HUMAN RESOURCE MANAGEMENT II CHAPTER 15: RECENT TECHNIQUES IN HRM

Transcription

1 HUMAN RESOURCE MANAGEMENT II CHAPTER 15: RECENT TECHNIQUES IN HRM

2 INTRODUCTION Economic liberalization, privatization and globalization of economies adopted by various countries led to the increased competition among the global companies, national companies and local companies Human Resource brings innovation, quality, customization, superior speed and the like The companies today shifted towards nonhierarchical and flat organizations Contd.

3 INTRODUCTION Organizations have realized that the employees with positive attitude act as change agents and organizations started selecting the employees based on Attitude Employers use Attitudinal-cum-Emotional Quotient (AEQ) in employee selection process rather than intelligent quotient AEQ = (Attitudinal and Emotional Age)/(Actual Age) * 100 Contd.

4 INTRODUCTION Team work gained more significance rather than individual jobs New concepts like dejobbing, down sizing, flexiwork, alternative work schedules, broad job banding etc. have also emerged due to team work Organizations have started a new practice for recruitment Employee Referrals employing candidates referred by present employees

5 EMPLOYEES FOR LEASE Presently organizations employ specialists as well as generalists for their various operations /activities In addition, organizations depend upon consultancy agencies or individual consultants for their expertise /expert knowledge who gives advice but the execution is left to the employees Contd.

6 Under such circumstances, new types of organizations will emerge which would be called as Employee Leasing Organization who apart from giving advice will also supply human resources for executing their projects

7 OUTSOURCING Some of the organizations depend on outside agencies for human resource requirements rather than employing them as its employees Such agencies are called Body Shops The advantages of outsourcing include: Reduction in the cost of human resources Avoidance of the difficulties in human resource management Avoidance of the negative implications of over staffing

8 MOON LIGHTING BY EMPLOYEES A few employees in most of the organizations realize that all their demands cannot be met by their organization alone They depend either on some other organizations for parttime job, part-time business or take up a business or start an industrial unit in order to earn more money and much stronger financially This type of activity i.e., taking up another part time job/business/industrial unit simultaneously with that of the original job is known as Moon Lighting by Employees (double jobbing)

9 DUAL CAREER GROUPS There has been tremendous increase in the number of female employees in all types of organizations due to: Increase career orientation among women in recent years Women become more acclimatized to the working climate Better performance of women employees in certain jobs Increased need for women earnings consequent upon rise in family expenses Increasing need for economic freedom to women Increasing concern of employees for better social status The increasing aspirations for quality of work life

10 FLEXITIME The Factories Act stipulated conditions regarding hours of work There is a move towards five-day week in industries in India and four-day week in advanced countries Some of the organizations have introduced flexible working hours which is known as Flexitime Flexitime is a programme that allows flexible entering and leaving (the organization) times for employees like 3.30 PM to 6.30 PM is flexible schedule for leaving 2.30 PM to 3.30 PM is core working hours PM to 2.30 PM is flexible time with one hour lunch break

11 HUMAN RESOURCE ACCOUNTING Human resource Accounting involves: Measurement and valuation of human resources Communicating the relevant information to the management and external users It may also be defined as the measurement and reporting of the cost and value of people as organizational resources Contd.

12 HUMAN RESOURCE ACCOUNTING Objections against using people as asset People are not owned by the organization like other physical properties There is no assurance of future benefits from human resources It may not be recognized by tax laws

13 KNOWLEDGE MANAGEMENT Knowledge is the power/capacity for effective action Tactic knowledge Explicit knowledge Individual knowledge conversion process Organizational knowledge creation process Benefits of knowledge management Ability to change and become change agents Learn continuously and retain competencies Increased profit

14 VIRTUAL ORGANIZATION AND HRM Virtual organization is a social network in which all the horizontal and vertical boundaries are removed. It consists of individuals working out of physically dispersed workspaces, or even individuals working from mobile devices and not tied to any particular workplace Contd.

15 VIRTUAL ORGANIZATION AND HRM Characteristics Customer centered Flexibility in power, work etc. Goal directed Dejobbing Multiskilling Job sharing

16 LEARNING ORGANIZATIONS Organizations learn and acquire the knowledge as the individual employees do Organizational learning output is the synergetical outcome of individual learning of all employees working in an organization Organizational learning is highly essential due to: Organizational activities have become more intellectual Recognition and acceptance of knowledge as competitive advantage Increased competitiveness of the business due to liberalization and globalization Increased pace of innovations, creations and outcome of research and development

17 WORK PLACE VIOLENCE Violence at work place takes place due to the following causes: Work place violence due to variations in employee power Work place violence due to variations in authority Work place violence due to variations in physical strength

18 CONSEQUENCES OF WORK PLACE VIOLENCE Major Physical attacks, assaults, psychological trauma, anger related accidents, rape, arson and murder Minor Violent arguments, verbal batting, violations in the ethics and rules, sabotage, property damage, vandalism

19 MEASURES TO MINIMIZE WORK PLACE VIOLENCE Counselling the more powerful employees Divert the powerful employees towards organizational goals Create a more friendly environment at work place Formulate the teams with all kinds of employees Eliminate candidates with violence behaviour at the time of selection Impose severe punishment on violence

20 SEXUAL HARASSMENT Not new to business It affects profitability and market value of the company share, work life, private life, morale Measures to reduce sexual harassment include: Instructing male employee on how to behave Educate the employees in the training programme Companies must have complaints committee headed by a woman Companies should take disciplinary actions wherever necessary Company should NOT have Unisex Toilets

21 ALCOHOLISM AND DRUG ABUSE Alcoholism and drug abuse are serious and widespread problems at work place Effects of alcoholism on the organization include: Employee commits mistakes frequently Employee misses deadlines Employee receives criticism How to deal with alcoholism and drug abuse? Taking disciplinary action Providing training Counseling

22 CAREERS IN HRM Supervisors /Officer level Junior Management Level Jobs Middle Management Level Jobs Senior Management Level General Management Level

23 LEGAL ISSUES IN PERFORMANCE MANAGEMENT Scores and rates obtained in Performance Appraisal are used for different purposes including Promotion The decisions based on the appraisal may not be accepted by all the employees in an organization Dissatisfied employees may move the matter in a court of law legally Contd.

24 LEGAL ISSUES IN PERFORMANCE MANAGEMENT Management should develop a legally defensible appraisal system. Some guidelines are Incorporate standards into a rating instrument Train supervisors to use the rating instruments properly Include an employee appeal process

25 HUMAN RESOURCE MANAGEMENT ENVIRONMENT Technological factors Competition and a host of other reasons are responsible for the rapid technological changes and innovations resulting skill mismatch of supply and demand Human Resources in the country Change in the structure of employment Changes in Employee Roles and their values Level of education Changing Demands of Employers Contd.

26 HUMAN RESOURCE MANAGEMENT ENVIRONMENT Governmental and Legal Factors Employees Organizations Customers Social Factors Economic Factors Political Factors