Fundamentals of HRM_22nd May_2022_Sirapatsorn

Employee Counseling

1. When performance problem is
not a training issue

2. Offer employee what
assistance is needed to correct
problem

Employee Counseling

Using Employee Communication to Enhance
Employee Rights

Employee Handbook – Technology (e.g.’

provides employees intranets’ email) to

with a central source assist in employee
of crucial information communication

Socializing, Orienting, and
Developing Employees

The Insider-Outsider Passage

Organization – Entry
Socialization – getting
accumulated to the new
organization

Three Stages of Socialization

Pre-Arrival Encounter Metamorphos
Stage stage is Stage
Employees join Employees Employees
an organization confront make
with a set of differences necessary
values, attitudes between their changes to
and expectations. expectations of reconcile
the job and the encounter –
realities of it. stage
differences

Purpose of New Employee Orientation

• Learn the culture Roles of HRM:
Handles administrative
• Understand the aspects of a new
employee starting a
organization’s job
vision “Sells” HRM services
to new employees

Employee Training

Preparing employees to do current job
more effectively

Employee Training

What deficiencies, if Is there a What are the
any do incumbents organization’s
have in the skill, need for
training ? goal ?
knowledge, or
abilities required to What tasks
exhibit the necessary must be

job behaviors? completed to
achieve its
What behaviors are goals ?
necessary for each job

incumbent to
complete his or her

arranged tasks?

Employee Development

Preparing employees for jobs of
greater responsibility in the
organization

Employee Development

Development Methods

On-the-Job Off-the-Job

• Job rotation • Lecture course and
• Assistant to position seminars
• Committee assignment
• Simulation

• Outdoor training

Organizational Development

Change Agent – a person who is

responsible for fostering an environment
where change can take place

Organizational Development

Chance Methods
Process • Survey feedback
• Process consultation

Unfreeze Freeze Refreeze Learning Organization –

An organization that
continuously adapts and
changes because all member
take an active role in identify
and resolving work-related

issues

Evaluating Training and
Development Effectiveness

Performance-Based Evaluation Measures
• Post-training performance method
• Pre-post-training performance method
• Pre-post-training performance with
control group method

International Training and
Development Issues

• Language training

• Training in local cultural/business practices

• Overseas assignments – part of a career
development program

Managing Careers

Establishing

The Performance
Management System

Performance Management Systems

Purposes Difficulties
• Feedback
• Development • Focus on the individual-
• Documentation may become emotional

• Focus on the process-
follow a structure that
misses some qualitative
aspects

Performance Management Systems

Performance Management and
EEO

Integral part Must be Must measure
bias-free
of most reasonable
organizations
performance
success

Appraisal Process

1. Establish performance standards with
employees.
2. Mutually set measurable goals.

3. Measure actual performance with standard.

4. Compare actual performance with standard.

5. Discuss the appraisal with the employee.

6. If necessary, initiate corrective action.

Appraisal Methods

One-on-One

Absolute Appraisal Methods
• Critical incident
• Checklist
• Adjective rating scales
• Force choice
• Behaviorally anchored rating scales

Appraisal Methods (cont’d)

One-on-Many

Relative Appraisal Methods Outcomes-Based or
• Group order ranking Management by Objective
• Individual ranking (MBO) Methods
• Paired comparison
Common elements:

• Goal specificity

• participating decision
making

• Explicit time period

• Performance Feedback

Factors That Can Distort Appraisals

Inappropriate Leniency
substitutes error

Inflationary Distortions Halo error
pressures

Central tendency Similarity error

Creating More Effective Performance
Management Systems

Success
=

Train appraisers

+

Rate selectively

+

Have multiple raters

+

Provide ongoing feedback
Combine+absolute and relative

standards

+

Use behavior-based measures

Establishing Rewards
And Pay Plan

1. Rewards

Rewards

Intrinsic Extrinsic Types of Rewards

Participate in Financial Nonfinancial Performance Based
decision making – given based on
Implied successful
Greater job Performance-based membership- Explicit Preferred performance, e.g.
freedom and membership- office commission,
Piecework based incentives merit pay
discretion Piecework based furnishings
Commission Membership Based
More Commission Protection Preferred – given regardless
responsibility Incentive programs lunch hours of an individual
plans Incentive organization’s
More plans Pay for time Assigned performance, e.g.
Interesting Performance not worked parking benefits, salary,
bonuses Performance spaces seniority increase,
work bonuses cost of living
Merit pay Preferred
Opportunities plans work
for personal
assignments
growth
Services and Business
Diversity perquisites cards
of
Own
activities secretary

Impressive
titles

2. What Is Compensation Administration?

Goal – design a cost-effective pay structure that will attract
motivate, and retain competitive employees

The Laws

• Fair Labor Standards Act (FLSA) of 1938 –
minimum wages overtime pay, record-keeping, child
labor restrictions
• Civil Rights Act – a compensation system that is
bias free
• Equal Pay Act of 1963 – compensate men and
women doing the same job in the Organization with
the same rate of initial pay

3. Job Evaluation and Pay Structure

Job Evaluation – using job analysis information to
determine the relative value of each job in an organization

Methods of Job Pay Structure
Evaluation Components

• Ordering method • Compensation survey

• Classification method • Wage curves

• Point method • Wage structure

4. Special Cases of Compensation

Incentives

Individual $ Merit pay Groups

$ Piecework plan
$ Commission

Organization or Plant-wide $ Scanlon Plan

$ IMPROSHARE
$ Profit-sharing

Pay for Performance

• Paying employees on the basis of some performance measure

• Competency based compensation – paying and rewarding employees on the basis of
skills knowledge, or behaviors the employees possess

5. Executive Compensation

Are CEOs Overpaid ? Special Financial
Compensation
• Stock options
• Perks
• Golden parachute
• Hiring bonus
• Deferred bonuses

6. International Compensation

Balance Sheet Approach
Considers:

• Base pay
• Differentials
• Incentives Assistance programs

HRD in Human Resource
Management of Public
& Private Sectors

Socializing, Orienting, and
Developing Employees

Establishing

The Performance
Management System

Developing
Employees and

Managers

Hamlin & Stewart(2011)’s 4 core
purposes of HRD which reflected 24
HRD definitions:

1. To develop individual KS&
Competencies

2. To enhance human potential & personal
growth

3. To improve individual or group
performance

4. To improve organizational performance

Two Paradigms of HRD:

1. Performance P- -traditional,
conventional view , focusing on
economic & financial outcomes

2. Learning P—critical HRD
(CHRD), providing insight into
social and material conditions
with increased autonomy and
freedom as social outcomes

Critical HRD (CHRD):

1. A purpose of human emancipation
through learning and development

2. Concepts of self-development, personal
development have also been appropriated

3. The term & concept of HRD have no
settled meaning or single accepted
definition!

4. HRD is in essence concerned w/
facilitating L in perhaps any and all
contexts (Stewart, 2007)

Talent Development(TD):

1. Talent Mgt:TM developed from an
analysis and argument about the
“War for Talent” (Ed Michaels et
al.,2001)

2. TM strategy: Attract, Define,
Develop, Retain (Tansley et al.,
2007)

People

Key individuals Everyone has talent
or ‘stars’ and potential

Exclusive Inclusive

Right people Social capital
to fill key positions development in
pivotal position

Position

Approaches to talent mgt & dev (Iles et al.,2010)

TM & TD:

1. Emerged as a response to
intensifying competition among
employers in national &
international labor markets

2. TD is basically a competitive
strategy for labor

3. TM& TD are context-specific

TM, TD & SHRD:

1. TM & TD programs – most
commonly exclusive ‘star, key
individuals’ – strategic HRD
(SHRD)

2. TM,TD & SHRD are mostly
context-specific

Approaches for developing employees:
•Training, Education, Development: TED
•Action Learning :AL
•Coaching
•Mentoring
•Job experiences
•Interpersonal relationships
•Field trip/site visit
•Shadowing/under study
•etc



Developing managers:
•Management development agendas

•Functional performance
•Political performance
•Compensation
•Psychic defense

Developing managers:
•Management development agendas

•Functional performance: focus on

the Knowledge , skills and attitudes

of individual managers. Assumes

an unproblematic link between MD

& performance

Developing managers:
•Management development

agendas
•Political performance: focuses

on reinforcing and propagating

the skills & attitude valued by

top managers. Assume top

managers are correct in their

diagnosis & prescription.

Developing managers:
•Management development

agendas
•Compensation: MD is seen as

part of the reward system for

mgrs. Assumes development is

motivational & encourages

commitment.

Developing managers:
•Management development

agendas
•Psychic defense: MD provides

a ‘safety value’ for managerial

anxieties. Assumes competitive

careers & associated anxieties.