TEAM CHAIN-special topics in resorce managment.pdf

SPECIAL TOPICS

1. SPECIAL TOPICS
IN RESORCE
MANAGMENT
TEAM CHAIN

2. LORD, WE OFFER TO YOU OUR CLASS TODAY.

WE PRAY THAT THROUGH YOUR DIVINE GUIDANCE, WE WOULD LEARN HOW TO
LISTEN ATTENTIVELY TO THE INPUTS OF OUR TEACHER AND CLASSMATES.

MAY WE PARTICIPATE ACTIVELY IN THE DISCUSSIONS AND ACTIVITIES, SO WE COULD
LEARN MORE WHILE HAVING FUN. MAY WE VALUE EACH OTHER’S CONTRIBUTIONS AS
A BUILDING BLOCK TOWARDS HARMONY AND PEACE.

GRANT THAT AS WE INTERACT WITH ONE ANOTHER, WE RECOGNIZE THE FACT THAT
ALL OUR LEARNING ACTIVITIES SHOULD BE ACCOMPLISHED FOR YOUR GREATER
GLORY. GRANT THAT WE RECOGNIZE YOU IN EACH OF OUR CLASSMATES AND
TEACHERS.

AS WE LEAVE FOR HOME, WE PRAY THAT YOU KEEP US SAFE FROM HARM AND
ILLNESSES. AND WE WOULD BE ABLE TO APPLY CORRECTLY WHAT WE HAVE LEARNED
FROM SCHOOL.

ALL THESE WE ASK IN YOUR POWERFUL NAME.

AMEN.
PRAYER

3. REMINDERS

4. STRATEGY
IMPLEMENTATION:
WORKFORCE
UTILIZATION AND
EMPLOYMENT
PRACTICES

6. EFFICIENT UTILIZATION OF HUMAN RESOURCES

Chaparral Steel in Midlothian, Texas.
has achieved workforce flexibility through extensive cross-training and non-union operations,
has motivated its employees to master a broad range of skills that enable them to perform a wide
range of activities,
has become one of the world's most efficient steel producers through technological
advancement/innovation and computerization.
Frost, Inc.,
a small manufacturer in Grand Rapids, Michigan, has seen the benefits of technological innovation and
human resource flexibility.
Several managerial techniques may increase employee flexibility. Cross-training and other new
approaches have recently provided such flexibility. A more traditional approach involves operating on a
non-union basis.
One of the most extreme examples of efficiency:
1.
2.
SIMILARITY OF BOTH COMPANIES
- A flat organizational structure, lean staffing, small size, informality, information availability

7. Requirements for Effective Teams
There must be a compelling purpose that is served by real teamwork.
Effective teams have complementary skills, so carefully selecting team members is critical.
Effective teams also give and receive feedback.
Trust
Compatible organizational systems.
Forming Phase
Storming Phase
Norming Phase
Performing Phase
1.
The following are factors that must be in place for teams to be effective:
2. Managers should also be aware that effective teamwork takes time to develop. Before a
team reaches its peak performance, it goes through the following phases:

USING WORK TEAMS

8. NON UNION - not belonging to or connected with a trade union; used to refer to a
company or organization that does not employ workers who belong to a union
Companies frequently pursue nonunion strategies to gain greater flexibility. These
strategies can impact divisional composition, plant size, and location
Anil Verma studied large multi-plant firms with union and non-union employees. Building
small nonunion plants rather than expanding capacity in existing unionized plants was one
strategy he found firms using to reduce their exposure to labor relations issues.
Other factors that influence the likelihood of unionization include employee characteristics,
job content, compensation, industry, job satisfaction, perceptions of union instrumentality,
union characteristics, government regulation, and macroeconomic influences
1.
2.
3.
4.

OPERATING ON A NONUNION BASIS

10. DEALING WITH EMPLOYEE SHORTAGES
- The combination of demographic influences and a robust economy can produce severe labor
shortages in many occupations.
Ways to Deal with Employee Shortage
1. Strategic Recruiting
-The strategic recruitment is focused purely on the key job positions in the organization. It is focused
on the hiring of the job positions needed for the accelerated growth of the business. The strategic
recruitment can be a separate process from the usual recruitment process for the mass job
positions.
2. Special Recruiting for Minorities and Females
-Organizations often have shortages in their numbers of minorities and females. Recruiting in this area
is affected by a company’s public image. Companies that have created positive public images, through
their leadership in developing diverse workforces, have an advantage in attracting females and
minorities.
DEALING WITH EMPLOYEE SHORTAGES

11. 3. Flexible Retirement as a Source of Labor
- With an aging population, it seems likely that labor shortages may be
partially addressed by extending the number of years that employees
work before retirement.
4. Managing Vendors of Outsourced Functions
- As noted earlier, many human resource management functions have
been outsourced. When such functions are outsourced, the human
resource executive or manager’s role changes from super-vision of
employees who perform these functions to managers of a vendor
relationship.
DEALING WITH EMPLOYEE SHORTAGES

13. Excellent selection procedures are essential for obtaining a workforce that can become
a source of competitive advantage.
High performing companies are very selective in their staffing decisions.
A number of requirements must be met before firms can make good selection
decisions. First of all, selection procedures need to have the psychometric properties of
reliability and validity.
Reliability and Validity

Forms of Reliability:
1. Test–retest reliability
2. Interrater reliability
SELECTION OF EMPLOYEES

14. It means that the procedure predicts what it is supposed to predict. With selection
procedures, this means that the test or interview predicts job performance in the position
for which applicants are being selected.
Forms of Validity:
Provides the foundation for good selection by identifying the knowledge, skills, abilities, and
other requirements (KSAs) necessary to perform the job.
Identifies the tasks that make up a job, and these tasks form the basis for job descriptions.
VALIDITY
1. Predictive validity
2. Concurrent validity
3. Content validity
JOB ANALYSIS
TRADITIONAL JOB ANALYSIS:
Two approaches for collecting information for job analysis:
1. Interviews of job incumbents and their supervisors
2. The use of task inventory questionnaires.

15. Nontraditional Job Analysis:
Interviews
Evolving to deal with situations in which there is
extensive teamwork or flexible work assignments.
Universal feature of selection systems in which potential
employee or a candidate applying for the job is evaluated by
an employer or the selection staff for prospective
employment in the company.

17. TESTING
COGNITIVE ABILITY TEST
PERSONALITY TEST
PERFORMANCE/WORK SAMPLE TEST
THE USE OF SELECTION TESTS PROVIDES ANOTHER MEANS FOR
IMPROVING THE SELECTION PROCESS. THERE ARE SEVERAL TYPES
OF TESTS THAT ARE RELEVANT TO SELECTION.
COMMON TYPES OF TESTS:
1.
2.
3.
SELECTION OF EMPLOYEES
BEHAVIORAL INTERVIEWS
ESSENTIALLY, IN A BEHAVIORAL INTERVIEW, A CANDIDATE MIGHT BE
ASKED TO DESCRIBE HOW HE OR SHE DEALT WITH A PARTICULAR
SITUATION IN THE PAST.

18. ASSESSMENT CENTERS
ASSESSMENT CENTERS ARE ANOTHER SELECTION PROCEDURE
THAT OFFERS RELATIVELY HIGH PREDICTIVE VALIDITY FOR
MANAGERIAL AND SUPERVISORY JOBS.
ASSESSMENT CENTERS ARE INTENSIVE SELECTION PROCEDURES
THAT MAY LAST ONE TO TWO DAYS, IN WHICH MULTIPLE
ASSESSORS OBSERVE THE ABILITIES OF APPLICANTS IN A WIDE
RANGE OF SETTINGS.
SELECTION OF EMPLOYEES

20. DEALING WITH EMPLOYEE SURPLUSES
Companies may reduce the possibility of laying off employees by several methods, which
include both short-range and long-range approaches.
Redeployment and Retraining Early Retirement Retreat from Employment
Security Policies
Downsizing and Layoffs Termination Strategies

21. Obsolescence is not always prevented and retraining may be required. With
the increased rate of technological change and potential for skill
obsolescence, retraining may become more important. As a result, many
companies provide retraining for managers whose skills have become
obsolete.
Redeployment in the workplace is the moving of an employee from one job
or role to another. The new job or role does not necessarily need to be
similar to the original.
IBM is an example of a company that provided extensive retraining for
employees to be redeployed within the company.
1. REDEPLOYMENT AND RETRAINING

22. 2. EARLY RETIREMENT
In dealing with an excess of employees, companies frequently differ early
retirement incentives in which employees currently ineligible for retirement
receive additional years’ credit and a bonus payment that enhances pension
benefits.
Early Retirement Package 1.
3. RETREAT FROM EMPLOYMENT SECURITY POLICIES
From the late 1980s to the mid-1990s, structural changes in the economy,
increases in productivity resulting from technology, computerization, and
intense global competition led scores of companies to abandon employment
security policies and downsize their workforces.

24. 4. DOWNSIZING AND LAYOFFS
Downsizing is the permanent reduction of a company's labor force through
Layoff is a separation from employment due to a lack of work available.
Give Early Warnings/Announcements of Layoffs
Soften the Impact with Compensation and Benefits
Utilize the Services of Outplacement Firms
Supply Retraining Services
Provide Equitable and Decent Treatment of Laid-Off Employees
Ensure Supportive Treatment of Survivors
Maintain a Cooperative Approach with Unions
Uphold Obligations to the Community
the elimination of unproductive workers or divisions.
Before conducting layoffs, there should be a careful analysis of their effects in the long
run, as well as in the short run.Companies should seek an appropriate balance between short-
term and long-term demands, as well as between the goals of workforce stability and
organizational adaptability.
Guidelines for Conducting Layoffs

25. 5. TERMINATION STRATEGIES
Termination refers to the cessation of a person’s employment with an
organization.
Terminations should be conducted as business decisions.
Outplacement services should be provided to help the employee make the
adjustment from ending the employment relationship to beginning the search
process.
Exercise care in the timing of terminations.
Terminations may be indicative of deficiencies in other human resource management
systems, they are often required for organizational change and have even been
categorized as an organizational development process. It may be critical for the
implementation of a shift in the strategic direction of an organization
Practical Guidelines in Termination

27. Several developments in the area of employment practices
and policiss provide special implementation challenges. Career
paths for technical professionals pose one problem. Dual-
career couples provide another important challenge to
strategies requiring a mobile labor force.
SPECIAL IMPLEMENTATION CHALLENGES

28. Technical proffesionals, such as engineers or information technology specialists,
often face limited opportunity for career advancement unless they leave their
specialties for management positions.
CAREER PATHS FOR TECHNICAL PROFFESIONALS
Increasingly, companies are facing challenges in transferring employees because
of the rising number of dual-career couples. Two-income families are now involved
in a high proportion of transfers as the spouses of 65 percent of employees
also work. Further, the woman is more frequently the employee who is being
transferred. With women now comprising a large percentage of professional
occupations, it is not surprising that they are increasingly the employees being
transferred.
CAREER PATHS FOR TECHNICAL PROFFESIONALS