067 2004年上海总裁班人力资源管理讲义E文

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1. William J. Rothwell, Ph.D., SPHRHuman Resource Management Core Module© Copyright 2004 by William J. Rothwell. All rights reserved.March 2004 in Shanghai
2. Part I:Introduction to the Core Module
3. Facilitator IntroductionWilliam J. Rothwell, Ph.D., SPHRProfessor of Human Resource Development at Penn State University President of Rothwell and Associates, Inc. (see www.rothwell-associates.com) Contact him at wjr9@psu.edu
4. William J. Rothwell, Ph.D., SPHRAuthor of numerous books. A few examples:
5. William J. Rothwell, Ph.D., SPHRAuthor of numerous books. A few examples:
6. Module Purpose This core module describes the strategic importance of human resource management (HRM).
7. Module Objectives Upon completing this module, participants will be able to discuss: The strategic importance of human resource management within the organization How human resource management contributes to business strategy How to implement appropriate motivation and reward systems and strategies
8. Module ObjectivesHow to evaluate the performance of the team and individuals How to plan training and development programmes
9. Module Organization and StructureDay 1 Introduction to the Core Module The Strategic Importance of Human Resource Management Within the Organization Day 2 How Human Resource Management Contributes to Business Strategy How to Implement Appropriate Motivation and Reward Systems and Strategies
10. Module Organization and StructureDay 3 How to Evaluate the Performance of the Team and Individuals Day 4 How to Plan Training and Development Programmes Evaluation of Your Competence Conclusion
11. Instructional Approach: What Are Experiential Learning Methods, and Why Are they Used?This session uses experiential learning methods—and not pure lecture In experiential learning methods, participants use the results of small group activities, role plays, case studies, or other active learning techniques as a basis for learning
12. IcebreakerTell us: Your name Your job title Your company’s name What you do at the company Why you are here
13. IcebreakerStand up Introduce yourself to another participant in the session and trade business cards Find out what the other person most wants to learn in the session Be prepared to share what you learn in about 3 minutes
14. Opening ActivityForm small groups of 3-5 people each Appoint a spokesperson for your group who will provide your group’s answers Spend about 15 minutes to answer this question: What is human resource management, and why should organizational leaders care about it? When you finish, your group spokesperson should be prepared to volunteer your answer to the group
15. Debrief of the ActivityWould your group spokesperson please provide your answer for the large group?
16. Part II:The Strategic Importance of Human Resource Management Within the Organization
17. Overview of This PartWhat is strategy, and why is it important? How does strategy relate to purpose and mission? How is strategy determined? Who determines strategy, and why is that important? What are the range of business strategies, and how are they determined? How does the strategic planning process work? Activity: How does the strategic planning process work? Debrief of the activity
18. What Is Strategy?Strategy is: The process of achieving competitive advantage Originated from a word used by the Ancient Greeks around 400 B.C. and pertained to the art and science of directing military forces An outline of the steps that management plans to take to achieve objectives A means to an end
19. What Is Competitiveness?Competitiveness is a multidimensional concept. It can be looked at from three different levels: country, industry, and firm level. Competitiveness originated from the Latin word, competer, which means involvement in a business rivalry for markets. It has become common to describe economic strength of an entity with respect to its competitors in the global market economy in which goods, services, people, skills, and ideas move freely across geographical borders (Murths, 1998).Source: Ambastha, A., & Momaya, K. (2004). Competitiveness of firms: Review of theory, frameworks, and models. Singapore Management Review, 26(1), 45ff.
20. What Is Competitiveness?Firm level competitiveness can be defined as the ability of firm to design, produce and or market products superior to those offered by competitors, considering the price and non-price qualities (D'Cruz, 1992).Source: Ambastha, A., & Momaya, K. (2004). Competitiveness of firms: Review of theory, frameworks, and models. Singapore Management Review, 26(1), 45ff.
21. What Is Competitiveness?Competitiveness processes identify the importance and current performance of core processes such as strategic management processes, human resources processes, operations management processes and technology management processes. The competitiveness process is a balancing process that complements traditional functional processes such as operations management and human resources management. It enhances the ability of an organization to compete more effectively.Source: Ambastha, A., & Momaya, K. (2004). Competitiveness of firms: Review of theory, frameworks, and models. Singapore Management Review, 26(1), 45ff.
22. How Does HR Contribute to Competitiveness?Source: Ambastha, A., & Momaya, K. (2004). Competitiveness of firms: Review of theory, frameworks, and models. Singapore Management Review, 26(1), 45ff.
23. Why Is Strategy Important?Strategy is important because it: Provides competitive advantage Gives focus to the organization’s use of resources Helps build employee enthusiasm about the organization’s direction Provides guidance for setting priorities for resource allocation Yields a positive relationship between planning and profitability Other reasons?
24. How Does Strategy Relate to Purpose And Mission? VisionPurpose/MissionGoals & ObjectivesStrategyWhat do we see our organization to be?Why do we exist?How do we measure our achievement?How do we achieve our goals and objectives and realize our purpose and vision?
25. How Is Strategy Determined?Strategy is formulated based on a rational approach to a process that entrepreneurs use intuitively 95% of all strategy is informal; only 5% of strategy is formal and is written down Strategy is formulated by the chief leaders of the organization, and they determine the organization’s strategic direction
26. Who Determines Strategy, and Why Is That Important?Strategy is determined by the organizational leaders The organization’s structure (organization chart) determines the leadership That leads to the most famous question in strategic planning: Which comes first, structure or strategy?
27. How Does The Strategic Planning Process Work?Clarify Vision, Purpose, Goals and ObjectivesAssess Present Strengths and WeaknessesScan Future Threats and OpportunitiesConduct SWOT AnalysisConsider Range of Strategies and Select OneImplement and Evaluate Strategy
28. How Is Strategy Determined in Your Organization?Form teams of 3-5 people Spend about 10 minutes In your teams, discuss the process used in your organizations to formulate, implement and evaluate strategy and discuss how HR is handled in that process. Be sure to describe your organizations’ strategic objectives, if you know them, and (if possible) explain how HR is aligned with them
29. How Is Strategy Determined in Your Organization?When you finish, be prepared to explain how the process is handled in your organization
30. Debrief: How Is Strategy Determined in Your Organization?Could I have some volunteers to discuss how organizational strategy is formulated, implemented and evaluated in your organization Could I have some volunteers to discuss how HR is handled in the strategic planning process?
31. Organizational Strategy and Appropriate HR Practices Based on their study of organizations, Miles and Snow (1978) identified three generic strategic types: Defenders have a relatively stable product market domain and therefore a narrow focus. Defender characteristics include: (1) a limited product line; (2) single capital intensive technology; (3) a functional structure; and (4) skills in production efficiency, process engineering, and cost control.Source: Sumita, R., and Arvey, R. (1994). Business strategy links with staffing and training practices. Human Resource Planning, 17(3), 55-73.
32. Organizational Strategy and Appropriate HR PracticesProspectors continually search for new product and market opportunities, and regularly experiment with emerging environmental trends. These organizations often create change to which their competitors must respond. However, because of their strong concern for product and market innovation, they are usually not completely efficient. Prospector characteristics include: (1) diverse product lines, (2) multiple technologies, (3) a product or geographically divisionalized structure, and (4) skills in product research and development, market research, and product engineering.
33. Organizational Strategy and Appropriate HR PracticesAnalyzers operate in two market domains, one relatively stable and the other changing. In their stable areas, they use formalized structures and processes to operate routinely and efficiently. In their more innovative areas, their key managers watch their competitors closely for new ideas; they then rapidly adopt those that appear to be promising. Analyzer characteristics include: (1) a limited basic product line, (2) search for a small number of related products and/or market opportunities, (3) cost-efficient technology for stable products and project technologies for new products, and (4) skills in production efficiency, process engineering and marketing.
34. Organizational Strategy and Appropriate HR Practices There is a stronger relationship between the prospect dimension of strategy and staffing and training practices than between the defense dimension of strategy and staff/training practices. Questions that may be relevant here are: Do HRM managers play the role of strategy formulators or strategy implementors? Do these roles vary with strategic orientation? A comprehensive answer to these questions will lie in examining issues such as: (1) the speed with which HRM practices and strategic orientation are aligned, and (2) organizational structures that facilitate alignments under different strategic orientations.
35. Part III:How Human Resource Management Contributes to Business Strategy
36. Overview of This PartWhat are the functions of HR, and how do they relate to business strategy? Why is HR strategically important? Activity: What is the strategic importance of HRM, and how does HRM contribute to business strategy? Debrief of the activity
37. What Is Human Resource Management (HRM)? Human Resource Management is the process of bringing together different kinds of people in organizational settings to achieve a common purpose.
38. How Can HRM Be Conceptualized? Human Resource Management (HRM) includes, among other things, all of the following: Human Resource Planning Employee Recruitment Employee Selection Training Career Development
39. How Can HRM Be Conceptualized? Employee Performance Appraisal Compensation Benefits Health and Safety Employee Discipline Labor Relations Other issues influencing people in organizational settings
40. Why Is This Important?Why do you think it might be important to have a way of thinking about (conceptualizing) HR? What would happen if you did not have a way of thinking about HR?
41. How Can HRM Be Conceptualized? HRM can be viewed as all activities associated with bringing people into the organization, keeping them, managing and developing them, and ensuring their effective eventual departure from the organization
42. How Can HRM Be Conceptualized? One way to think of HRM focuses around its relationship to organizational strategic business plans Another way to think of HRM focuses around its relationship to individual recruitment, selection, hiring, orientation, development, retention and rewards, job design and movement, wellness, and eventual individual departure from the organization
43. How Can HRM Be Conceptualized? HRM can be focused around the work that people do (work-based) HRM can be focused around the people who do the work (competency-based) Most HRM programs in multinational companies are competency-based; most HRM programs in other organizations are work-based
44. Large Group Discussion: How Does Culture Affect HR?Culture refers to the unspoken assumptions made about the way things should be done in the organization, and culture governs how people behave How might different strategies affect HR? culture?
45. ActivityAssemble in groups of 3-5 people each and appoint a spokesperson Spend about 30 minutes to create a presentation to explain to managers what HRM is and provide a model of HRM that can be used to present how it relates to people in organizations Explain what you believe should be role of HR in achieving business strategy
46. DebriefCould I have a volunteer from the small groups to present the group’s views?
47. Four Ways to Think of the Key Components of HRThe divisional approach: HR is organized according to how it is positioned geographically and organizationally The worker lifecycle approach: HR is organized according to how it interacts with individual workers
48. The Divisional Approach
49. The Worker Lifecycle Approach
50. Four Ways to Think of the Key Components of HRThe HR Body of Knowledge approach: HR is organized based on research about what HR practitioners do The HR Planning approach: HR begins with an estimate of the intellectual talent and the number of people needed to help the organization achieve its objectives
51. The HR Body of Knowledge Approach
52. The HR Planning Approach
53. Other Ways to Think of the Key Components of HRAre there other ways to think of the key components of HR in an organization? What about the consultant/operations structure?
54. The Consulting/Output Approach
55. The Role of Human ResourcesHR commonly plays such roles as: “Police officer”: Enforces government laws and organizational policies “Bureaucrat”: Keeps track of paper and records “Hit man”: Does the “dirty work” that operating (line) managers do not want to do
56. The Role of Human ResourcesHR commonly plays such roles as: “Performance consultant”: Helps operating managers troubleshoot and solve “people problems” “Leader”: Shows the way to better approaches to managing human resources What other roles for HR can you think of? What role does HR play in your organization, and why do you think it plays that role?
57. ActivityAssemble in groups of 3-5 people each Spend about 30 minutes to prepare descriptions of how the HR function is organized in your organizations and what roles it plays in your organizations When you finish, each person in your group should be prepared to make a 1-minute presentation to introduce his or her HR function by describing its organization and the role it plays
58. DebriefCould I have a volunteer to give his or her 1-minute presentation?
59. Large Group Discussion QuestionsHow do you believe HR should support line managers? What should HR do, and what should operating managers do? Why do you believe so? If I asked line managers in your organization about what role your HR function plays, what do you think they would tell me?
60. What Are The Functions Of HR, And How Do They Relate To Business Strategy?
61. Why Is HR Strategically Important? HR is strategically important because it is only people who: Create new businesses Find innovations that lead to new products or services Discover new markets Find quantum leaps in productivity improvement Provide competitive advantage through their ways of serving customers Can you think of other reasons why HR might be regarded as strategically important?
62. Strategic Human Resource Leadership Organizational AssessmentStrategy: What are the most important opportunities and challenges facing your organization? Organizational Capabilities: What are the organizational strengths and weaknesses? 3. Competencies: What are the most critical leadership competencies and skills required of employees? 4. People Management Systems: How does the organization attract, retain, develop, reward, communicate with employees to generate behavior that drives strategy?
63. 5. For each people management process: – What are its objectives? – What behavior is it trying to drive? – How does this behavior impact results? 6. Compare the objectives with reality: – What behaviors are you actually experiencing? – Is this behavior inconsistent with the objectives? – What are the root causes of the disconnects? 7. Identify priorities for action and a plan to deal with them. Strategic Human Resource Leadership Organizational Assessment
64. Improving HR’s Strategic Role Within Your OrganizationHR professionals are looked to as the internal experts and advisors on both technical employment regulations and general management concepts Advising managers on organizational development and strategic planning has become an essential function of a successful HR leader
65. Improving HR’s Strategic Role Within Your OrganizationAs the HR practitioner's role continues to evolve, top leadership is further recognizing the value of HR in facilitating organizational change This increasingly means the proper alignment of limited resources towards achieving business goals and strategic objectives.
66. Six Key Steps to Aligning Human Capital with Business Objectives and Goals There are six key steps in aligning HR with business objectives and goals: 1. Establish business objectives and strategic goals Effectively communicate business objectives and strategic goals 3. Assess structure alignment with business objectives and goals Source: Brewer, S. (2002). Aligning human capital in achieving business goals and strategic objectives. SHRM Whitepaper at http://www.shrm.org/hrresources/whitepapers_published/CMS_000256.asp#P-4_0
67. Six Key Steps to Aligning Human Capital with Business Objectives and Goals 4. Assess employees' capacity to achieve business objectives and goals 5. Fill in the gaps between capacity and business objectives and goals 6. Implement, measure, modify
68. Approaches to HR PlanningSome firms use sophisticated computer simulations and models to forecast HR demands, movements between job categories, and available HR supplies inside and outside the organization. Much of what is known about HRP comes from published case studies about methods.
69. Approaches to HR PlanningLarge, diversified corporations often employ HRP specialists. Most are placed within the HR department, have background in HR, and devote only part of their time to HRP. In most Fortune 500 firms, HRP is handled by the HR department alone with limited participation by line departments.
70. Approaches to HR PlanningForecasting HR demands and supplies has often been called the heart of HRP. Most firms (52 percent) forecast HR demand, but only 6 percent forecast supplies. Various advanced quantitative techniques are used in forecasting.
71. Approaches to HR PlanningFirms use such approaches as: Surveys Interviews Secondary data searches Statistical methods Computer-based modeling Nominal group technique The Delphi technique
72. Points Worthy of Emphasis The choice of which philosophy your organization selects is an important strategic choice, since: Job-based or work-based HR tends to focus on work activities, and Competency-based HR tends to focus on the differences existing between the most productive and average performers
73. DefinitionsOrganizational design is the process of establishing the organization’s structure Work design is the process of establishing work responsibilities for a job A job consists of a group of related activities and duties A position consists of different duties and responsibilities performed by one employee Job analysis is the process of clarifying what people do or what people should do in their work
74. Why Is Job Analysis Important?In a work-based HR system, jobs are the foundation for: Recruitment Selection Training Performance appraisal Compensation
75. How Is Job Analysis Conducted?Conduct job analysis by using: Interviews Questionnaires Observation Diaries Other approaches
76. Activity: What Is The Strategic Importance Of HRM, And How Does HRM Contribute To Business Strategy?Form groups of 3-5 people Appoint a spokesperson for your group Spend about 15 minutes to answer these questions: What is the strategic importance of HRM, and how does HRM contribute to business strategy? And How does each area of HRM contribute to business strategy? When you are finished, your spokesperson should be prepared to offer your group’s answers
77. Debrief Of The ActivityWould a group spokesperson please volunteer to offer your group’s answers to the questions?
78. Relationship Between Recruitment, Selection, and AppraisalEstablish Company PlansFormulate HR PlanAppraise PerformanceAnalyze the WorkPrepare Job DescriptionsInterview Applicants and Make SelectionDevelop Recruitment and Hiring Methods
79. Activity on Using a Job Description as the Basis for Recruitment and SelectionForm groups of 3-5 people Spend about 45 minutes on this Activity Using all or part of a job description, prepare a profile of the most qualified candidate for the position Using all or part of a job description, brainstorm where you might locate the most qualified candidates for such a position Using all or part of a job description, prepare a list of interview questions to use in selecting an applicant
80. Debrief of the Activity How did your groups answer the questions in the Activity?
81. PhilosophyA recruitment and selection philosophy refers to: The kind of people we focus on How aggressive we are willing to be What we are willing to do to devote resources, time, money and people to the process What we believe about the value of the efforts
82. An Activity on Formulating Your Organization’s Recruitment and Selection PhilosophyForm groups of 3-5 people Appoint a spokesperson for your group Spend about 15 minutes on this Activity Answer the following question in your small group: What should be your organization’s recruitment and selection philosophy? Describe it clearly. When you finish, be prepared to share your group’s answer to that question.
83. Debrief of the ActivityHow did your groups answer the question?
84. What Is Recruitment? “Recruitment is the process of locating and encouraging potential applicants to apply for existing or anticipated job openings”
85. Why Is Recruitment Important? Recruitment is important because it is one means of closing the gap between HR supply and demand
86. How Is Recruitment Carried Out?Recruitment can be carried out: Internally Externally
87. How Is Recruitment Carried Out?Internal recruitment is conducted through: Job posting Transfers Promotions Other movements
88. How Is Recruitment Carried Out?External recruitment is conducted through: Advertising Word-of-mouth Other employees Job and career fairs Internship programs Headhunters The internet and Worldwide Web
89. The Importance of a Recruitment StrategyA recruitment strategy is a way to integrate all recruitment efforts so that they focus on achieving results Focus attention on sources of good talent in the past Focus attention on influencing sources of good talent
90. Activity on Recruitment StrategyForm groups of 3-5 people Appoint a spokesperson for your group Spend about 30 minutes on this Activity and be prepared to present your group’s answers to the following questions when you are finished
91. Activity on Recruitment StrategyQuestion: what approaches to recruitment have provided the best recruitment results for your organization? Question: how can you identify the best sources of talent for your organization? (Sources include headhunters, advertising, internet, etc.) Question: how can you create an integrated recruitment strategy for your organization? Question: how can you influence sources of good talent for your organization so that they supply even better talent in the future?
92. Debrief of the Activity on Recruitment StrategyHow did each group answer the questions?
93. What Is Selection? Selection is the process of choosing the applicant who is most likely to be able to learn, and perform successfully, in a position
94. Key Issues in SelectionPeople tend to select people like themselves People tend to provide more coaching, feedback, and mentoring to people like themselves
95. Steps in the Selection Process
96. Step 1: Completion of an Application FormMost organizations use application forms Application forms are useful because they can provide consistent information--and can provide a form of literacy testing Application forms can provide some initial screening information, saving time from interviews
97. Step 1: Completion of an Application Form Typical information contained on an application form might include: Application date Education Experience/work history Arrests/criminal convictions Citizenship status References Disabilities
98. Step 2: Initial (Screening) InterviewIn the initial interview, a representative of the HR Department spends a few minutes to talk to the applicant These are sometimes called “knock-out interviews”
99. Step 3: Employment Test There are several general types of employment tests: Cognitive ability tests Physical ability (manual dexterity) tests Personality and interest inventories Job knowledge tests Job sample tests
100. Step 4: Background (Reference) CheckEmployers in the USA typically check the following: References supplied by the applicant (75%) Schools attended and degrees earned (62%) Persons suggested by references (42%) Driving records (41%) Verify reference letters provided by applicant (30%) Credit check (25%)
101. Step 5: Preliminary SelectionHR professionals narrow the list of applicants down to a manageable number This process is helped by using objective numerical approaches for weighting characteristics such as experience, education, and other relevant factors This process is increasingly assisted by computerized approaches
102. Step 6: Supervisor or Team Interview Although many people question the validity of employment interviews, they are commonly used because they: Permit face-to-face interaction between the applicant and those who have a major stake in the choice of the applicant Can serve a public relations purpose
103. Step 6: Supervisor or Team Interview: Types of InterviewsEmployment interviews are: Nondirective (unstructured) Directive (structured)
104. Step 6: Supervisor or Team Interview: Directive InterviewsDirective interviews are: Based on questions that are developed directly from job descriptions May be related to an “ideal candidate” for the position
105. Step 6: Supervisor or Team Interview: Effective InterviewsEffective interviews: Are based on work requirements Rely on different kinds of questions Have scorable answers Rely on several raters Consistently follow the same procedures Are documented for future reference
106. Step 6: Supervisor or Team Interview:Appropriate QuestionsAppropriate interview questions include: What is your name? Are you over 18? Do you have disabilities that may influence your job performance? What is your residence? Where did you go to school? What experience have you had that is relevant to this job? Have you ever been convicted? Do you have a legal right to work in the U.S.A.?
107. Step 6: Supervisor or Team Interview: Inappropriate QuestionsInappropriate interview questions include: What is your ancestry? How old are you? Are you a man or woman? What is your race? Do you have any physical defects? How tall are you, and what do you weigh? What is your relationship to those with whom you live? What is your religious affiliation? Have you ever been arrested? What is your current marital status?
108. Step 6: Supervisor or Team Interview: Preparing QuestionsAsk questions that: Cannot be faked Require more than a “yes” or “no” answer Focus attention on what the applicant knows about the job, how he or she would respond to sample situations, and how the applicant’s background relates to work requirements
109. Step 6: Supervisor or Team Interview: Preparing Questions“Tell me a story about a time when you were required to demonstrate leadership [or any other trait, characteristic or competency linked to the work requirements] in your work.” “What did you do?” “How did you do it?” “How do you feel that the story shows that you are able to demonstrate leadership?”
110. Step 6: Supervisor or Team Interview: Conducting the InterviewIt is usually wise to: Open the interview by setting the applicant at ease Focus attention on job-related questions Avoid questions that are unrelated to the work Conclude by explaining what the next steps will be (when a decision will be made, how long before the applicant should expect to hear, etc.)
111. Purpose of InterviewingInterviews are conducted to: Compare one applicant’s qualifications to work requirements Answer questions about the applicant’s education, experience and other qualifications as they apply to the job Assess the individual’s ability to interact with others
112. Strengths of InterviewsThe strengths of interviews are that they: Help answer questions Help assess how well the individual will “fit in” to the organization’s corporate culture
113. Weaknesses of InterviewsThe weaknesses of interviews are that they: Tend to be biased when used alone (“We pick people like ourselves”) Often are not focused on the match between applicant and job requirements alone Are prone to halo effect, horn effect, and other issues affecting validity and reliability
114. The Structuring of Interviews Interviews are usually structured around the following format: Breaking the ice Focusing attention on the work Assessing the individual’s qualifications against the requirements Clarifying next steps Adjourning on a cordial or courteous note
115. Types of InterviewsInterviews may be categorized as: Screening interviews In-depth one-on-one interviews Chain interviews Panel interviews
116. Types of InterviewsInterviews may also be categorized as: Informational Decision-oriented Performance-focused
117. Preparing and Using an Interview GuideTo prepare an interview guide, you should: List the requirements for the position Provide a weighting scheme to rate an applicant against those requirements Ask others--such as a job incumbent and/or supervisor--to review the interview guide Pose questions designed to pull information out of the applicant that are related only to the position. Prepare the guide before interviews begin
118. Skills for Effective InterviewingTo be effective as an interviewer, you should be able to: Focus attention on the individual's knowledge, skills and abilities as they are relevant to the job opening--and future positions Express your ideas and feelings and evoke the interviewee's ideas and feelings
119. Skills for Effective Interviewing To be effective as an interviewer, you should be able to: Apply skillful questions Observe body language and apply the ability to interact with others Listen actively Use body language and nonverbal behavior effectively
120. Conducting Interviews Confidently To carry out effective--and legal--interviews, you should stick to the work requirements and the individual’s ability to carry them out.
121. Step 7: Medical Examination/Drug TestConduct medical exam and drug test following job offer Emphasize job-relatedness
122. Step 8: Hire DecisionDocument how the decision was made based on work requirements Keep the documentation
123. Part IV:How to Implement Appropriate Motivation and Reward Systems and Strategies
124. Overview of This PartWhat is motivation, and what role does it play in HR and in strategy? What theories govern motivation? Activity: How can the theories of motivation be applied? Debrief of the activity What are reward systems and strategies? What theories govern reward systems and strategies? Activity: How can reward systems and strategies be applied? Debrief of the activity
125. What Is Motivation, and What Role Does It Play in HR and in Strategy?Motivation: Is a desire to achieve a goal, satisfy a need, or rectify a perceived imbalance between what is and what should be. Stimulates purposeful action by individuals. Is a force or drive coming from inside people rather than imposed from outside on them. Is derived from the Latin movere--meaning "to move"--motivation guides human behavior. Observations of what people do (behavior) can lead to conclusions about what motivates them (what force or drive guides behavior).
126. What Do Employees Want? The Corporate Leadership Council developed an Employee Preferences Database based on extensive research with hundreds of companies. Here’s what its data show: On an importance scale of 0 to 7 (with 7 being the most important): 1. Base Pay 6.47 2. Manager Quality 5.31 3. Health Benefits 4.24 4. Hours 4.10 5. External Equity 4.08 6. Job Fit 4.06Source: Eisenberg, B., Kilduff, C., Burleigh, S., & Wilson, K. (2001). The role of the value proposition and employment branding in retaining top talent. SHRM Whitepaper. http://www.shrm.org/hrresources/whitepapers_published/CMS_000380.asp#P-4_0
127. What Theories Govern Motivation? Numerous theories of motivation have been proposed. They may be categorized into two groups: Content theories, which are based on the belief that motivation can be explained; and Process theories, which explain human behavior generally--and motivation only incidentally as part of that behavior
128. Content Theories of Motivation Ask supervisors to list the factors that motivate or demotivate employees and, in that process, you will ask them to create their own content theory of motivation. Five major content theories of motivation have been most influential on management thought: Maslow's Hierarchy of Needs Herzberg's Two-Factor Theory McGregor's Theories X and Y Alderfer's ERG theory; and McClelland's Achievement Theory
129. Understanding Maslow’s Hierarchy of NeedsMaslow suggested that motivation is simply action taken to meet a need. Individuals always have needs. However, those needs differ by kind. When one need is met, another emerges.
130. Understanding Maslow’s Hierarchy of NeedsMaslow arranged the needs into a five-step hierarchy, a logical order: Basic or physiological needs are at the base of the hierarchy. Fulfillment of them permits survival--and nothing more. They include requirements for food, water, air, shelter, sleep, and sex. Safety needs are at the second level of the hierarchy. They include requirements for avoiding threats and being free from the elements. Love and affection needs are at the third level. When free from harm and secure in satisfying basic needs, people seek affection from others. Esteem needs are at the fourth level of the hierarchy. People need to feel their dignity and self‑worth. They have a deep need to be esteemed by themselves and others. Self‑actualization needs are at the fifth and highest level of the hierarchy.
131. Applying Maslow’s Hierarchy of NeedsMost people meet basic needs if they are employed. However, some do not. They are the working poor. They will change jobs for a few dollars, because a few dollars may mean the difference between eating and not eating. If basic needs are satisfied, then people experience safety needs. Supervisors or team members should alert individuals to hazardous substances or possible safety hazards that they may encounter in the work setting.
132. Applying Maslow’s Hierarchy of NeedsSupervisors and team members should also be concerned about helping individuals learn the work they are to do. By doing so they will alleviate some employee fears about losing their jobs due to poor job performance. During the orientation period supervisors and team members should help newcomers fit in and thus meet their needs for affection and belonging. This responsibility means more than just introducing newcomers to their co-workers and then expecting them to fit in on their own. Some will not fit in without help and support. Supervisors and team members should, when necessary, take steps to help otherwise isolated employees fit in to the group so that their skills are fully tapped.
133. Understanding Herzberg’s Two Factor TheoryOver twenty years ago, Frederick Herzberg formulated a theory of motivation from research with 200 accountants and engineers. He asked participants in his research study to report incidents in which they felt very good or very bad about their jobs. Herzberg found many similarities between these reports. When people feel unhappy or upset with their jobs, they tend to react to conditions found in the environment (the job context). When people feel happy with their jobs, they tend to react to conditions that are found on the job or that stem from it (the job content).
134. Understanding Herzberg’s Two Factor TheoryHerzberg thus concluded that two factors affect motivation: hygiene (or job context factors) and motivators (or job content factors). When hygiene factors are unsatisfactory, people become dissatisfied. But when hygiene factors are satisfactory, people do not become more satisfied; rather, they simply experience no dissatisfaction. When motivators are inadequate, people experience no dissatisfaction. However, motivators can be used to stimulate action, energy and enthusiasm.
135. Applying Herzberg’s Two Factor TheoryResponsibility for motivating employees rests more at the work group or team level than anywhere else. One implication of that is supervisors should not point fingers at top managers, rationalizing that employees "can't be motivated as long as top managers fail to pay them adequately, provide adequate and safe working conditions, or threaten their job security." These factors can provoke dissatisfaction but, when adequate, cannot motivate. That responsibility falls to supervisors or team members, who quite often affect individual opportunities, provide immediate recognition to individuals doing their work well, and foster individual growth within the work or team context.
136. Understanding McGregor’s Theory X and YDouglas McGregor is associated more with philosophies of management than with motivation theory. However, supervisory perceptions and assumptions about others clearly influence what they do and what they say in efforts to motivate employees. McGregor's classic The Human Side of Enterprise is well‑known for outlining two distinct theories about people. One theory is highly pessimistic. Calling it Theory X, McGregor believed it was the most traditional and common set of assumptions made by managers about people. The other theory is highly optimistic. Calling it Theory Y, McGregor believed it was the key to achieving motivated people.
137. Understanding McGregor’s Theory X and YTheory X assumptions: People are lazy. Work is distasteful. Employees have to be watched, controlled and coerced. People wish to avoid responsibility. People want job security before anything else. Supervisors should be authoritarians.
138. Understanding McGregor’s Theory X and YTheory Y assumptions: People will exert effort when they believe in what they do. Work is as natural as play. People will not need to be watched if they are committed to what they do. People learn to accept responsibility and can be motivated by it. People want to be interested in their work before anything Supervisors should give others a chance to participate in decision-making.
139. Applying McGregor’s Theory X and YMcGregor's Theories are important because they suggest that supervisors create self-fulfilling prophecies. If they believe their employees are lazy and incompetent, then employees are likely to become that way--and thereby live up to supervisory expectations. If they believe employees are enthusiastic, hard-working and energetic, they are likely to become that way.
140. Understanding Alderfer's ERG theoryClayton Alderfer (1972) extended the work of Maslow, Herzberg and McGregor. He identified three primary needs: (1) Existence; (2) Relatedness; and, (3) Growth. ERG is thus an acronym formed from the first letter of each word.
141. Applying Alderfer's ERG theoryTo apply Alderfer's ERG theory, supervisors should examine their employees and determine from their backgrounds and present interests what needs they are most driven to meet. They can then examine the work environment and the individual's job to determine what higher-order needs can help motivate individuals and what frustrations may result from conditions in the work environment and job. Using that information they can act to remove or minimize frustrating factors and maximize motivating factors present in the work environment.
142. Understanding McClelland's Achievement Theory McClelland identified three basic needs: The first was the need for achievement. It is a drive associated with accomplishing, doing, solving problems, or mastering complexities. The second was a need for power. It is a drive associated with controlling and influencing people and assuming responsibility. The third was a need for affiliation. It is a drive associated with interacting and socializing with others.
143. Understanding McClelland's Achievement Theory High achievers: Are goal‑directed and results‑oriented Prefer to take moderate risks in which outcomes depend on their efforts Like to assume personal responsibility, get frequent feedback on their performance, experience a sense of accomplishment for attaining goals, and pursue tasks with tenacity until they are completed Are quite often too preoccupied with their own goals and achievements to be good managers
144. Understanding McClelland's Achievement Theory The power-motivated: Are not power mad Know how to exercise power for organizational, not personal, ends Like to influence others, however, and their desire for power should be turned to advantage Have traditionally been the best managers and supervisors
145. Understanding McClelland's Achievement Theory The affiliation‑oriented: Seldom make good managers. Are preoccupied with the feelings of others. That tends to impede their judgment. Are often regarded by others as too soft or too lenient on poor performers May make the best team facilitators in team-based organizations, because they focus attention on how well people are getting along rather than on the task to be performed
146. Applying McClelland's Achievement Theory McClelland's Theory has important implications for supervisors because it: Explains why people enjoy what they do and why others do not seek positions in which they can exercise power, depend on their own achievement, or seek comfortable interpersonal relations with co-workers. Dramatizes the importance of power-seeking for those seeking higher-level positions
147. Applying McClelland's Achievement Theory Emphasizes that achievement-seeking is crucial to success in some occupations or industries. Salespersons and entrepreneurs need high achievement drive to be successful. It is apparent when people are driven to achieve goals--like meeting sales quotas or moderately-difficult production quotas. Underscores how important affiliation‑seeking can be when people are concerned with group morale and interpersonal relations
148. Process Theories of MotivationProcess theorists: Focus on behavior Address this question: What makes people behave as they do? Focus their attention more broadly directed than that of content theorists, who address this question: What factors motivate or demotivate people?
149. Process Theories of MotivationThere are three process theories: Equity theory Positive reinforcement theory, and Expectancy theory
150. Understanding Equity TheoryEquity Theory maintains that individuals base their behaviors on comparisons with other people. Individuals compare their total contributions to an organization (inputs) and total benefits received for those contributions (outputs) to inputs and outputs of other people they consider somehow similar to themselves. Inputs include whatever they bring to the job by way of education, experience, effort, or seniority. Outputs include whatever they receive for their inputs--such as pay, job title, job status, special assignments, perquisites, or working conditions.
151. Understanding Equity TheoryAccording to Equity Theory: If individuals feel that others whom they consider to be similar to themselves receive about equal treatment, then a state of equity exists. They feel they are being treated equitably. However, if they believe others are not being accorded equal treatment, then a state of tension is created. Individuals experience anger if they feel they are not being treated as well as others and guilt if they feel they are being treated better than others.
152. Understanding Equity Theory According to Equity Theory, when people feel that they are not being treated equitably they will: reduce their inputs reduce their outputs alter their perceptions of the difference between themselves and others choose some other individual or group with which to compare themselves, or harass those who are perceived to be receiving preferential treatment
153. Applying Equity TheoryThe best advice for supervisors is to anticipate equity questions--and be ready with a good answer for them. Whenever a decision is about to be made, consider: how have similar situations been handled in the past? who is likely to question the decision based on equity issues? How can this objection be handled if it should come up? will there be genuine merit in the objection? If so, why is the matter being handled the way it is? If not, how can differences between the present situation and earlier situations be made clear, perhaps even before the equity issue is raised, without violating individual rights to privacy?
154. Understanding Positive Reinforcement TheoryPositive reinforcement theory: Has a long, venerable tradition stretching from the work of Pavlov to behaviorists like B. F. Skinner. Assumes that the environment (external factors) molds behavior. If people have been rewarded for some behaviors in the past, they are more likely to exhibit similar behaviors in the future. If people have experienced unpleasant outcomes from behavior in the past, they are not likely to repeat those behaviors in the future. This principle--called the Law of Effect--is a foundation of modern reinforcement theory.
155. Understanding Positive Reinforcement TheoryThere are four basic strategies for applying Positive Reinforcement Theory: The first is positive reinforcement. To apply it, supervisors or team members should make desirable outcomes contingent on desired behavior. For instance, immediate praise should be provided when people perform as desired. The second is negative reinforcement. To apply it, supervisors or team members should stop providing a negative outcome when desired behavior is exhibited. For instance, they should withhold reprimands when an employee does what is desired.
156. Understanding Positive Reinforcement TheoryThe third is punishment. To apply it, undesirable consequences should be furnished when undesirable behaviors are exhibited. For instance, employees should have their pay docked when they fail to call in sick. The fourth is extinction. Desirable consequences stemming from undesirable consequences should be decreased. For instance, supervisors or team members should stop giving tacit approval to employees who tell tales about other workers.
157. Applying Positive Reinforcement Theory How can supervisors or team members apply positive reinforcement theory? Here are a few practical tips: 1. Clearly identify and communicate to employees what behaviors are desired. 2. Be ready with rewards. 3. Analyze individuals. Remember that individuals differ in what they find rewarding. 4. Be specific. Establish clear goals and let employees know periodically how well they are progressing in achieving those goals. 5. Be prompt in rewarding. Do not permit much time to elapse between the appearance of the desired behavior and the promised reward.
158. Applying Positive Reinforcement TheoryPunishment should be handled differently: 1. Identify what is wrong. Make very clear what the undesirable behavior is. 2. Identify what is right. Make expectations, work standards or performance targets clear and concrete. 3. Be prompt. Do not let much time elapse between the objectionable behavior and the consequences. 4. Be fair. Make sure discipline is neither too mild nor too severe for the behavior that prompts it. Try to recall how similar cases, if any, were handled in the past and base present action on past precedent.
159. Understanding Expectancy Theory The essence of expectancy theory is simple. People assess the likelihood of receiving rewards they desire by exerting effort and trying to achieve work-related goals. Three factors are worthy of examination in this process: The first is valence. People must value rewards they expect to result from achieving goals. They will not exert effort if they do not value the rewards. The second factor is instrumentality. People must believe that their work will produce predictable results. If they are uncertain of the effects of their performance, then instrumentality is low. The third factor is expectancy. People must believe that they can achieve the desired level of performance that is necessary to achieve goals. If they are not confident of this, expectancy is low.
160. Understanding Expectancy Theory Motivation is a function of all three factors. If any one of them is perceived to be low, then employees will not be motivated. Further, the consequences of a reward should also be considered because the consequences may also affect motivation. For instance, an individual pursuing a pay raise will assess whether (1) higher pay is a goal worth achieving, (2) it is possible to produce in a way leading to this reward, and (3) it is possible under present circumstances to achieve the reward. However, if a consequence of higher pay is to push the individual's income into a higher tax bracket, the positive consequence is (potentially) outweighed by the negative one. The individual may--or may not--be motivated.
161. Applying Expectancy Theory Expectancy theory demonstrates just how complex motivation issues can be. It assumes that the supervisor's job is to think through individual situations, pinpoint barriers to motivation, and help remove those barriers. Supervisors should attempt to create a work environment within which work contributions are viewed by the individual as a path leading to desirable rewards.
162. Applying Expectancy Theory Supervisors are responsible for influencing valence, instrumentality and expectancy. They must analyze what rewards their employees are seeking, what outcomes will result from performance, and how individuals can achieve desired levels of task performance. They influence expectancy by selecting people who possess the ability to perform, training them to perform, supporting performance with appropriate resources, and clarifying what goals are worth seeking.
163. Applying Expectancy Theory They influence instrumentality by communicating what relationship exists between individual exertions and results. They influence valence by clarifying what rewards are likely to stem from achieving desired results.
164. Activity: How Can The Theories Of Motivation Be Applied?Form teams of 5 people each Spend about 10 minutes Appoint a spokesperson for your team Identify some practical tips on how you might apply one theory of motivation (you choose which one) and then explain why you would apply it as you suggest When your group is finished, your spokesperson should have a list of practical tips on how to apply one theory of motivation and should be prepared to describe it to the large group
165. Debrief Of The ActivityCould I have a volunteer from among the group spokesperson to provide the group’s practical tips?
166. What Are Reward Systems And Strategies?An incentive is an inducement (encouragement) to behave in certain ways or to achieve certain results A reward is an after-the-fact encouragement for behaving in a certain way or for achieving certain results
167. What Theories Govern Reward Systems And Strategies? Incentives and reward may differ by individuals. When determining pay, consider: Market value of the work Internal relationship of the job to other jobs in the organization Value of the reward to the individual Salary compression What other issues should be considered when establishing a reward strategy?
168. Activity: How Can Reward Systems And Strategies Be Applied?Form groups of 3-5 people each and devote about 10 minutes to this activity Brainstorm as many ways to reward people as possible. Do not limit yourself to pay or wages only. When you are finished, be prepared to provide your list—and explain how rewards might be tied to (and support) business strategic objectives.
169. Debrief Of The ActivityWould one group please volunteer their list?
170. Why Is Socialization Important?Employee socialization is important because it affects an individual’s: Attitudes Expectations about the future Productivity Ultimately, it affects the individual’s decision to stay or leave the organization
171. What Are the Stages of Employee Socialization? Stages of SocializationAnticipatory Socialization Socialization Post Socialization What happens before employmentWhat happens during employmentWhat happens after employment
172. How Does Socialization Occur?Socialization occurs through: Orientation On-the-job training Attitudes shaped by co-workers, supervisors, and friends Family members Other methods (Can you name some?)
173. Storytelling and Socialization Socialization is influenced heavily by the stories told about the organization What kind of stories have you heard told about your organization? Do you believe those stories or not? How does the storyteller affect the believability of the story? Why do you think so?
174. A Socialization ProgramAn employee socialization program is a long-term effort to help individuals acculturate into an organization Such programs are usually intended to reduce turnover (for the organization) and reduce anxiety (for the individual) Such programs are usually focused around the key events that occur to individuals during the socialization process
175. What To Do to Retain Talent Ritu Agarwal and Thomas W. Ferratt, in their book, Coping with Labor Scarcity in Information Technology, identified a number of retention practices that were adopted by the 32 IT organizations they studied. Source: Eisenberg, B., Kilduff, C., Burleigh, S., & Wilson, K. (2001). The role of the value proposition and employment branding in retaining top talent. SHRM Whitepaper. http://www.shrm.org/hrresources/whitepapers_published/CMS_000380.asp#P-4_0
176. What To Do to Retain Talent Their research showed that key issues in retention include the following: • Performance Management: regular, realistic and fair reviews; • Compensation and Benefit Systems: effective programs tied to the market; • Work Arrangements: processes designed around the work and the needs of the workers; Source: Eisenberg, B., Kilduff, C., Burleigh, S., & Wilson, K. (2001). The role of the value proposition and employment branding in retaining top talent. SHRM Whitepaper. http://www.shrm.org/hrresources/whitepapers_published/CMS_000380.asp#P-4_0
177. What To Do to Retain Talent• Training & Development: the chance to enhance their current skills; • Longer-term Career Development: the opportunity to develop business and leadership skills; • Opportunities for Advancement: both technical and management career paths offered; • Opportunities for Recognition: variety of incentives plans for both teams and individuals; • Quality of Leadership: training for managers and empowerment of employees; Source: Eisenberg, B., Kilduff, C., Burleigh, S., & Wilson, K. (2001). The role of the value proposition and employment branding in retaining top talent. SHRM Whitepaper. http://www.shrm.org/hrresources/whitepapers_published/CMS_000380.asp#P-4_0
178. What To Do to Retain Talent• Sense of Community: sense of belonging and being connected; • Lifestyle Accommodation: flextime, child care and the like; • Organizational Stability and Employment Security: the more financial stability the better. Source: Eisenberg, B., Kilduff, C., Burleigh, S., & Wilson, K. (2001). The role of the value proposition and employment branding in retaining top talent. SHRM Whitepaper. http://www.shrm.org/hrresources/whitepapers_published/CMS_000380.asp#P-4_0
179. Part V:How to Evaluate the Performance of the Team and Individuals
180. Overview of This PartWhat is performance? Activity on performance Debrief of the activity What is meant by the terms performance appraisal and performance management? How is a performance appraisal system established? How is a performance management system established? How is HRM related to performance appraisal and performance management, and what role does this play in business strategy?
181. What Is Performance?Performance is: Synonymous with productivity Linked to results, outputs and outcomes more than behaviors or efforts to try to achieve results Not linked to how much we “like” or “dislike” a performer
182. Activity on PerformanceForm groups of 3-5 people each Spend about 10 minutes to make a list of all the factors that you can think of that influence individual performance Now identify how many of those factors are controlled by the individual and how many of those factors are controlled by the organization When your group is finished, you should be prepared to offer your lists of what factors influencing performance are controlled by the individual and what factors are controlled by the organization
183. Debrief of the ActivityWould one group please offer its lists of factors?
184. What Is Meant By The Terms Performance Appraisal And Performance Management?Employee performance evaluation, sometimes called performance appraisal, is the process by which supervisors or team members assess how well individuals have been fulfilling their job responsibilities. It is also a process for providing guidance to individuals for future improvement in their work performance. Performance Management has several possible meanings and can refer to feedback systems on performance, a process of planning, following through and then providing feedback on performance, or simply managing performance.
185. Understanding the Difference Between Performance Appraisal and Performance ManagementProduction ProcessOutputsInputsThe WorkPerformance Appraisal Focuses HerePerformance Management Focuses on all aspects
186. How Is A Performance Appraisal System Established?Clarify the purpose and goals or objectives of the effort Clarify who is to be covered and what is to be measured Clarify how the measurement process will take place
187. How Is A Performance Management System Established?Decide what the focus will be—individual performance, organizational performance, or both Decide when and how to plan performance, measure results, and provide feedback
188. What Are Some Different Approaches to Performance Appraisal? There are two basic ways by which to categorize approaches to employee performance evaluation: According to the means by which performance criteria are expressed, and According to who carries out the performance evaluation process
189. Different Means of Expressing Performance Criteria Criteria are benchmarks of performance and can be expressed as Traits Global Scales Dimensions Behaviorally-anchored Rating Scales, Or Objectives
190. Different Means of Expressing Performance Criteria Criteria are benchmarks of performance, can provide a foundation for performance appraisal/evaluation/management and can be expressed as Traits Global Scales Dimensions Behaviorally-anchored Rating Scales, Or Objectives
191. How Is HRM Related To Performance Appraisal And Performance Management, And What Role Does This Play In Business Strategy?Performance appraisal or performance evaluation is linked to HRM because the HR function is often the place where the responsibility for coordinating a performance appraisal or performance management system is placed Managing performance, and providing feedback, is essential to achieving results and is thereby linked to organizational strategy
192. What’s Wrong with Traditional Performance Management? Traditional performance management is associated with performance appraisals. Performance appraisals are well-known for such problems as: Failure for everyone to complete the appraisal on time Lack of consistency and objectivity by managers in appraising the staff Failure to provide upper management with feedback on staff performance Source: Scharinger, D. (1996; 2002). Performance appraisal/an overview. SHRM Whitepaper at http://www.shrm.org/hrresources/whitepapers_published/CMS_000105.asp#P-4_0
193. What’s Wrong with Traditional Performance Management?The perception that the whole procedure is busy work of little value Sometimes a backward-looking orientation A focus on criticism that can be demoralizing, particularly to high potential performers What other problems have you heard expressed about this process?Source: Scharinger, D. (1996; 2002). Performance appraisal/an overview. SHRM Whitepaper at http://www.shrm.org/hrresources/whitepapers_published/CMS_000105.asp#P-4_0
194. Defining Performance Standards And TargetsClarify minimum expected work results (standards) and desired work results (targets) Track the achievement of the standards and targets Examine historical records and ask experienced performers what they believe are fair measures for “standards” Negotiate targets with individual performersSource: Findley, H., & Amsler, G. (2003). Setting performance expectations: Return to the basics. SHRM Whitepaper at: http://www.shrm.org/hrresources/whitepapers_published/CMS_003969.asp#P-4_0
195. Monitoring Achievements And Business ResultsAn important objective in a good performance management system is to integrate individual and organizational results that are desired Performance is closely tied to productivity
196. Analyzing Performance Methodically Take steps to analyze performance for individuals, and for problems, methodically. A good approach is to pose such questions as these when confronted with a problem: What is happening? What should be happening? What is the gap between them? How important is this gap? What is the cause of the gap?Source: Rothwell, W. (1996). Beyond training and development: State-of-the-art Strategies for enhancing human performance. New York: Amacom.
197. Analyzing Performance MethodicallyHow can the gap be closed? What negative side effects are likely to result if the solution step is implemented? How can the negative side effects be averted as much as possible?
198. The Balanced Scorecard Model And Performance AuditingThe balanced scorecard is a management tool designed for organization development that provides a concise picture of the overall organization in four quadrants: financial goals, customer perspective, internal processes and learning and innovation. All metrics should link back to key success factors and represent a balance among all stakeholders. Source: Pike, V. (2002). Balanced scorecard basics on implementation. SHRM Whitepaper at: http://www.shrm.org/hrresources/whitepapers_published/CMS_000258.asp#P-4_0
199. The Balanced Scorecard Model And Performance Auditing The most successful programs have involved use of carefully planned scorecards for projects or units of manageable size and scope. Scorecards should be well understood by all employees and backed by strong leaders. Best practices identified include: 1) the human resources scorecard design and implementation process designed by GTE 2) Washington State's human resources scorecard and their understandable, inexpensive power point employee training presentation Source: Pike, V. (2002). Balanced scorecard basics on implementation. SHRM Whitepaper at: http://www.shrm.org/hrresources/whitepapers_published/CMS_000258.asp#P-4_0
200. The Balanced Scorecard Model And Performance Auditing3) an HR assessment for decentralized HR offices designed by the U.S. Department of Transportation and 4) the Texas State Auditor's Office draft guide to scorecard development containing excellent models and their ongoing real-time training. Source: Pike, V. (2002). Balanced scorecard basics on implementation. SHRM Whitepaper at: http://www.shrm.org/hrresources/whitepapers_published/CMS_000258.asp#P-4_0
201. The Balanced Scorecard Model And Performance AuditingFinancial Goals: How do we look to stakeholders? A range of measures from traditional accounting measures to sophisticated value-added measures linking managerial goals to stakeholder interests. Customer Perspective: How do customers see us? Responsiveness, quality, value added to customers through services or products, number of repeat customers, fewer errors, etc. See that surveys and questionnaires have an acceptable rate of return and validity.Source: Pike, V. (2002). Balanced scorecard basics on implementation. SHRM Whitepaper at: http://www.shrm.org/hrresources/whitepapers_published/CMS_000258.asp#P-4_0
202. The Balanced Scorecard Model And Performance AuditingInternal Processes: What must we excel at? Performance in operations or production. Learning and Growth Or Innovation: Can we continue to improve and create value? How the organization develops and improves employee skills, knowledge, technology and information systems.Source: Pike, V. (2002). Balanced scorecard basics on implementation. SHRM Whitepaper at: http://www.shrm.org/hrresources/whitepapers_published/CMS_000258.asp#P-4_0
203. The Balanced Scorecard Model And Performance Auditing Performance audits examine organizational as well as individual practices
204. Examine Organizational Methods to Energize and Motivate IndividualsOrganizations attempt to energize and motivate individuals through external means. That usually includes a key focus on wages and salaries. But individuals can also be motivated by intrinsic (internal) methods.
205. Case StudyDivide up into groups of 3-5 people each. Appoint a spokesperson for your group. Read the case appearing in the Participant Guide and answer the questions following it. When you are finished, the spokesperson for your group should be ready to provide the group’s answers to the questions that followed the case. Devote about 30 minutes to this Activity. I will check with each group at the end of that time to see if more time might be needed.
206. Debrief of the Case StudyWould one of the spokespersons please provide his or her group’s answers to the case questions?
207. Part VI:How to Plan Training and Development Programmes
208. Overview of This PartWhat is training, and what is development? What role does training play in HRM, and how is it related to business strategy? Activity on training and development Debrief of the activity What are different methods by which training can be planned? Activities on planning training Debriefs of the activities
209. What Is Training, and What Is Development?Training is the process of providing workers with the knowledge, skills, and attitudes they need to perform their jobs productively and to meet or exceed customers’ requirements. Development is the process of preparing workers for the future without necessarily associating the learning experiences with specific purposes in mind.
210. Why Is Training Important?Training is important because it helps: Cut down the unproductive breaking-in period of new workers Workers maintain their competence in the face of changing working conditions and requirements
211. What Role Does Training Play In HRM, And How Is It Related To Business Strategy? There are two key ways by which to build bench strength in organizations: Hire from outside Train, develop and promote from inside
212. Activity on Training And DevelopmentForm groups of 3-5 each Identify ways that you could establish a corporate university or a planned training program in your organization. List the steps that you would use, why you would use them, and how the training program’s objectives or university’s objectives would be linked to organizational strategy. When you are finished, be prepared to provide your steps, your rationale for using them, and how you would link the training program’s objectives to the organization’s strategic objectives.
213. Debrief of the ActivityWould one group provide your steps, your rationale for using them, and how you would link the training program’s objectives to the organization’s strategic objectives?
214. What Are Different Methods By Which Training Can Be Planned? Training may be conducted: On-the-job (OJT) Near-the-job (NJT) Off-the-job (OFJT)
215. What Approaches to Planning Training Are Possible?
216. The Instructional Systems Design Model
217. The Action Learning ModelState a problemForm a teamBrief the teamProvide constraintsAllow the team to experimentEvaluate resultsHit constraintDebrief team members individually and collectively
218. Activities on Planning TrainingForm groups of 3-5 people each Prepare a plan for a company orientation program using one or several of the planning models for training just described. Be sure to explain what you would do and how you would do it. When your group is finished, be prepared to present your plan at the front of the group.
219. Debriefs Of The ActivitiesWould one group present its plan at the front of the group? Would the other groups present their plans?
220. Part VII:Evaluation of Your Competence
221. Overview of This PartInstructions on how your competence will be evaluated Evaluation process Feedback Summary
222. Part VIII:Conclusion
223. Overview of This PartSummary of the session’s purpose, objectives, and organization Workshop evaluation Reflection on the workshop process
224. Summary Of The Session’s Purpose, Objectives, And Organization This core module describes the strategic importance of human resource management (HRM).
225. Summary Of The Session’s Purpose, Objectives, And Organization Upon completing this module, participants will be able to discuss: The strategic importance of human resource management within the organization How human resource management contributes to business strategy How to implement appropriate motivation and reward systems and strategies
226. Summary Of The Session’s Purpose, Objectives, And OrganizationHow to evaluate the performance of the team and individuals How to plan training and development programmes
227. Summary Of The Session’s Purpose, Objectives, And OrganizationDay 1 Introduction to the Core Module The Strategic Importance of Human Resource Management Within the Organization Day 2 How Human Resource Management Contributes to Business Strategy How to Implement Appropriate Motivation and Reward Systems and Strategies
228. Summary Of The Session’s Purpose, Objectives, And OrganizationDay 3 How to Evaluate the Performance of the Team and Individuals Day 4 How to Plan Training and Development Programmes Evaluation of Your Competence Conclusion
229. Workshop EvaluationPlease complete the workshop evaluations that you have been given
230. Reflection On The Workshop ProcessWhat was done especially well in this workshop? How do you believe this workshop could have been improved?

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