. Instances of

off the job training methods are workshops, seminars,conferences, etc.

Such method is costly and is effective if and only if largenumber of employees have to be trained within a shorttime period.

Off the job training is also called as vestibule training, i.e.,the employees are trained in a separate area( may be ahall, entrance, reception area, etc. known as a vestibule)where the actual working conditions are duplicated.


23/36

a formal agreement between an individual who wants to

learn a skill and an employer who needs a skilled worker. earning while learning Training occurs under the supervision of an experienced

person: Upon successfully completing an apprenticeship

programme, trainee is eligible for applying for permanentjob in an organization subject to availability of vacancy.

the movement of employees through a range of jobs in

order to increase interest and motivation. Interaction with colleagues in different departments

provides an enriching experience of various day to dayproblems.

improve multiskilling


24/36

Majority of industrial training is of the on-the-job-training type. OJT is conducted at the work site and in the context of the job. it is informal, as when an experienced worker shows a trainee

how to perform the job tasks.

JIT also known as training through step-by-step involves listing of all necessary steps involved in the job

performance with a sequential of all steps. These steps show what is to be done, how to be done and why to

be done.

direct personal instructions and guidance (guidance in the formof direction, advice, criticism and suggestions.) The coach observes, analyzes and attempts to improve the

performance of the trainee.


25/36

the trainee works normally as assistant under the direction a senior manager selects and trains a trainee manager

from among his/her subordinates, who at a future timewill be capable of handling the senior managersresponsibilities.

Example- this method used by industrialist to developtheir family members.

to provide wise counseling, teaching, emotional support

and guiding.

a senior manager acts as a friend, philosopher and guideto a new recruit and provides him the support that helatter needs.

Example- Chanakya served as a mentor to Chandragupta.


26/36

. verbal presentation of information by an instructor to a large audience. can be used for very large groups, and hence the cost per trainee is low. This method is mainly used in colleges and universities, though its application is

restricted in training factory employees. method can be made effective it if is combined other methods of training. 2.

method where training is offered the intervention of a trainer. Information is provided to the trainee in blocks, either in a book form of thought a

teaching machine. After reading each block of material, the learner must answer a question about it.

Feedback in the form of correct answers is provided after each response. Thus, programmed instruction (PI) involves: 1. Presenting questions, facts, or problems to the learner 2. Allowing the person to respond

3. Providing feedback on the accuracy of his or her answers. 4.If the answers are correct, the learner proceeds to the next block. If not, he or

she repeats the same.


27/36

A simulator is any kind of equipment ortechnique that duplicates as nearly as possiblethe actual conditions encountered on the job.

Simulation then, is an attempt to create a realisticdecision-making environment for the trainee.Simulations present likely problem situation andalternatives to the trainee.

:

or an


28/36

uses small numbers of trainees, usually fewer than 12 in aGroup.

The objectives of sensitivity training are to provide theparticipants with increased awareness of their own

behavior and how others perceive them- greater sensitivity to the behavior of others, and increased

understanding ofgroups processes Meeting have no agenda, are held away from workplaces, focuses on 'why participants behave as they do, how they

perceive one another, and the feelings and emotionsgenerated in the interaction process.

.


29/36


30/36

:


31/36

Compensation is any form of payment given toemployees in exchange for work they perform. Financial payment made at or near the place

where work is performed is calledExamples of direct compensation

are wages, salaries, overtime pay, commissionand bonuses. Besides earning a wage or salary, most

employees are also compensated for their effortsby certain benefits. Such benefits as leave travel

concession and holidays, health care, insuranceand pensions are forms of


32/36

It refers to providing equitable and fairremuneration to employees for their contributionto the attainment of organizational objectives.

Compensation is the remuneration received by anemployee in return for his/her contribution to

the organization. It is an organized practice that involves balancing

the work-employee relation by providingmonetary and non-monetary benefits toemployees.

Compensation is an integral part of humanresource management which helps in motivatingthe employees and improving organizationaleffectiveness


33/36

From organizations point of view, the compensation management aimsat attracting and retaining right personnel in the organization. In theIndian corporate scene, there is no dearth (lack) of personnel atoperative levels but the problems come at the managerial and technicallevel particularly for growing companies. Not only they require personswho are well qualified but they are also retained in the organization. Inthe present day context, managerial turnover is a big problemparticularly in high knowledge-based organization.

Compensation can serve to to theorganization. Others things being equal, an organization offering a

a large number of qualified applicantsthan its competing units.

Compensation also helps to in theorganization. Although retaining competent workers is contingent on

many factors, help by maintaining a fair internalpay structure and by providing attractive benefits. Turnover is thusreduced, along with costs associated with recruiting, selecting andtraining placements


34/36

Compensation management aims at motivating

personnel for higher productivity. Monetary compensation has its own limitations in

motivating people for superior performance.

Manufacturing and sales organizations, for example,use monetary incentives to attain higher levels ofproduction or sales

When employees put forth their efforts, averageproductivity of labour increases.

With increased productivity, fewer employees areneeded to achieve the same level of output.

Thus, labour costs are reduced and organizationalprofitability is increased.


35/36

to achieve maximum efficiency in storage capacity or timeor cost

Compensation management aims at optimizing cost ofcompensation by establishing some kind of

It is not necessary that higher level of wages and salarieswill bring higher performance automatically but dependson the kind of linkage that is established betweenperformance and wages and salaries.

Minimizing the costs of compensation can also contributeto organizational effectiveness since compensation is

significant cost for most employers. In brief, compensation is provided for 2 reasons, namely, as a reward for past service to the enterprise and as a stimulus to increased performance in the future


36/36

Compensation management tries to achieve consistency

both external and internalin compensating employees. Internal compensating involves payment on the basis of

criticality of jobs and employees performance on jobs.Thus, higher compensation is attached to higher-level

jobs. Similarly, higher compensation is attached to higherperformers in the same job. Levels of jobs within anorganization are determined by job evaluation.

External consistency involves similar compensation for ajob in all organizations. Though there are many factorsinvolved in the determination of wage and salary structure

for a job in an organization which may result into somekind of disparity in the compensation of a particular job ascompared to other organization, compensationmanagement tries to reduce the disparity.

Documents

Module II PPT B