The aim of training and development programs is to improve organizational capabilities and employee ability. When the organization invests in improving the skills and knowledge for its employees, the investment will lead to more productive and effective employees. Successful Training and development programme focuses on employee performance or team performance. Training and development programmes should be based on training needs identified by their analysis, that money and time invested in training and development should be related or linked to the mission or core business strategy of the organization. Training and development can be classified as external and internal. Externally training and development can be provided by private training organizations and co-workers, while Internal training can be on-the-job or off-the-job. On-the-job training is a training being instructed by another trainer, fellow worker or supervisor while off-the-job training provided by the organization in the form of demonstrations and lectures, but far away Continue reading
HRM Concepts
Theories of Collective Bargaining
Collective bargaining is process of joint decision making and basically represents a democratic way of life in industry. It is the process of negotiation between firm’s and workers’ representatives for the purpose of establishing mutually agreeable conditions of employment. Collective bargaining is a technique adopted by two parties to reach an understanding acceptable to both through the process of discussion and negotiation. Collective bargaining involves discussions and negotiations between two groups as to the terms and conditions of employment. It is called ‘collective’ because both the employer and the employee act as a group rather than as individuals. It is known as ‘bargaining’ because the method of reaching an agreement involves proposals and counter proposals, offers and counter offers and other negotiations There are three important theories of collective bargaining which have been discussed as follows: 1. The Marketing Concept and the Agreement as a Contract The marketing concept views Continue reading
Elton Mayo’s Hawthorne Experiment and It’s Contributions to Management
The term “Hawthorne” is a term used within several behavioral management theories and is originally derived from the western electric company’s large factory complex named Hawthorne works. Starting in 1905 and operating until 1983, Hawthorne works had 45,000 employees and it produced a wide variety of consumer products, including telephone equipment, refrigerators and electric fans. As a result, Hawthorne works is well-known for its enormous output of telephone equipment and most importantly for its industrial experiments and studies carried out. Hawthorne Experiment by Elton Mayo In 1927, a group of researchers led by Elton Mayo and Fritz Roethlisberger of the Harvard Business School were invited to join in the studies at the Hawthorne Works of Western Electric Company, Chicago. The experiment lasted up to 1932. The Hawthorne Experiment brought out that the productivity of the employees is not the function of only physical conditions of work and money wages paid Continue reading
Integrity Testing in Employee Selection Process
Integrity tests are seen as a superior alternative to polygraph tests and interviews. In fact, the use of integrity tests in selection decisions has grown dramatically in the past decade. The tests are especially likely to be used where theft, safety, or malfeasance is an important concern. The promise of integrity testing is that it will weed out those most prone to counterproductive work behaviors. Clearly, integrity is an important quality in applicants; integrity tests are designed to tap this important attribute. Integrity testing can help the management determine which of their prospective hires are likely to engage in unproductive, dangerous, or otherwise risky actions on the job. Candidates are surprisingly candid in answering test questions about their workplace theft or drug abuse, but the tests also have control questions intended to indicate when an applicant is attempting to game the test. Although tests represent an additional expense in the Continue reading
Roles and Responsibilities of Team Members
Teams are usually selected or authorized by the quality council. A team will consist of a team leader, facilitator, recorder, time keeper and members. All team members have clearly defined roles and responsibilities. The team leader, who is selected by the quality council, sponsor or the team itself, has following roles. Ensure the smooth and effective operation of the team, handling and assigning record keeping, orchestrating activities, and how overseeing preparation of reports and presentation. Facilitate the team process, ensures that all members participate during the meetings, prevents other members from dominating, actively participates when appropriate, guides without domineering, and uses positive interpersonal behavior. Serves as a contact point between the team and the sponsor or quality council. Orchestrates the implementation of the changes recommended by the team within organizational constrains and team boundaries. Monitor the statues and accomplishments of members, assuring timely completion of assignments. Prepare the meeting agenda, Continue reading
Case Study on New Performance Appraisal System at Xerox
In the mid-1980s Xerox corporation was faced with a problem–its performance appraisal system was not working. Rather than motivating the employees, its system was leaving them discouraged and disgruntled. Xerox recognized this problem and developed a new system to eliminate it. Old Performance Appraisal System The original system used by Xerox encompassed seven main principles: The appraisal occurred once a year. It required employees to document their accomplishments. The manager would assess these accomplishments in writing and assign numerical ratings. The appraisal included a summary written appraisal and a rating from 1 (unsatisfactory) to 5 (exceptional). The ratings were on a forced distribution, controlled at the 3 level or below. Merit increases were tied to the summary rating level. Merit increase information and performance appraisals occurred in one session. This system resulted in inequitable ratings and was cited by employees as a major source of dissatisfaction. In fact, in 1983, Continue reading