Human Resource Management
Human Resource Management
The key to transform a great business idea into reality. Every business concept has a hand in hand relation with the manpower who will drive various aspect of the business. Unless the human resource and various aspect of it is not understood and utilized appropriately the success of business
Competency and Its Mapping
Competence (or competency) is the ability of an individual to perform a job or any given assignment properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual or group of employees. Various kind of competency was understood and based on this an individual or group of individual may be assigned a job. At the same time I got an opportunity to assess my personal competency and how it may be shifted to expert level i.e. I was not very comfortable with sudden changes in the course action suggested by my senior – dealing with non clear instruction use to disturb me. But now I have understood that this is a part of job as one grows up in the corporate structure. And will have to manage such situation with better competency.
The process of recruiting an individual for some known set of job is also one of the important take away from this course. This refers to the process of attracting, screening, and selecting a qualified person for a job. The process to achieve competency in all the above mentioned skills was discussed in the course and it gave a fairly good idea on how to manage.
Training and Development
Training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. A well trained employee is the most valuable asset to the organization – as he is capable of executing most of the process desired by the respective individual.
Important Legal Aspect In Reference to Indian Labor law.
The legal aspect in the context of Indian labor law – we got acquainted to some of the important laws which we must know as managers. This is for our benefit, the benefit of the group, company, society and the nation at large. The bellow mentioned acts were very informative.
▪ Industrial Disputes Act 1947 ▪ Trade Union Act 1926 ▪ Factories Act 1948 ▪ Employee’s Provident Funds & Misc. Provisions Act 1952 ▪ Employees’ State Insurance Act 1948 ▪ Maternity Benefit Act, 1961 ▪ Payment of Gratuity Act 1972 ▪ Employees’ Compensation Act 1923
Although the take away in this course cannot be documented fully but I have pointed out few of them which was important to me. The take away will be demonstrated in the time to come by the way it is implemented in the real and practical situations.
HR audit on Appraisal System
HR audit is the systematic verification of various aspect of human interaction with the concerned job. This encompasses job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and morale, participative management, communication, welfare and social security, safety and health, industrial relations, trade unionism, and disputes and their resolution. HR audit is very much useful to achieve the organizational goal and also is a vital tool which helps to assess the effectiveness of HR functions of an organization. It gives an idea that the organization is aligned to the organizational vision, mission and goal or not.
In reference to this assignment I have done audit of “appraisal system and its linkage to pay for performance”
Appraisal System and Pay for Performance
The purpose to do this audit is to examine and pinpoint strength and weaknesses related to HR areas – like appraisal system and Pay for performance system to enable an organization to achieve its long-term and short-term goals. This audit is done for my own organization. Few suggestions for improvement are also added.
The present Appraisal system
The job role is clearly explained and is quantified. The performance is rated as A+ , A, B+ , B and C. The one who exceed in achieving the goal this will get A+ and so on. The one who gets A+ will be rewarded monetarily for display of great performance which exceeded the given target. Rest all will not be financially rewarded. This happens every quarter and finally at the end of financial year. Management felt it needed to use pay-for performance as an additional inducement either to achieve particular goals, to reinforce learning and/or team behavior in semiautonomous teams, and or to compensate for an increase in span of control due to de-layering.
In this assignment I will try to point out the negatives of this kind of appraisal system
Everyone is concerned for their target and tend to ignore the following. Specifically, they motivate employees to focus excessively on doing what they need to do to gain rewards, sometimes at the expense of doing other things that would help the organization.
1. The senior many time fails to inculcate employee motivation towards their individual achievement goal – which in turn is a component of immediate senior goal. i. Hence fails to inculcate the charm of achieving challenging but doable goal.
2. There is a quota of number of person who will get recognized for excellent performance. Corporate budgets for bonuses often limit payout.
i. That in other terms means – the achievement of goal is not the only measuring parameter. There are several more differentiating factors which decide that the individual will get recognized or not.
ii. This sometime becomes non motivating factor in the mid of the evaluation course when an individual realizes that the recognition is based on the ability beyond the achievement of target.
iii. Managers can lose commitment to the pay system if it pays out more than anticipated due to problems in payout standards and if there are changes in performance standards due to changes in technology and organizational arrangements and unanticipated learning curves.
iv. It is changing circumstances that make it difficult for managers to sustain links between pay and performance in a way that will avoid perceptions of unfairness and inequity. Such perceptions can undermine the perceived link between pay and performance so important to sustain its motivational power.
3. There is no formal discussion with the HR representative during the appraisal.
i. Which leads to inappropriate focus of personal development from HR point of view.
In other words, rather than assuming that there are universal best practices for pay-for-performance, it may be that what is effective for a particular organization depends on some unique aspects of its culture, and one must, therefore, be cautious in generalizing from one organization to another, even within the same industry. To ignore employee discontent with the pay system would mean undercutting the high-commitment culture.
Suggestion for changes
1. Discussion on the goal with the individual – monthly, quarterly as well as half yearly and finally annual.
2. The recognition of performance should be based on the attitude and genuine motivation towards achievement of goals set during the above discussion.
3. Appraisal should be done in presence of HR representative and immediate supervisor.
4. Many times the individual does not know why he is being asked to do any specific job and is unable to see the bigger picture i.e corporate strategy, competitive strategy and functional strategy. And hence the individual does not feel himself inclusive in the overall process.
5. Apart from the specific goals of the company – there must be a focus on the personal skill, knowledge and attitude of the employee. There must be a discussion on the training need and requirement. This will strengthen the most valuable asset of any organization.
6. The pay for performance should not be limited to little number of persons. It should be distributed in form of slabs to all.
7. High commitment can only be created if employees develop an emotional attachment to the task, management, and the company. This in turn can only be developed if they feel fairly treated. And, this in turn is a function of how much voice they have in issues that affect task performance and their well-being.
8. The recognition of performance should not be based on the skills other than the professional need.
Subject: Human resources,
University/College: University of Chicago
Type of paper: Thesis/Dissertation Chapter
Date: 21 December 2016
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