2nd Sem

• Orientation


  The introductory stage in the process of new employee assimilation, and part of his/her continuous socialization process in the organization
• Elements of a good orientation program


  • Welcome to the company
  • Tour of the facilities
  • Introduction to top management and co-workers
  • Completion of paperwork
  • Review of employee handbook
• OBJECTIVES


  1. Gain employee commitment
  2. Reduce one’s anxiety
  3. Help the employee understand organization’s expectations
  4. Convey what he/she can expect from the job and the organization
• Effects of Good Orientation Program

  • Reduces start-costs • Reduces turn-over • Saves time for the supervisor and co-workers

  • Develops positive job expectations, positive attitudes and job satisfaction
• Training and Development


  Organized learning activities in the organization to improve performance and/or personal growth for the purpose of improving the job, the employee and the organization
• Training


  Learning the necessary skills required to perform a job, focused on the job and evaluated against the job that an individual currently holds
• Development

  Preparation needed for future jobs or jobs that an individual may potentially hold in the future, evaluated against those jobs
• Typical reasons for employee training and development

  • When performance appraisal indicates performance improvement is needed
  • To 'benchmark' the status of improvement so far in a performance effort
  • As part of overall professional development program
  • As part of succession planning to help an employee eligible for a planned change in role in the organization
  • To "pilot" or test the operation of a new performance management system
  • To train about specific topic such as computer skills, quality assurance, communication, supervisory, customer service, human relations and many others
• Specific benefits from employee training and development

  • Increased job satisfaction and morale
  • Increased employee motivation
  • Increased effectiveness in processes resulting in financial gain
  • Increased capacity to adopt to new technologies and methods
  • Increased innovation in strategies and products
  • Reduced employee turnover
  • Enhanced company image (e.g. conducting customer service training)
  • Improved risk management and ethical behavior on business
• Four stages of training cycle

  • Training Needs Analysis
  • Planning the Training
  • Implementing the Training
  • Evaluating the Training
• Training Needs Analysis Process


  • Organization Analysis
  • Task Analysis
  • Personal Analysis
• Reasons for training

  • Lack basic skills
  • Poor performance
  • New technology
  • Customer problems
  • New products
  • Higher performance standards
  • New/restructured jobs
• Outcomes of Training Needs Analysis

  • Who receives training?
  • What trainees need to learn?
  • Types of training
  • Frequency of training
  • Buy of develop training decisions
  • Training methodology
• Other issues in needs assessment

  • Ensuring employee's readiness for training
  • Creating a learning environment
  • Ensuring transfer of learning
• Training plan


  Describes the key decisions, tasks and resources needed to develop a strategy for developing training
• Creating a training plan encourages the management team to consider the training strategy and implementation rather than addressing training on an ad hoc basis
• The plan encourages human resource department and operating managers to claim ownership of the training process, leading to cross team coordination
• Contents of training plan

  • Training goal
  • Training objectives
  • Learning methods/activities
  • Facilities, resource persons
  • Budget
• Other issues in planning the training

  • Should the training take place on the job or off the job?
  • Should it be done by the company or outsourced to a training provider?
  • Should it be done inside the company or off-site?
  • What kind of training method should be used?
• Implementing the training

  • Practical administrative arrangements
  • Carrying out of the training
• Training process does not end when training is completed
• Its effectiveness must be evaluated against its outcomes
• The first usual evaluation is soliciting feedbacks from the participants on what they think about the program, facilities, and the trainers
• Compensation


  The package of quantifiable rewards an employee receives for his/her labor
• Kinds/Types of Compensation

  • Basic pay(salary/wage)
  • Incentives
  • Allowances
  • Benefits
• Basic Determinants of Compensation

  • Individual qualifications
  • Organization's ability to pay
  • Organization's policies
  • Type of industry
  • Demands of the job
  • Cost of living
  • Labor supply and demand
• Guidelines in granting benefits

  • The benefits should have mutual value to the employer & employee
  • The benefits should not interfere with the operations of the business
  • The cost of the benefits must be calculable and its financing within the capacity of the firm
  • The benefit must be capable of being uniformly and equitably administered
• Causes of Wage Inequities

  • Pressures from aggressive employees
  • Faulty classification of jobs
  • Absence of job evaluation
  • Labor union pressure
  • Seniority
  • Favoritism
• Performance Management

  A systematic process by which an organization involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of organization's mission and goals
• Performance Management


  The process through which managers ensure that employees' activities and outputs are congruent with the organization's goals
• Purposes of Performance Management System

  • Strategic
  • Administrative
  • Developmental
• Performance Appraisal


  The tool that documents an individual employee's performance, generally in terms of quality, quantity, cost and time
• Performance Appraisal


  The "rating part" of performance management system
• Environmental Factors that may Affect Performance

  • Conflicting demands on the employee's time
  • Inappropriate work facilities and equipment
  • Restrictive policies that affect the job
  • Lack of cooperation from co-employees
  • Poor supervision
  • Inappropriate temperature in the workplace
  • Poor lighting
  • Noisy surrounding
  • Improper shifting of the employee
  • Unsafe premises
• Objectives of Performance Evaluation

  • Feedback on employee performance
  • Basis for personnel action
  • Management guide in employee counselling and guidance
  • Promotion of better employee-employer relations
  • Improvement of supervision
  • Agent of change
  • Identification of training needs
  • Facilitate organization diagnosis and development
  • Basis in giving of compensation, rewards & punishments
  • Validation of HR programmes
  • For legal compliance
• Methods Used for Performance Evaluation

  • Comparative Approach
  • Ranking
  • Forced distribution
  • Paired comparison
  • The Attribute Approach
  • Graphic rating scale
  • Mixed standard scale
  • The Behavioral Approach
  • Critical incidents
  • Behaviorally anchored rating scale
  • Behavioral observation scale
  • Organizational behavior modification
  • The Results Approach
  • Management by Objectives
  • Productivity measurement and evaluation system
  • The Quality Approach
  • 360-degree appraisal
• Factors to Rate in Performance Evaluation

  • Personal traits
  • Actual performance
  • Interpersonal effectiveness
• Guides in Selecting Traits to Rate

  • Select the traits that can be defined
  • Traits should be observable & can be measured during the actual work
  • The trait should be considered important in the overall success of the organization
• When to Conduct Performance Evaluation

  • The anniversary of the date on which the person was recruited
  • On or near a single calendar date
  • At the completion of a task cycle
  • When there is a significant upward or downward trend in the employee's performance
• How Often to Conduct Performance Evaluation

  • Once a year
  • Twice a year