Ch 3 promotion-1.pptx of human resources management

Human resources management material

1. Absenteeism It is failure of employees to report though they are scheduled to work. unauthorized absences . It reduces the number of employees available for work. It costs money to the organization , reflect employee dissatisfaction with an organization. There is avoidable and unavoidable absenteeism. U navoidable absenteeism is when;- - the employee falls sick , -his/her dependents at home become unwell or -there is an accident inside the plant . It is accepted by administrators and is even sanctioned by labor laws.

2. Cont’d Avoidable absenteeism arises because of;- - night shifts , - opportunities for moonlighting (second job) and earning extra income, - lack of job security , - job dissatisfaction and - unfriendly supervision . This absenteeism needs intervention by the administration.

3. Controlling Absenteeism The immediate causes are employee's ability to attend and motivation to attend . Ability relates to involuntary absenteeism. Managers try to influence motivation through direct policies . Most common are;- policies against voluntary absenteeism, - with penalties for offenders . These policies are ineffective . Positive rewards for good attendance ( cash bonuses, recognition, or time-off with pay ), with negative sanctions for absenteeism, can improve attendance.

4. Turnover It is the shifting or movement of a workforce within and out of an enterprise . total number of workers who leave a company Factors for voluntary turnover ;- employee’s perceptions of the ease of movement and desirability of movement. Ease of movement depends on personal characteristics of the employees and on economic conditions. E.g. qualified and young employees Economic conditions;-unemployment levels.

5. Cont’d Employees may want to leave their current jobs but stay with the organization if other jobs are available through transfer or promotion. T hese opportunities can be used to influence turnover. A major factor that influences desirability to leave is employee satisfaction.

6. Promotion It is an improvement in pay, prestige, position and responsibilities of an employee. A mere shifting of an employee to a different job which has better working hours , better location and more pleasant working conditions does not constitute promotion. The new job is a promotion for the employee when it carries increased responsibility and enhanced pay.

7. Purposes of Promotion To motivate employees to higher productivity To attract and retain qualified and competent employees To recognize and reward efficiency of an employee To increase effectiveness of the employee and organization . To fill up higher vacancies from within To build loyalty, morale, and sense of belongingness To impress others that opportunities are available to them too in the organization if they perform well.

8. Types of Promotion 1. Horizontal Promotion;- involves an increase in responsibilities and pay, and a change in designation . there is no change in the nature of the job . E.g. Graduate assistant-lecturer 2. Vertical Promotion ;- results in greater responsibility, prestige and pay , change in the nature of the job . 3. Dry Promotion are given instead of increases in remuneration. Designations are different and increase in responsibilities. The promoted individual may be given one or two annual increments . E.g. team member-team leader

9. Transfer It is a change in the job (place of the job) of an employee without a change in responsibilities or remuneration. Reasons for Transfer from the surplus department to shortage . Removal of the incompatibilities between workers and bosses and between one worker and another worker. Correction of faulty in initial placement . interests and capacity of an individual, repetitiveness of a job may decrease productivity climate may be unsatisfactory for an employee’s health. Family related issues

10. Types of transfers A. Production transfers to avoid imminent lay-offs of surplus employees . B. Replacement Transfers to avoid lay-offs, of senior employees . A junior employee may be replaced by a senior employee. It is used when;- all operations are declining - to retain long-service employees . C. Versatility transfer to make employees versatile and competent in more than one skill.

11. Cont’d D. Shift transfers industrial establishments operate more than one shift. Transfers between shifts are common on a rotation basis. E. Remedial Transfer ;- are effected at the request of employees and are, called personal transfers . Because of;- fault at initial placement of an employ - conflict with supervisors or other workers . - unsuitable working conditions for health .

12. Separations It refers to employee leaving the organization . It means end of service with the organization . It is called “negative recruitment”. It may take the form of retirement, resignation, dismissal, lay-off or retrenchment. There are avoidable and unavoidable causes. Unavoidable;- Employee’s preferences or incompetence - poor health Avoidable;- incompatibility with peers or superiors , - lack of interest, -perceived fears about one’s own career prospects , - change of technology , - change of production volume , - poor working conditions , etc…

13. 1. Lay-off a temporary separation of the employee at the instance of the employer . It is separation of employees for an indefinite period due to reasons, beyond the control of employer . to reduce financial burden of organization. the employee will be recalled by the employer for duty. R easons : shortage of raw materials ; accumulation of stocks ; breakdown of machinery etc. compensation is paid for the period they are laid off. The basis for the lay-off may be merit or seniority. “ last in first out (LIFO)” principle is used; when they are recalled and reemployed, last out first in (LOFI) principle is used.

14. 2. Resignations termination of employment at the instance of the employee. When a n employee secures a better job elsewhere , or ill health , and for other reasons. Voluntary resignation and Induced resignation. Voluntary resignation reasons;- - lack of promotional opportunities , -chances of better employment elsewhere , - health reasons , - dissatisfaction of job etc. Induced resignation implies avoiding termination on grounds of discipline.

15. 3. Dismissal or discharge termination of services as a punishment for some major offences done by the employee. It needs to be supported by just and sufficient reason. If the reason of discharge is;- incompetence , - poor health or - organizational reasons, the employee must be given adequate notice. R easons for dismissal:- excessive absenteeism ; - serious misconduct ; - false statement of qualification and - theft of an organization’s property .

16. 4. Suspension When any serious charge is brought against an employee , he/she will be suspended during the period of investigation. prevent the employee from tampering with documents or influence the witness . During the suspension period, he/she is paid a reduced amount of salary , “ subsistence allowance ”. he/she will be re-established if found “not guilty ” or dismissed if found “guilty” of charges. If he/she is re-established, pay and allowances during period of suspension will be paid and service seniority is restored.

17. 5. Retrenchment It is termination of the services of employees because of;- replacement of labor by machines or - the closure of a department . is the termination of services, permanently due to any reason, which is economical but not discipline . This may happen due to;- change of technology , - competition , - high-rise of cost of production , - increasing losses etc. E mployee is entitled for bonus and compensation . The principle for retrenchment is “last in first out (LIFO)”.

18. 6. Retirement It is the point at which someone stops working because of reaching a particular age . Compulsory retirement schemes ;- apply to persons who have reached a particular age. Voluntary retirement scheme(VRS) a novel scheme, also known as the Golden Hand Shake Plan for surplus employees. compensations are paid to those workers who choose to leave. Management prefers pay large sums and reduces staff than retaining surplus labor and continuing to pay them idle wages.