Transcript HRm - MCST-CS

HUMAN RESOURCE
MANAGEMENT
BUSN 302
Course Objectives:
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

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
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By the end of the course, each student
should be able to:
Realize the importance of HRM
How HRM can contribute to productivity
and
organizational performance
Recognize methods for staffing the
organization.
How to train and develop employees
Conducting a job analysis
Gain an appreciation “appraisal,
compensation,
development.
Course Assessment and
Grading
 First
Exam 15%
 Assignments 25%
 Midterm Exam 15%
 Final Exam 40%
 Participation in and contribution to
class discussions 5%
Text Book:
 Introduction
to Human Resource
Management, OXFORD UNIVERSITY,
Ashly Pinnington & Tony Edwards.
2011
Objectives
By the end of this Block, you would be able to:
 Understand why relationships are so important for
organizations.
 Also able to identify which relationships are most important.
 Identify the main tasks of HRM and MM.
 Identify central aspects of HRM philosophy of how to manage
people.
 Also understand the role of recruitment and selection in
achieving the strategic objectives of the organization.
 Explain the way the employment relationships are changing
and how they are affecting the employees.
 Understand the process of career development in an
organization.
HRM
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Definition of HRM ‘ A distinctive approach to
employment management which seeks to
achieve competitive advantage through the
strategic deployment of a highly committed
and capable workforce using an array of
)cultural(, )structural( and )personnel
techniques(’. (Storey, 1995, p.5)
The HRM function is responsible for managing
relationships with staff and the Marketing
function is responsible for managing relationships
with customer.
Human Resource Management
(HRM)
• New way thinking about how we can mange
people.
• Not one theory its set of theory
• Employee expect to treated fairly
• We can use it in private & public sectors
• in private sector fails mean out of business
• In public dependent on employees’ motivation,
skills, & service orientation.
So,

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
Human Resources are the people in the organization
Human Resource Management is a series of activities
and decisions carried out by all line managers that help
employees get the job done and achieve their objectives
Human Resource Department consist of specially trained
professionals who help managers carry out human resource
management responsinsibilities
8
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The relationship with employees is a key source
of competitive advantage:
Half the total populations in the advanced
economies are in some form of paid work or
employment and are thus directly party to an
employment relationship. From the employees'
perspective: - the nature of that relationship is
important in
 influencing
their standards of living
 influencing their job interest
 their job satisfaction
 their working hours
 their health and well-being
From the employers perspective, the nature
and quality of the employment relationship can
influence
 the
amount of time spent in conflict
with employees
 the need for direct supervision
 staff turnover
 the degree of willing contribution
versus resistance
 the quality of the product or service
offered to customers
 the viability of the Org.
What are the differences between
personnel Management and HRM?
Traditional Personnel department
HRM
Treated all the activities of the
department as separate not coherently
interlocked. this is the key difference
between them
Activities
such
as
Training
and
appraisal
are
treated
as
the
responsibility of personnel "specialists"
not General Manager
- Personal management concentrates
on controlled access to courses and
formal training interventions that occur
off the job.
Treat the activities as inter-related
aspects of a coherent HRM strategy
All managers are involved in the
implementation of HRM and it is seen
as a key part of an organization's
business strategy
-HRM is more concerned with creating
learning companies.
- HRM emphasize managing &
developing individuals and the culture
-Clear picture of traditional personnel of the organizations.
management supportive of the coexistence of management and unions.
-Teamwork, managing climate and
culture, are all part of the new HRM
-Personal management operates under approach.
collective bargaining arrangements in
which unions have sufficient power
that management has to negotiate and
work with them.
Compare and construct the internal
and external recruitment?
Internal Recruiting
Advantages
1-
2-
disadvantages
Less expensive and Quicker
Increases motivation
within organizations
Misses the diversity
from Misses chances on new ideas of
newcomers
bring
to
the
organization
External Recruiting from Job Markets
Advantages
ideas
disadvantages
1-
Brings new
organization
into
2-
Source of increasing
number of employees
expansion etc.
the Expensive
consuming
the Can
reduce
for employees
organizations
and
Time
moral
of
within
List and briefly discuss at least 5
tasks of the HRM function?
1.
2.
3.
4.
5.
6.
7.
8.
Recruitment, selection and staffing (ensure that the
organization has enough staff with the appropriate
qualifications and experience to carry out the work
required.)
Induction, training and development (will help newcomers
understand more quickly what is expected of them)
Appraisal and evaluation (to determine how far individuals
are meeting individual performance targets)
Reward management
Staff management and record keeping
Employee relations
Personnel record keeping
Discipline procedures and dismissal
 The
major part of the HRM of
function in Org is to ensure that
there are enough people available,
with the right skills and training, to
be able to perform the tasks
necessary to keep the organization
running and to achieve strategic
objectives.
Soft HRM
Start in 1981
gives more recognition to the needs of
employees and the importance of
their commitment to the organization
(employee oriented).
Harvard model
Work System (4)
Employee
Influence (1)
H.R. Flow (2)
Reword Systems (3)
4 C’s of HRM Policy
when making decisions managers
should consider the four C’s:
Commitment
Competence
Congruence (Compatibility)
Cost effectiveness
Guest (UK)
Second soft HRM model came from David
Guest
HRM in UK should be about design policies &
practices to achieve four out comes:
1. Strategic integration
(planning/implementation)
2. High employee commitment
3. High workforce flexibility
4. High quality workforce
HRM: Trade Union and Industrial Relations
Industrial Relations (IR): defined as
study of the rules governing
employment. These are:
 Written collective agreement
(negotiated agreement between
employers and employees)
 Unilateral regulation (those rules that
are imposed by an employer)
 Rules that originate from law (legal
regulation).
History of British IR
 Tradition
of voluntarism (legal
regulation for employment
relationship is limited).
 Employment relationship is by:
- voluntary agreement of
management and trade union.
- through management action only.
Features of Voluntarism
No right of law for employees to take
strike action.
 Employees can be dismissed in case of
strike as it is said to be breaking the
contract of employment.
 Collective agreement as a result of
management – trade union negotiation is
not legally binding.
 Either party can ignore parts of agreement
if they wish.
 Absence of any legal provision that forces
the employer to consult the employees on
employee-related issues.

Important development in IR
1.
2.
3.
Employers were hostile towards employees in
end of 19th century and beginning of 20th
century.
Employees who tried to organize resistance
against management control were punished.
After World War II, emphasis on trade unionism
increased, duel development:


4.
5.
Trade union got favourable legal climate.
Growth of trade union membership.
Multi-employer bargaining system introduced
for private sector wherein negotiations took
place between members of group of employers
and trade union representatives.
Public sector encouraged unionization.
6.
7.
8.
9.
Multi-employer bargaining determined
the pay and service conditions of
majority of employees.
Donovan Commission set up in mid 60s
to investigate the state of British IR,
stressed on doing away with multiemployer bargaining and going for
formalization of plant level bargaining.
In IR Act 1971, collective agreements
were made legally binding and
introduction of heavy financial penalties
on trade unions responsible for unfair
practice.
In 1974, this Act was repealed by
change of government.
Changes in IR in 1980s
First important change was weakening of
trade unions effect on employers and
decline in trade union membership.
 Decline in collective bargaining process.
 Fewer issues were taken up for
negotiation as compared to earlier.
 Decentralization of levels of bargaining i.e.
from multi-employer to single employer
bargaining.

Role of joint regulation declined while role
of unilateral regulation increased which
supplemented growth in practices
associated with HRM (performance related
pay schemes, quality control, appraisal).
 Between 1979 and 1997, number of
efforts taken by UK government to
weaken trade union affect.
 Several political and economic
developments reduced the affect of trade
union.

Recent developments
In 1997, when labour party came to
power in the government, the attention
was paid to create statutory right for trade
union.
 Minimum Ware Rate was fixed by Low Pay
Commission in the UK.
 British government signed the Social
Chapter of EU and passed 2 directives
concerning Right to Parental Leave and
Creation of European Work Council in
MNCs.
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Main activities of HRM
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Recruitment, selection and staffing
Induction, training and development
Appraisal and evaluation
Reward management
Discipline procedures and dismissal
Grievance handling
Staff management and record keeping
Employee relations
Personal record keeping
Welfare functions.
Employee Resourcing and Careers
 Employee
Resourcing: this process
aims at supplying an organization
with the right quality and number of
people to achieve its strategy.
 HR Flow: 3 stages:
– Inflow: recruitment and selection.
– Internal flow: employee’s work roles,
promotion, career satisfaction and
development.
– Outflow: retirement, resignation and
retrenchment.
HR Flow Management
 HR
Flow Management: determining a
pattern of flow that considers effect
on employee commitment to the
organization, ability of organization
to adapt to changing circumstances
and the culture of the organization.
 HR flow has affect on:
– Employee commitment
– Level of organizational competence
– Well being of local community and
society
HR FLOW
Organizational
Requirements
Business objectives
And plans
HR flow plans
Flow Policy systems
And practices
1. Inflow
Recruitment, selection,
Orientation, socialization
2. Internal flow
Performance and potential
Evaluation
Career development
Promotion, training
3. Outflow
Termination, retirement
Social institutions
Govt. legislation, unions,
public policy, educational institutions
Individual needs
Personal objectives
And life plans
Individual career
Development plans
3 perspectives on HR flow policies
 Individual
perspective (career)
 Organizational perspective (4
cultures)
 Societal perspective (national
culture)
1. Individual Perspective
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Study of how employee resourcing affects
individual careers.
Careers are short or long or changed due to
change of work.
Careers are important for all.
Factors like privatization and de-regulation have
made large organizations flatter with less number
of layers resulting into less opportunity for
promotion, social advancement and higher
status.
This leads to either adaptation to whatever
available or career dissatisfaction.
Career dissatisfaction: when organization is
unable to provide new challenging opportunities
to ambitious, high performing employees.
Career Anchors

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
Ed Schein introduced this concept.
These are attributes, motives, attitudes and
values that shape individual careers.
There are 6 career anchors:
1.
2.
3.
4.
5.
6.
■
Managerial competence
Technical-functional competence
Security
Creativity
Autonomy
Independence
If 6 career anchors are present in employee’s
work, leads to career satisfaction and
commitment in the organization.
Determinants for success of HR flow
 Success
of HR flow is when individual
career needs are matched with
organizational needs.
 Employee can be satisfied when he is
flexible to change and agrees to
different working pratices.
2. Organizational Perspective
Organizational culture (OC) sets norms
and expectations of how people should be
treated and serve the needs of the
organization.
 OC affects employee resourcing.
 Different cultural differences create 4 OCs
(Fons Trompenaars) and these are:

–
–
–
–
Family
Eiffel Tower
Guided Missile
Incubator
Family
Supports leadership from top.
 Expects love and respect from employers.
 HR flow policies are not clearly mentioned.
 HR flow policies depend on decisions made
by a few top people in the organization.
 Loyalty demanded from employees and in
return employees demand to be treated
like members of the family.

Eiffel Tower
 Bureaucratic
and mechanistic.
 People treated as human resources.
 People expected to follow
organizational job description, rules
and procedures.
 Hierarchical.
Guided Missile
 Task
centered culture.
 Structured organization with clearly
set goals.
 Employees have MBO and rewarded
with performance related pay.
 High performers assigned more
challenging tasks.
Incubator
Opportunity for personal growth and
change.
 Emphasis on innovation and creativity.
 Employees recruited and laid off according
to workload.
 Guided missile and Eiffel Tower have well
documented and formulated business
strategy.
 Systematic methods exist in the above 2
OC.

3. Societal Perspective – National Culture
 Influence
of society on HR flow.
 Employers and managers must
understand these influences in order
to create and implement HR policy
effectively.
 Employees should understand the
influence of culture and society in
order to manage their careers and
adapt to situations confidently for
individual effectiveness.
Managing HR Flow
Managing Inflow (recruitment and
selection)
– Recruitment is the process of
attracting candidates to apply for
vacant jobs (+ve process).
– Selection is the process of choosing
the right person for the job from
among pool of candidates (-ve
process).
Recruitment ®
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
R is the first stage of a relationship in which both
applicant and organization send out signals and
make decisions as to whether to go on to the
next stage of employment contract.
It is a process of mutual exchange and
negotiation where both parties try to influence
each other’s expectations.
It is a communication function.
Organization tries to promote image of
themselves for attracting potential employees.
External recruitment: by media advertisement,
employment agencies, placement consultants,
career fairs, campus interviews, website
opportunities.
Internal recruitment: By newsletters, vacancy
bulletins.
9.3 Recruitment & Selection: Putting
The Right People Into The Right Jobs
HOW DO MANAGERS CHOOSE THE BEST
PERSON FOR A JOB?
The
process of locating and attracting
qualified applicants for jobs open in the
organization is referred to as recruitment
There
are two types of recruitment:
internal and external
9.3 Recruitment & Selection: Putting
The Right People Into The Right Jobs
1. Making people already employed by the
organization aware of job openings is called
internal recruiting
Companies use job postings where
information about job vacancies and
qualifications is posted on bulletin boards, in
newsletters, and on the organization’s
intranet to find internal personnel
2. Attracting job applicants from outside the
organization is external recruiting
The most effective source of external
employees is referrals
Internal Recruiting:
Advantages/Disadvantages

Advantages:
 Employees tend to be
inspired to greater
effort and loyalty
 The whole process of
advertising,
interviewing, and so on
is cheaper
 There are fewer risks.
Internal candidates are
already known and are
familiar with the
organization
McGraw-Hill/Irwin

Disadvantages:
 Restricts the
competition for
positions and limits the
pool of fresh talent and
viewpoints
 It may encourage
employees to assume
that longevity and
seniority will
automatically result in
promotion
 Whenever a job is filled,
it creates a vacancy
elsewhere in the
organization
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
External Recruiting:
Advantages/Disadvantages
 Advantages:
Applicants have
specialized
knowledge and
experience
Applicants have
fresh viewpoints
McGraw-Hill/Irwin
 Disadvantages
:
The recruitment
process is longer
and more expensive
The risks are higher
because the
persons hired are
less well known
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
9.3 Recruitment & Selection: Putting
The Right People Into The Right Jobs
Because
people are often disillusioned
after taking a job, some companies provide
realistic job previews where candidates are
given both positive and negative features of
the jobs and the organization before being
hired
The process of screening job applicants
and hiring the best candidate is the
selection process
There are three types of selection tools:
background information, interviewing, and
9.3 Recruitment & Selection: Putting
The Right People Into The Right Jobs
1. Background Information - application
forms and resumes are basic sources of
information about job applicants
2. Interviewing - can be unstructured (asks
probing questions to find out what the
applicant is like), or structured (asks each
applicant the same questions and compares
responses to a standardized set of answers)
Important aspects of the case are:
Process of recruitment and selection has
to be considered in a wider context.
 They form part of the overall manpower
planning process within organization.
 Recruitment includes projecting positive
image of the organization continuously to
all parties.
 There are many things to think about
when planning a recruitment drive.

Selection
 Important
communication and
relationship function within an
organization.
 2-way function.
 Main methods of selection are:
– Interview
– Test (to know about aptitude about
literacy, numeracy or personality)
– Assessment center (use of a
combination of techniques for selection)
Induction and Socialization
From organizational side, socialization is
the process which helps to shape and
maintain organizational culture.
 From employees’ side, it is a means of
knowing job and firm.
 Function of HR dept. to provide induction
programmes and other informal means of
helping the new employees to understand
what is required of them.
 Induction helps to acquire skills,
knowledge and capabilities to carry out
their role in an expected standard.

Securing Competitive advantage
through human resources
 Please
see the fig. 3.1 pg.34 in Block
2 for seeing how HR functions create
competitive advantage.
Employee Involvement
 A way of improving employer-employee
relationships.
 Participative activities that make the
employees to feel more involved with the
organization for which they work.
 Builds commitment.
 Ways of involving are:
– Two way communication
– Involvement of employees in solving work
related problems.
– Team working
– Self managed teams.
– Share ownership
– Profit sharing e.g. of financial involvement in
Scott Bader case.
Managing Outflow
 Early
retirement at 50 / 55 age.
 Lay off (low performers).
 Outflow affected by national
employment legislation.
 For cost reduction and retaining
people who truly have competence
and attitude to changing work
environment.
HR Planning
 Means
of representing the inflow,
internal flow and out flow of human
resources.
 Quantitative methods of analyzing an
organization’s HR needs under
changing conditions and developing
personnel policies required for long
term effectiveness of organization.
Learning and Development




Learning and development are indispensable
components of strategic HRM.
Learning: the process whereby individuals
acquire knowledge, skills and attitudes through
experience, reflection, study and instruction.
Training: a planned and sustained effort to
modify or develop knowledge /skill /attitude
through learning experience, to achieve effective
performance in an activity or range of activities.
Education: A process and a series of activities
which aim at enabling an individual to assimilate
and develop knowledge, skills, value and
understanding that are not simply related to a
narrow field of activity but allow a broad range of
problems to be defined, analyzed and solved.
Learning Organization
LO: it is an organization that facilitates the
learning of all its members and
continuously transforms itself.
 Creating LO is a strategy for sustainable
development in which more organizations
may take a greater interest in the future,
but as yet it is still mainly a vision of what
might be.

Purpose of Training and Development
 To
assess and address skill
deficiencies.
 To act as a catalyst for change.
 To give the organization a
competitive edge.
 To encourage a learning climate.
Kind of Training
1.
2.
3.
4.
5.
On the job training
Off the job training
Mentoring
Coaching
Lateral moves/secondments.
9.3 Recruitment & Selection: Putting
The Right People Into The Right Jobs
Employment Tests - legally considered to
consist of any procedure used in the
employment selection decision process
Three common employment tests are:
-ability tests - measure physical abilities,
strength, stamina, and so on
-performance tests - measure performance
on actual job tasks
-personality tests - measure personality
traits like adjustment, energy, sociability,
independence, and so on using tests like the
Myers-Briggs assessment
9.4 Orientation, Training, & Development
HOW DO MANAGERS HELP NEW HIRES BE
SUCCESSFUL?
Helping
newcomers fit smoothly into the
job and the organization is referred as
orientation
Orientation should provide information on:
-the job routine
-the organization’s mission and operations
-the organization’s work rules and
employee benefits
9.4 Orientation, Training, & Development
Managers
can also improve employee
performance by providing training and
development
Training refers to educating technical and
operational employees in how to better do
their current jobs
– Short-Term skills oriented
Development
refers to educating
professionals and managers in the skills they
need to do their jobs in the future
– Long-Term career oriented
9.4 Orientation, Training, & Development
Figure: 9.2: Five Steps in the Training Process
9.4 Orientation, Training, & Development
Training
that takes place at work is called
on-the-job-training
Training that takes place using classroom
programs, videotapes, and so on is off-thejob training
When computers are used to provide
additional help or reduce instructional time,
there is computer-assisted instruction
9.5 Performance Appraisal
HOW SHOULD MANAGERS ASSESS THEIR
EMPLOYEE’S PERFORMANCE?
Performance
appraisal consists of
assessing an employee’s performance and
providing him or her with feedback
This provides employees with an
understanding of how they are doing
relative to the firm’s objectives and it helps
with their development and training
9.5 Performance Appraisal
There
are two types of appraisals:
1. Objective appraisals are based on facts and are
often numerical
2. Subjective appraisals are based on a manager’s
perceptions of an employee’s traits (attitudes,
initiative, leadership) or behaviors (specific
observable aspects of performance)
Most
performance appraisals are done by
managers, but sometimes information comes from
other sources like peers and subordinates
9.5 Performance Appraisal
There
are two types of feedback:
1. Formal appraisals are conducted at
specific times throughout the year and are
based on performance measures that have
been established in advance
2. Informal appraisals are conducted on an
unscheduled basis and consist of less
rigorous indications of employee
performance
Performance Appraisals

Establish
Standards
–
–
–


Understandable
Measurable
Reasonable
Communicate
Standards
4. Discuss Results
5. Take Action
1. Corrective
2. Reward
6. Use Results to
Make Decisions
Evaluate
Performance
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Major Uses of Performance
Appraisals
Identify training
needs
 Use as a
promotion tool
 Recognize
workers’
achievements

McGraw-Hill/Irwin
Evaluate hiring
process
Judge
effectiveness of
orientation
process
Use as a basis
for terminating
workers
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
How to Give Employees
Feedback:



Take a problemsolving approach,
avoid criticism, and
treat employees
with respect
Be specific in
describing the
employee’s present
performance and
the improvement
you desire
Get the employee’s
input
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
How to Give Employees
Feedback:

If criticism is
warranted,
criticize the act,
not the employee
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Cycle (LC)
Learning organization is about individual
and organization change and about
creating conditions for better learning.
 Organization LC: learn collectively.
 Kolb’s LC: 4 stages process for
continuously revising and creating
knowledge.

– Concrete experience (generating ideas
through experience)
– Reflective observation (individual integrates
and reflects on experience)
– Abstract conceptualization (drawing
conclusions and formation of concepts)
– Testing the concepts or ideas. (Fig. 8.3 pg.
193)
Individual learning styles
According to Honey and Mumford,
individuals have a mixture of four learning
styles normally one or two more preferred
than other styles.
 These are:

– Activist (open minded, sociable, welcomes
changes)
– Reflector (Good listener, tolerant, sees
different perspective)
– Theorist (rational, objective, analytical)
– Pragmatist (experimenter, adaptable.
Practical).
Organizational Learning
 There
are four stages in OL
(according to Dixon):
– Generate
– Integrate
– Interpret
– Act
Employee Development
Need for a proactive approach to
Employee Development.
 Employee development is the
responsibility of everyone in the LO.
 Helps in being innovative in organization.
 Through informal methods and on the job
practice.
 Off the job learning programs are also
important.
 Trainers and HR facilitators act as change
agents, bringing about innovation.

Components of Innovative Organization
according to Galbraith
1.
2.
3.
4.
Structure: structure must encourage
idea generators, sponsors and
orchestrators.
Processes: planning ahead for
innovation, idea generating, blending
ideas and managing innovative products.
Reward System: Should provide
opportunities, autonomy, promotion and
recognition for successful employees
who are innovators.
People: Must be selected and
encouraged to self select and then must
be provided training and development.
Kinds of Employee Development
1.
Outdoor development (learning activities
aim to motivate employees to improve their
leadership, teamwork, problem solving,
decision making and creativity skills).
–
2.
3.
Pre-course briefing, post course feedback and
organize follow up activities to ensure the
maximum transfer of learning into work place.
Technology based learning and OL: use of
computers, IT methods, A/V aids for
training and development.
Management Development: aim is to make
managers more innovative, risk taking and
proactive.
Internationalization
Growth of international trade.
 Growth of MNC has its impact on HRM.
 Activities of MNCs have grown.
 Intra-enterprise trade within MNCs.
 Increased speed of international
communication.
 Finances raised from different parts of
world.
 Senior management being represented by
people of different countries.
 MNCs have national characteristics of the
country of their own.

Implications of national identity in MNCs for HRM
 MNCs
are good channel through
which HRM policies move across the
globe.
 MNC is medium for transferring
knowledge.
 Employment practices of parent
company extends to subsidiaries
overseas.
 US/Japanese HRM practices being
used across border.
Decisions on whose career should be given
prominence and who should occupy senior
positions in international organizations




Ethnocentric: all key positions at headquarters
and subsidiaries are filled by parent country
nationals.
Polycentric: host country nationals are recruited
to manage subsidiaries in their own country and
parent country nationals occupy key positions in
corporate headquarters.
Geocentric: the best people are sought for key
jobs, regardless of their nationality.
Regiocentric: People’s careers are limited to a
particular geographical region and within this
region, the best people are sought for key jobs,
regardless of their nationality.
Constraints from Host Country
Differences in business systems of
different countries act as constraints for
MNCs.
 Open economy will accept the new firmmarket relationships.
 In cohesive, integrated business systems,
MNCs will have to adapt their mode of
operation to the host country.
 Legal framework of host country has
affect on MNCs (constraint their freedom).
 Cultural differences between countries.

Requires functional flexibility.
9.6 Managing Promotions, Transfers,
Disciplining, & Dismissals
WHO SHOULD BE PROMOTED, WHO
SHOULD BE DISMISSED?
Deciding
who to promote, transfer, or
dismiss are all part of the manager’s
responsibilities
Managers can recognize an employee’s
superior performance by giving the
individual a promotion
When an employee is moved to a different
job with similar responsibility, the employee
has been transferred
9.6 Managing Promotions, Transfers,
Disciplining, & Dismissals
Employees
that are not meeting
expectations may be warned or
reprimanded, and then disciplined
There are three types of dismissals:
-layoffs imply that the dismissal is
temporary
-downsizing is a permanent dismissal
-firing implies that the dismissal is
permanent and that there was cause for the
dismissal
Employee Replacement




Promotion: moving an employee to a higher level
position.
Transfer: movement of an employee to a different
job with similar responsibility.
Disciplining & Demotion: poorly performing
employees may be given a warning or reprimand
and then disciplined. May be temporarily removed
from his or her regular job or demoted—having his
or her position, pay, and prerequisites taken away.
Dismissal:
Layoffs
Downsizing
Firings
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Reasons Why Employees are
Transferred
Solve organizational problems
 Broaden managers’ experience
 Retain manager’s interest and motivation
 Solve some employee problems

McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Practical Action: The Right Way
to Handle a Dismissal
Give the employee a chance first
 Don’t delay the dismissal, and make sure
it’s completely defensible
 Be aware how devastating a dismissal can
be—both for the individual and to those
remaining
 Offer assistance in finding another job

McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Sexual Harassment

Sexual Harassment: consists of unwanted
sexual attention that creates an adverse work
environment.
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Sexual Harassment
Guidelines for preventing sexual harassment:
 Don’t
do uninvited touching, hugging, or
patting of someone’s body.
 Don’t
request or suggest sexual favors for
rewards related to work or promotion.
 Don’t
make suggestive jokes of a sexual
nature, demeaning remarks, slurs, or obscene
gestures.
 Don’t
create sexual pictures or displays or
written notes of a sexual nature.
 Don’t
laugh at others’ sexually harassing
words or behaviors.
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.