Human Resource Solution

HUMAN RESOURCE REENGINEERING

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Human Resource Reengineering

Human resource department may be the first place to start re-engineering.
HR is a series of processes and system and enables your personnel to achieve their potential. Human resource should be at the heart of reengineering. A reengineering process allow HR teams to access data and spent more time advising and less time sorting paper.

Reengineering Human Resource involves many activities, but three deserve some particular attention according to Terence Burton and jhon moran authors of the future focused organization:
Future focused organization constantly needs to rethink and reengineer their current hiring, evaluation, pay and promotion processes.

Reengeneering Process

LEADERSHIP

2009-11-24T09:16:00.000-08:00

LEADERSHIP

Today we will discuss the role of leadership in the organizations.

A. Leadership
Leadership is a process where Leader/Person, who influences individuals and groups in an organization, helps
them establish goals, guides them toward achievement of those goals, and allows them to be effective as a result.
I. The Foundations and Traits of Leadership
a. The Leader’s Traits:
Researchers have studied the traits of successful leaders for many years in an
effort to identify a set of core traits that would predict success as a leader. b. The Leader’s Behavior
How Leaders Act Like Leaders?
Transformational Leadership Behavior:
Transformational leaders encourage and obtain performance beyond
expectations by formulating visions, inspiring their subordinates to pursue them, cultivating employee
acceptance and commitment to their visions, and providing their employees with the big picture. c. Situational Theories of Leadership
􀂃 Fiedler’s Contingency Theory of Leadership: Fiedler used a least preferred coworker (LPC) scale to measure
whether a leader who was lenient in evaluating associates he/she least liked working with was more likely or
less likely to have a high-producing group than the leader who was demanding and discriminating. Three
factors combine to determine which leadership style is more appropriate: position power, task structure, and
leader-member relations. Fiedler concluded that if the situation is favorable or unfavorable to the leader, a
more task-oriented, low-LPC leader is appropriate. In the middle range where the factors are more mixed, a
more people-oriented, high-LPC leader is more appropriate. Recent research findings cast doubt on the
validity of these conclusions.
􀂃 Path-Goal Leadership Theory:
􀂃 Leader-Member Exchange Theory:
Leader-member exchange theory (LMX) says that leaders may use
different styles with different members of the same work group. Followers tend to fall in either the in-group
or the out-group in relating to the leader. The quality of leader-member exchanges was positively related to a
leader’s perception of the follower’s similar attitudes and extroversion.
􀂃 The Situational Leadership Model:
The situational leadership model of leadership suggests that a leader
should adapt his/her leadership style (delegating, participating, selling, or telling) to the task.
II. Power and Leadership
Leaders without power are really not leaders because they have no chance of influencing anyone to do anything.
III. Becoming a Leader
Start to think Like a Leader: Thinking like a leader requires applying the three-step model: identify what is
happening; account for it; and decide on the necessary leadership actions.

Develop Your Other Leadership Traits:
Leaders can use good judgment, exhibit self-confidence, and
improve their knowledge of the business to improve their effectivness.
Help Others Share Your Vision:
Ensuring that your subordinates know and understand your vision, mission,
and objectives can help the leader influence the subordinates to work enthusiastically toward achieving an objective.
B. Building Trust: The Essence of Leadership
I. Understanding Trust
Trust is a positive expectation that another will not act opportunistically. The two most important elements of
our definition are that it implies familiarity and risk.
II. Trust as One Foundation of Leadership
1. Trust appears to be a primary attribute associated with leadership.
2. Part of the leader's task has been working
3. When followers trust a leader, they are willing
to be vulnerable to the leader's actions.
4. Honesty consistently ranks at the top of most
people's list of characteristics they admire in
their leaders.
5. Now, more than ever, managerial and
leadership effectiveness depends on the ability
to gain the trust of followers.
6. In times of change and instability, people turn
to personal relationships for guidance; and the
quality of these relationships are largely
determined by level of trust.
7. Moreover, contemporary management practices such as empowerment and the use of work teams
require trust to be effective.
III. Types of Trust
􀂃 Deterrence-based Trust:
The most fragile relationships are contained in deterrence-based trust, based
on fear of reprisal if the trust is violated.
Trust:
The Foundationof Leadership
􀂃 Knowledge-based Trust:
Most organizational relationships are rooted in knowledge-based trust.
􀂃 Identification-based Trust:
The highest level of trust is achieved when there is an emotional
connection between the parties.

Functions Of Management

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• Staffing (HR planning, recruitment and selection)
• Human resource development
• Compensation and benefits
Safety and health

Hjalti Sölvason on the Four Functions of Management - Watch more funny videos here

ESSENTIALS OF MANAGEMENT

2009-11-22T09:32:00.000-08:00

ESSENTIALS OF MANAGEMEN

After studying this chapter, students should be able to understand the following:

􀂃 Concepts and Essential of Management
􀂃 Management and its relationship with HRM

A. Concepts and Essential of Management
i. What is Management?
Management is the process of working with different
Resources to accomplish organizational goals. Good managers
Do those things both effectively and efficiently. To be effective
Is to achieve organizational goals. To be efficient is to achieve
Goals with minimum waste of resources, that is, to make the
Best possible use of money, time, materials, and people.
Some managers fail on both criteria, or focus on one at the
Expense of another. The best managers maintain a clear
Focus on both effectiveness and efficiency.
ii. The Functions of Management
a. Planning
Planning is specifying the goals to be achieved and deciding in advance the appropriate actions taken to achieve
Those goals. Planning activities include analyzing current situations, anticipating the future, determining
b. Organizing
Organizing is assembling and coordinating the
human, financial, physical, informational, and
other resources needed to achieve goals.

c. Leading
Leading is stimulating people to be high performers. It is directing, motivating, and communicating with
employees, individually and in groups.

d. Controlling
Comprehensive plans; solid organization, and outstanding leaders do not guarantee success. The fourth
functional controlling, monitors progress and implements necessary changes. When managers implement their
plans, they often find that things are not working out as planned. iii. Effectiveness & Efficiency
Productivity = Efficiency x Effectiveness
a. Efficiency is the ratio of outputs to inputs.
b. Effectiveness is the degree to which the
organizations output correspond to the need
and wants of the external environment that
include customers’ suppliers’ competitors
and regulatory agencies.
iv. Manager
The member of the organization who participates in the management process by planning, organizing, leading,
or controlling the organization's resources.
v. Types of Mangers
There are three types of mangers…
1. Strategic Manager: Strategic managers are the senior executives of an organization and are responsible for its overall management. Major activities include developing the company's goals and plans. Typically strategic managers focus on long-term issues and emphasize the survival, growth, and
overall effectiveness of the organization.
2. Tactical Managers:

Tactical managers are responsible for translating the general goals and plans

􀂄 Efficiency: A measure of how well resources
are used to achieve a goal
“Doing Things Right”
􀂄 Effectiveness: A measure of the
appropriateness of the goals chosen (are these
the right goals?), and the degree to which they
are achieved
“Doing the Right Things Right”
3. Operational Managers:

Operational managers are lower-level managers who supervise the
operations of the organization. These managers often have titles such as supervisor or sales manager.
a. Technical Skills
The skills that include knowledge of and proficiency in a certain specialized field Managers need to be technically
competent. They need to know how to plan, organize lead and control. Line managers need this skill the most
while top manager will need minimum of technical skills.
b. Interpersonal Skills/Human Skills
Interpersonal skills include the ability to work well with
other people both individually and in a group.

c. Conceptual Skills
Conceptual skills include the ability to think and to
conceptualize about abstract and complex situations, to see
the organization as a whole, and to understand the relationships among the various subunits, and to visualize how the organization fits into its broader environment. Conceptual skills include analytical ability, logical thinking, concept formation, and inductive reasoning.

1. First-line managers are the lowest level of management.
They’re often called supervisors
2. Middle managers include all levels of management between
the first-line level and the top level of the organization.
3. Top managers include managers at or near the top of the
organization who are responsible for making organization wide
decisions and establishing the plans and goals that affect the
entire organization.
Manager’s Roles:
a. Interpersonal roles
• Figurehead—duties that are ceremonial and symbolic in nature
• Leadership—hire, train, motivate, and discipline employees
• Liaison—contact outsiders who provide the manager with information. These may be individuals or groups
inside or outside the organization.
b. Informational roles
• Monitor—collect information from organizations and institutions outside their own
• Disseminator—a conduit to transmit information to organizational members
• Spokesperson—represent the organization to outsiders
c. Decisional roles
• Entrepreneur—managers initiate and oversee new projects that will improve their organization’s performance
• Disturbance handlers—take corrective action in response to unforeseen problems
• Resource allocators—responsible for allocating human, physical, and monetary resources
• Negotiator role—discuss issues and bargain with other units to gain advantages for their own unit
All managers are mostly concerned with following activities:
• Staffing
• Retention
• Development
• Adjustment
• Managing change
HR Professionals’ Responsibilities:
Line manager
Authorized to direct the work of subordinates—they’re always someone’s boss. In addition, line managers are
in charge of accomplishing the organization’s basic goals.
Staff manager
Authorized to assist and advise line managers in accomplishing these basic goals. HR managers are generally
staff managers
B. Management and its relationship with HRM
There are five basic functions that all managers perform: planning,
organizing, staffing, leading, and controlling. HR management involves
the policies and practices needed to carry out the staffing (or people)
function of management.

COMPONENTS OF ORGANIZATION

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.TASK
.PEOPLE
.STRUCTURE
.TECNOLOGY
Types of Organization
(a)formal
(b)imformal

Human Resource Management in Educational Sector

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Training, Development, and Education for Employees

INTRODUCTION TO HRM

2009-11-22T04:01:00.000-08:00

INTRODUCTION TO HRM

At the end of the course of action, you should be able to:
■Develop a human resource plan.
■Design a valid recruitment and selection system.
■Assess training needs, design a training program, and evaluate it.
■Develop and implement a performance evaluation system.
■Design and implement a compensation system that is equitable, legal, motivating, and cost effective.
■Provide awareness of HRM issues in theoretical and practical context.
■Assess various aspects of Human Resource Management in domestic as well as international perspective.

Functions of HRM
• Staffing (HR planning, recruitment and selection)
• Human resource development
• Compensation and benefits
• Safety and health
• Employee and labor relations
• Records maintaining, etc.
• HR research (providing a HR information base, designing and implementing employee communication system).
• Interrelationship of HR functions.
A. What is human resource management?
As we said that HRM is the management of people working in an organization, it is a subject related to human.

Growing Importance of HRM
The success of organizations increasingly depends on people-embodied know-how- the knowledge, skill, and abilities imbedded in an organization's members. This knowledge base is the foundation of an organization' core competencies (integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers).
Factors Contributing to the Growing Importance of HRM
a. Accommodation to workers' needs
Workers are demanding that organizations accommodate their personal needs by instituting such programs as flexible work schedules, parental leave, child-care and elder-care assistance, and job sharing. The human resource department plays a central role in establishing and implementing policies designed to reduce the friction between organizational demands and family responsibilities.
b. Increased complexity of the Manager’s job
Management has become an increasingly complex and demanding job for many reasons, including foreign competition, new technology, expanding scientific informa¬tion, and rapid change.

A. What is human resource management?

a. Legislation and litigation
The enactment of state laws has contributed enormously to the prolif¬eration and importance of human resource functions. The record keeping and report¬ing requirements of the laws are so extensive that to comply with them, many human resource departments must work countless hours and often must hire additional staff.
Four areas that have been influenced most by legislation include equal employment, Compensation, safety, and labor relations.

b. Consistency
Human resource policies help to maintain consistency and equity within an organi¬zation.
c. Expertise
Now a days there exist sophisticated personnel activities that require special expertise. For example, researchers have developed complex procedures for making employee-selec¬tion decisions; statistical formulas that combine interviews, test scores, and applica¬tion-blank information have replaced the subjective interviews traditionally used in making selection decisions.
d. Cost of Human Resource
Human resource activities have become increasingly important because of the high cost of personal problem. The largest single expense in most organizations is labor cost, which is often considerably higher than the necessary because of such problems as absenteeism tardiness and discrimination.

B. Why are we concerned with HRM?

1. Helps you get results - through others.
2. Helps you avoid common personnel mistakes
Qualified HR mangers utilize organization resources in such a way that helps to avoid common personnel mistakes like the following…
a. Hiring the wrong person for the job
b. Experiencing high turnover
c. Finding employees not doing their best
d. Having your company taken to court because of your discriminatory actions
e. Having your company cited under federal occupational safety laws for unsafe practices
f. Allowing a lack of training to undermine your department’s effectiveness
g. Committing any unfair labor practices

3. Helps you to gain Competitive Advantage

Among all the resources possessed by the organizations it is only Manpower or the Human resources that create the real difference. Challenges/Issues of Managing Human Resources in present era

Following are the main issues that are faced by the mangers to manage the workforce of today’s organization for achievement of objectives.

B. Why are we concerned with HRM?

a. To Attract People

b. To Develop Peopl

c. To Motivate
d. To Keep Talented People

C. Discussion on the road-map of HRM

1. Selection process, continued
2. Socialization
3. Training & development
4. Maximizing learning
5. Career management
6. Performance
7. Performance Appraisal
8. Job evaluation and pricing
9. Compensation system
10. Benefits
11. Role of money in performance of employee
12. Motivation
13. Occupation health and safety
14. Stress management
15. Communication in organization
16. Trade union
17. Conflict and Negotiation
18. Power & politics
19. Discipline
20. HR auditing
21. HR control process
22. Leadership
23. Leadership in organization
24. Employee separation
25. International dimension of HRM
26. Conclusion & Review.

Perfomance Appraisal

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Easy steps to measure the eployee's performance

PERFORMANCE APPRAISAL

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Human resource a view of
performance appraisal
Generally there are two things, which determine how successful a performance appraisal system is in place in an organization.

1. The contents/design of the performance appraisal form
2. The number in which performance appraisal is conducted

Organization use performance appraisal records for a variety of things. But the best way to utilizing them is to develop people and approve their performance though a clear understanding of their work goals; so that they realize and reach what maslow “self actualization”.

The achievement of the stated objective is the mutual responsibility of both the reporting officer and the subordinate by making the appraisal process as objective as possible. It should be a joint effort and participation which should be conducted as a sensitive and positive exercise rather than being one sided, evaluate and judgmental.

Components of performance appraisal

1. Targets / estimated performance should be mutually agreed.
2. Appraiser should identify the Training and Development needs of the appraise.
3. Analysis and recording of the employee’s performance parameters, after mutual discussion.
4. Rating on personal attributes of the employee.

Following should be considered in appraisal

• Task / goal

Emphasis should be setting of key Results task / individual goals which drive from organization vision mission, and objectives.
• Rate

When the appraiser rates on employee, mere execution of the routine position responsibilities should not be given excellent /outstanding ratings.
• Identify of training needs
It becomes the responsibility of reporting officer to ensure that such training needs are taken care of on a timely basis. If not provided, next year appraisal report should highlight it and employee should be given due weightage on his performance.

• Self appraisal

Self appraisal is an important feature of the appraisal format for it provides a perspective from employee’s point of view. It communicates his contributions, accomplishments and reflections on various issues.

• Analysis of performance

Analysis of performance of the employee through mutual discussion is very crucial aspect where the design of performance appraisal format is of less importance than the process conducting it.
• How to conduct appraisal

All reporting officer in an organization must be well versed in conducting the appraisal process, as it brings consistency in evaluation across the organization not benefiting a few because of the functional area they are in or to a particular reporting officer they are attached to
• Top management involvement
Top management should execute its commitment toward a fair and objective performance appraisal process and actions taken on appraisal records should be timely, objective and specific. Line manager should be asked to conduct appraisal and utilize it properly for organization’s benefit.

Employee Motivation

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How to Motivate Others
• Positive through motives
• Enjoyment motives
• Feeling important motivates
• Success motivates
• Personal benefits motivate
• Clarity motivates
• Positive through Motives

A view With Refrence to Motivation

2009-11-20T06:13:00.000-08:00

Human Resource Management

A view with Reference to Motivation, Re-Engineering and Performance Appraisal

Arif hussain, MBA explains that managing, nurturing talent and rating and people has emerged to be the single most critical in lieu of the enormous opportunities spun off by the market.

If we trace back the history of business
Environment, before the 20th century, trading patterns and markets were stable, technology was static, customers were passive, speed in getting the market was secondary, competition was limited to sector, and regions, hierarchies were generally accepted in all walks of life.

The twentieth century saw nations around the world become part off the global village and the impact of WTO reduce the trade barriers and improve competition.

Now the emerging trends of human resource are playing the very important role over the entire global map and its impact has really changed the economic scenarios. Now all the business and trade activities directly correlate with the application of human resource management.

Managing, nurturing talent and rating peoples has emerged toe b the single most critical issue in lieu of the enormous opportunities spun off by the market.

We should consider and understand the need that all practices that are working today may not necessarily work tomorrow. Customer’s expectations, market changes and strategic decisions will derive the tools to managing the human assets.

The basic issue for today’s human management is how to motivate people to learn and perform something in the extraordinary environment.

How to Motivate Others

Motivation generates success that’s why we are concerned about motivation. Suppose you are a manager and you wish to motivate your staff and you are seriously thinking about it.

Being a professional and member of any organization the first principle that should be in out mind is:

“We cannot motivate others, but we can create conditions for people to motivate themselves.”

The most important thing is that the motivation comes from within-people themselves. We can create the conditions only.

Principle of Motivation

• Positive through motives
• Enjoyment motives
• Feeling important motivates
• Success motivates
• Personal benefits motivate
• Clarity motivates
• Positive through Motives

When the group you lead achieves any objective, you should appreciate its success and thank the individuals for the success of the group. Talk positively about the merits of the training you want to conduct.

• Enjoyment Motives

Manager should concentrate on what people want to do. Build enjoyable social activities for everyone such as coffee or lunch together, organize birthday activity, organize dinner for young married couples among your employees and arrange pleasure trips for them. Demonstrate your pleasure when participants succeed.

• Feeling important Motives
Ask people for their opinion, consider their thoughts and suggestions carefully and follow the management by objective (MBO). Ask participants to give opinions and to share their experience.

• Success Motive

Set clear, understandable and reasonable goals within the group. Set target oriented goals, which should fulfill the need of stakeholders and shareholders.
Thank individuals for successfully contribution to the group.

• Personal Benefits Motive

Work and evaluate how group members can personally gain from an activity, ask participants what they would like to learn about particular topics.

• Clarity Motives

Be sure that your message is very clear, concise and direct, do not use ambiguous language. Check with others whether they understand properly or not. Plan your training session thoroughly. Use visuals such as flip charts presentation software and multimedia to convey your points.