HR

HR IN
IN RETAIL
RETAIL
 RETAIL
DERIVED FROM THE
FRENCH WORD
“RETAILLIER” WHICH
MEANS “A PIECE OF”.
 DISTRIBUTION
CHANNEL
PPT
PPT1-4
1-4
Distribution
Distribution Channel
Channel
 NATURE OF RETAIL
INDUSTRY IS CHANGING

To Today’s Retailer

Mom and Pop Store

Decision Variables for
Retailers

Customer Service

Store Design Merchandise

and Display Assortment
Retail
Strategy
Pricing Location

Communication
Mix
 THE MOST SUCCESSFUL
RETAIL VERTICALS IN INDIA
ARE
• FOOD AND GROCERY
• APPARELS AND FOOTWEAR
• ITEMS OF DAILY HOUSEHOLD
CONSUMPTION
• BOOKS & MUSIC
• HOME FURNITURE AND FURNISHINGS
• COSMETICS, ACCESSORIES AND OTHER
LIFESTYLE PRODUCTS
RETAILERS ARE A BUSINESS LIKE MANUFACTURER

ACCOUNTING FINANCE MARKETING

Operations MIS Human Resources

HUMAN RESOURCE
IS A TERM USED TO
DESCRIBE THE
INDIVIDUALS WHO
COMPRISE THE
WORKFORCE OF AN
ORGANIZATION
 HISTORY
COINED AS EARLY AS THE
1960S
THE EMPLOYMENT OF WOMEN
IN FACTORIES IN THE
UNITED KINGDOM DURING
THE FIRST WORLD WAR LEAD
TO THE INTRODUCTION OF
"WELFARE OFFICERS
 IN THE UNITED STATES THE
CONCEPT OF HUMAN RESOURCES
DEVELOPED AS A REACTION TO
THE EFFICIENCY FOCUS OF
TAYLORISM OR "SCIENTIFIC
MANAGEMENT" IN THE EARLY
1900S, WHICH DEVELOPED IN
RESPONSE TO THE DEMAND FOR
EVER MORE EFFICIENT WORKING
PRACTICES WITHIN HIGHLY
MECHANISED FACTORIES, SUCH
AS IN THE FORD MOTOR COMPANY
• AFTER THE SECOND WORLD
WAR,THE RECRUITED
PERSONNEL WERE TAKEN
FROM THE US MILITARY AND
WERE ABLE TO APPLY NEW
SELECTION, TRAINING,
LEADERSHIP, AND
MANAGEMENT DEVELOPMENT
TECHNIQUES, ORIGINALLY
DEVELOPED BY THE ARMED
SERVICES.
KEY FUNCTIONS
RECRUITMENT, SELECTION,
AND ONBOARDING
(RESOURCING)
ORGANIZATIONAL DESIGN
AND DEVELOPMENT
BUSINESS TRANSFORMATION
AND CHANGE MANAGEMENT
PERFORMANCE, CONDUCT AND
BEHAVIOR MANAGEMENT
 INDUSTRIAL AND EMPLOYEE
RELATIONS
 HUMAN RESOURCES (WORKFORCE)
ANALYSIS AND WORKFORCE
PERSONNEL DATA MANAGEMENT
 COMPENSATION, REWARDS, AND
BENEFITS MANAGEMENT
 TRAINING AND DEVELOPMENT.
 MANPOWER PLANNING
 PERFORMANCE APPRAISAL
HUMAN RESOURCE
MANAGEMENT
• THE EFFECTIVE USE
OF PEOPLE TO
ACHIEVE BOTH
ORGANIZATIONAL
AND INDIVIDUAL
GOALS
THE EFFECTIVE
RECRUITMENT,
SELECTION,
DEVELOPMENT,
COMPENSATION, AND
UTILIZATION OF
HUMAN RESOURCES BY
ORGANIZATIONS
FEATURES OF HRM
PEOPLE ORIENTED.
PERSUASIVE FORCE.
MOTIVATING FORCE.
DEVELOPMENT ORIENTED.
FUTURISTIC.
INTEGRATING MECHANISM.
INTER DISCIPLINARY
FUNCTION.
ON GOING PROCESS.
 OBJECTIVES
TO HELP THE
ORGANISATION ACHIEVE
ITS GOALS.
TO EMPLOY THE SKILLS
AND TALENTS OF THE
EMPLOYEES TOTALLY.
TO PROVIDE THE
ORGANISATION WITH
WELL TRAINED AND WELL
MOTIVATED EMPLOYEES.
IMPROVING THE QWL.
TO INCREASE THE
COMMUNICATION
COMPLETELY.
TO INDULGE IN CRS.
TO NE ETHICALLY AND
SOCIALLY.
RESPONSIBLE TO THE
NEEDS OF THE
SOCIETY.
IMPORTANCE OF HRM
TO ATTRACT AND
RETAIN TALENT.
TO TRAIN PEOPLE FOR
CHALLENGING ROLES.
DEVELOP SKILLS AND
COMPETENCIES.
DEVELOP LOYALTY AND
COMMITMENT.
IMPROVE JOB
SATISFACTION..
ENHANCE STANDARD OF
LIVING.
GENERATE STANDARD OF
LIVING.
INCREASE IN THE
EMPLOYMENT
OPPORTUNITIES.
PROMOTE ESPIRIT DE
CORPS.
GREAT HR PRACTICES
WORK ENVIRONMENT.
OPEN MANAGEMENT.
PERFORMANCE
INCENTIVES.
PERFORMANCE FEEDBACK.
EMPLOYEE EVALUATION.
SHARING OF KNOWLEDGE
PUBLICIZE GOOD
PERFORMANCES.
DISCUSSIONS.
REWARDS
THE SURPRISE
FACTOR.
ESOP
 HUMAN RESOURCE
MANAGEMENT
CHALLENGES IN RETAILING
Work Environment
• Open Long Hours Employees
• Peak Sales Periods • Unskilled
• Emphasis on Cost • Part-Time
Control • Diverse Backgrounds

High Turnover
23
KINESTHETIC
LEARNING
HANDS ON LEARNING
I HEAR & I FORGET.
I SEE & I REMEMBER.
I DO & I UNDERSTAND
MEMLETIC STYLES
VISUAL. YOU USE PICTURES, IMAGES,
VISUALIZATION, AND SPATIAL ARRANGEMENTS.
AURAL. YOU USE VOICE, SOUNDS AND
MUSIC.
VERBAL. YOU USE WORDS AND WRITING.
PHYSICAL. YOU USE YOUR BODY, HANDS,
AND SENSE OF TOUCH.
LOGICAL. YOU USE LOGIC, REASONING AND
SYSTEMS.
SOCIAL. YOU PREFER TO LEARN WITH
GROUPS OR OTHER PEOPLE.
SOLITARY. YOU PREFER TO WORK ALONE.
• HUMAN RESOURCE
MANAGEMENT
STRATEGY
THE MEANING OF
“STRATEGY”
 A CRITICAL FACTOR THAT
AFFECTS FIRM PERFORMANCE.
 A FACTOR THAT CONTRIBUTES
TO COMPETITIVE ADVANTAGE IN
MARKETS.
 HAVING A LONG-TERM FOCUS
 PLANS THAT INVOLVE THE TOP
EXECUTIVES AND/OR BOARD OF
DIRECTORS OF THE FIRM.
 A GENERAL FRAMEWORK THAT
PROVIDES A PERSPECTIVE FOR
SELECTING SPECIFIC POLICIES
AND PROCEDURES.
 WHY IS HR CRITICAL
TO FIRM PERFORMANCE?
85% OF ALL FIRMS IN THE
ARE SERVICE FIRMS.
SERVICE IS DELIVERED BY
PEOPLE.
LOW QUALITY HR LEADS TO
LOW QUALITY CUSTOMER
SERVICE.
IN THE 21ST CENTURY
EFFECTIVE KNOWLEDGE
MANAGEMENT TRANSLATES
INTO COMPETITIVE
ADVANTAGE AND PROFITS.
 HR STRATEGY: STRATEGIC
FIT
Corporate Strategy

Business Strategy

HR Strategy

HR System Training Rewards

(Performance Mgmt.)

MBAO 6030 Human Resource

Strategy
 HR STRATEGY:
CONTEXT OF HR
SYSTEM
THE “FIVE FACTORS”
INFLUENCING THE HR
SYSTEM
 EXTERNAL ENVIRONMENT
 SOCIAL: SOCIAL VALUES,
ROLES, TRENDS, ETC.
 POLITICAL: POLITICAL
FORCES, CHANGES. EX. BUSH
PRESIDENCY AND ITS AGENDA
FOR SOCIAL SECURITY.
 LEGAL: LAWS, COURT
DECISIONS, REGULATORY
RULES.
 ECONOMIC: PRODUCT, LABOR,
CAPITAL, FACTOR MARKETS
MANPOWER
PLANNING
• MANPOWER PLANNING WHICH
IS ALSO CALLED AS HUMAN
RESOURCE PLANNING
CONSISTS OF PUTTING RIGHT
NUMBER OF PEOPLE, RIGHT
KIND OF PEOPLE AT THE
RIGHT PLACE, RIGHT TIME,
DOING THE RIGHT THINGS
FOR WHICH THEY ARE SUITED
FOR THE ACHIEVEMENT OF
GOALS OF THE
ORGANIZATION.
 HUMAN RESOURCE
PLANNING
Assessing Future
Assessing Current
Human Resource
Human Resources
Needs

DEVELOPING A
PROGRAM TO MEET
NEEDS
STEPS IN
MANPOWER
PLANNING
 1.ANALYSING THE
CURRENT MANPOWER
INVENTORY
TYPE OF ORGANIZATION .
NUMBER OF
DEPARTMENTS.
NUMBER AND QUANTITY
OF SUCH DEPARTMENTS.
EMPLOYEES IN THESE
WORK UNITS
2.MAKING FUTURE
MANPOWER
FORECASTS
EXPERT FORECASTS
TREND ANALYSIS
WORK LOAD ANALYSIS.
WORK FORCE ANALYSIS
OTHER METHODS
3.DEVELOPING
EMPLOYMENT
PROGRAMMES
4.DESIGN
TRAINING
PROGRAMMES
IMPORTANCE OF
MANPOWER
PLANNING
• KEY TO MANAGERIAL
FUNCTIONS
• EFFICIENT
UTILIZATION
• MOTIVATION
• BETTER HUMAN
RELATIONS
• HIGHER PRODUCTIVITY
 NEED OF
MANPOWER
PLANNING
SHORTAGES AND SURPLUSES
CAN BE IDENTIFIED.
ALL THE RECRUITMENT AND
SELECTION PROGRAMMES ARE
BASED ON MANPOWER
PLANNING.
IT ALSO HELPS TO REDUCE
THE LABOUR COST AS EXCESS
STAFF CAN BE IDENTIFIED
AND THEREBY OVERSTAFFING
CAN BE AVOIDED.
 It helps to identify the available
talents in a concern and accordingly
training programmes can be chalked
out to develop those talents.
 It helps in growth and diversification
of business.
 It helps the organization to realize
the importance of manpower
management which ultimately helps in
the stability of a concern.
RECRUITMENT
AND
SELECTION
 RECRUITMENT

IS THE PROCESS OF
GENERATING A POOL OF
CAPABLE PEOPLE TO APPLY
FOR EMPLOYMENT TO AN
ORGANIZATION.
RECRUITMENT
 PROCESS OF
LOCATING,
IDENTIFYING, AND
ATTRACTING CAPABLE
CANDIDATES
 CAN BE FOR CURRENT
OR FUTURE NEEDS
 CRITICAL ACTIVITY
 POSITIVE PROCESS

FOM 9.53
Fig. 7.1 Recruitment and Selection
 RECRUITMENT AND SELECTION ARE VITAL TO
THE FORMATION OF A POSITIVE PSYCHOLOGICAL
CONTRACT, WHICH PROVIDES THE BASIS OF
ORGANIZATIONAL COMMITMENT AND
MOTIVATION.

 THE ATTRACTION AND RETENTION OF

EMPLOYEES IS PART OF THE EVOLVING
EMPLOYMENT RELATIONSHIP, BASED ON A
MUTUAL AND RECIPROCAL UNDERSTANDING OF
EXPECTATIONS.

 THERE ARE WIDE VARIATIONS IN RECRUITMENT

AND SELECTION PRACTICES, REFLECTING AN
ORGANIZATION’S STRATEGY AND ITS
PHILOSOPHY TOWARDS THE MANAGEMENT OF
PEOPLE.

 PROGRESSIVE HR PRACTICES ARE CRUCIAL TO A

POSITIVE PSYCHOLOGICAL CONTRACT – THIS
INCLUDES ATTENTION TO EFFECTIVE
RECRUITMENT AND SELECTION PRACTICES.
Recruitment and Attraction
RECRUITMENT AND
ATTRACTION
THE MAIN APPROACHES TO
ATTRACTING APPLICANTS CAN BE
SUMMARIZED AS FOLLOWS:
WALK-INS
EMPLOYEE REFERRALS
ADVERTISING
WEBSITES
PROFESSIONAL ASSOCIATIONS
EDUCATIONAL ASSOCIATIONS
PROFESSIONAL AGENCIES
E-RECRUITMENT (GENERAL RECRUITMENT
AGENTS/ COMPANIES’ OWN SITES)
WORD-OF-MOUTH
FACTORS TO CONSIDER
DURING RECRUITMENT
COST.
TIME TAKEN TO RECRUIT AND SELECT.
LABOUR MARKET FOCUS, FOR EXAMPLE:
SKILLS, PROFESSION OR OCCUPATION.

MOBILITY OF LABOUR – GEOGRAPHIC

AND OCCUPATIONAL.

LEGISLATION ON DISCRIMINATION &

DISABILITY.
SOURCES OF
RECRUITMENT
 School
Internal Placement Employee
Searches Referrals

Employee
Recruitment Temp
Leasing Sources Services

Employment
Agencies Advertisements

FOM 9.60
 RECRUITMENT
PRACTICES IN INDIA(IR)
 INTERNAL SOURCES
 BADLI LISTS – CENTRAL POOL OF
CANDIDATES FROM WHICH VACANCIES
ARE FILLED
 CASUAL LABORERS
 PRIVATE / PUBLIC EMPLOYMENT
EXCHANGE
 LABOUR CONTRACTORS
 EMPLOYEE REFERRALS
 SONS OF THE SOIL
 RETD AND PRESENT EMPLOYEES
 SPECIFIED COMMUNITIES AND
 FACTORS INVOLVED
IN RECRUITMENT
SOURCING FROM PRESTIGIOUS
MANAGEMENT INSTITUTE & THRU
REPUTED PLACEMENT AGENCIES
ALL INDIA ADVERTISEMENT /
CAMPUS INTERVIEW
TRADITIONAL & ORTHODOX
ORGANIZATION METICULOUSLY
GOING BY RULES – RECRUITMENT
RULES FRAMED WITH AN
ATTITUDE OF RIGIDITY.
TIME FACTOR PLAYING A
VITAL ROLE – TAPPING THE
RIGHT PERSONS AT THE
RIGHT TIME
FIXING THE INTERVIEW
AND TEST IN SHORT
NOTICE CAUSING FAILURE
IN RECRUITMENT
FIXING CONDUCIVE VENUE
FOR THE INTERVIEW TO
CREATE BEST FIRST
IMPRESSION
GIVING CORRECT IDEA
ABOUT COMPENSATION AND
BENEFITS
 SELECTION
IS THE PROCESS BY WHICH
MANAGERS AND OTHERS USE
SPECIFIC INSTRUMENTS TO
CHOOSE FROM A POOL OF
APPLICANTS A PERSON OR
PERSONS MOST LIKELY TO
SUCCEED IN THE JOB(S),
GIVEN MANAGEMENT GOALS
AND LEGAL REQUIREMENTS.
STEPS IN
SELECTION
PROCEDURE
JOB ANALYSIS
AD FOR APPLICATIONS.
APPLICATION BANK
TESTING
WRITTEN EXAMINATION
PRELIMINARY INTERVIEW –
GROUP DISCUSSION
STRESS INTERVIEW/ PANEL
INTERVIEW
MEDICAL EXAMINATION
REFERENCE CHECK
TRANSACTIONAL
ANALYSIS
TA IS A SOCIAL
PSYCHOLOGY
MODEL
DEVELOPED BY
Dr.ERIC BERNE MD
IN THE 50’S.
REPRESENTED BY 3 EGO
STATES
 THE THREE EGO
STATES
PARENT- “DO AS I DO”
CHILD- “WHAT SHALL I
DO?”
ADULT- “I WILL BE
FRANK WITH YOU”
 TRANSACTIONAL
BASIS SIGMUND FREUD
ID –
IDENTITY/ATAVISTIC
PLEASURE
EGO- REALISTIC
 PRINCIPLE
SUPER-EGO- ETHICAL
PRINCIPLE
THREE BASIC CONCEPTS:
PARENT, ADULT AND CHILD
TRANSACTIONS: AMONG
P, A AND C
P < -- > P
A < -- > A
C < -- > C
THERE ARE 9 POSSIBLE
TRANSACTIONS
 PARENT
TWO KINDS OF
PARENTS:
CRITICAL.
NURTURING.
 ADULT
LOGICAL
RATIONAL.
PRAGMATIC.
MATURE.
REASONING.
 CHILD
IDEAL CHILD.
NAUGHTY CHILD.
SELFISH CHILD.
LITTLE PROFESSOR
THE FUTURE OF THE
WORLD OF WORK
THE
THE JOHARI
JOHARI
WINDOW
WINDOW
THE JOHARI WINDOW IS A
COMMUNICATION MODEL
THAT CAN BE USED TO
IMPROVE UNDERSTANDING
BETWEEN INDIVIDUALS.
DEVELOPED BY JOSEPH LUFT
AND HARRY INGHAM (THE
WORD “JOHARI” COMES
FROM JOSEPH LUFT AND
HARRY INGHAM).
 TWO KEY IDEAS
BEHIND THE TOOL:
INDIVIDUALS CAN BUILD
TRUST BETWEEN THEMSELVES
BY DISCLOSING
INFORMATION ABOUT
THEMSELVES.
THEY CAN LEARN ABOUT
THEMSELVES AND COME TO
TERMS WITH PERSONAL
ISSUES WITH THE HELP OF
FEEDBACK FROM OTHERS.
QUADRANT 1: OPEN
AREA

• WHAT IS KNOWN BY
THE PERSON ABOUT
HIM/HERSELF AND IS
ALSO KNOWN BY
OTHERS.
QUADRANT 2: BLIND
AREA,
WHAT IS UNKNOWN BY THE
PERSON ABOUT BUT WHICH OTHERS
KNOW. THIS CAN BE SIMPLE
INFORMATION, OR CAN INVOLVE
DEEP ISSUES (FOR EXAMPLE,
FEELINGS OF INADEQUACY,
INCOMPETENCE, UNWORTHINESS,
REJECTION) WHICH ARE DIFFICULT
FOR INDIVIDUALS TO FACE
DIRECTLY, AND YET CAN BE SEEN
BY OTHERS.
 QUADRANT 3:
HIDDEN OR AVOIDED
AREA

• WHAT THE PERSON KNOWS

THAT OTHERS DO NOT.
 QUADRANT 4:
UNKNOWN AREA

WHAT IS UNKNOWN BY THE

PERSON ABOUT
HIM/HERSELF AND IS ALSO
UNKNOWN BY OTHERS.
INTERPRETATIONS
 IN MOST CASES, THE AIM IN GROUPS
SHOULD BE TO DEVELOP THE OPEN AREA
FOR EVERY PERSON.
 WORKING IN THIS AREA WITH OTHERS
USUALLY ALLOWS FOR ENHANCED
INDIVIDUAL AND TEAM EFFECTIVENESS
AND PRODUCTIVITY. THE OPEN AREA IS
THE ‘SPACE’ WHERE GOOD
COMMUNICATIONS AND COOPERATION
OCCUR, FREE FROM CONFUSION,
CONFLICT AND MISUNDERSTANDING.
 SELF-DISCLOSURE IS THE PROCESS BY
WHICH PEOPLE EXPAND THE OPEN AREA
VERTICALLY. FEEDBACK IS THE PROCESS
BY WHICH PEOPLE EXPAND THIS AREA
HORIZONTALLY.
 BY ENCOURAGING HEALTHY SELF-
DISCLOSURE AND SENSITIVE FEEDBACK,
YOU CAN BUILD A STRONGER AND MORE
EFFECTIVE TEAM.
MOTIVATION
 DERIVED
FROM THE
LATIN WORD
MOVERE
MEANING TO
MOVE
 MOTIVE
AN INNER DRIVE
WHICH PROPELS AN
INDIVIDUAL INTO
ACTION INDUCING
BEHAVIOUR.
 MOTIVATION
A SET OF FORCES WHICH
CAUSES PEOPLE TO
BEHAVE IN CERTAIN
WAYS
THE PSYCHOLOGICAL
PROCESS THAT GIVES
BEHAVIOR PURPOSE AND
DIRECTION
INDIVIDUAL MOTIVATION AND
JOB PERFORMANCE
 MOTIVATION

Direction

Intensity Persistence

Prentice Hall, 2001 Chapter 6 90

 I WAS
SAYING
"I'M THE
GREATEST”
LONG
BEFORE
I BELIEVED
IT.
INTENSITY
DIRECTION
 IT'S NOT
THAT I'M
SO
SMART,
IT'S JUST
THAT I
STAY
PERSISTENCEE WITH
PROBLEMS
LONGER.
 MOTIVATION
THROUGH JOB
DESIGN

FIVE CORE
DIMENSIONS OF WORK
SKILL VARIETY: THE VARIETY OF
ACTIVITIES REQUIRED IN CARRYING
OUT THE WORK.
TASK IDENTITY: THE COMPLETION
OF A “WHOLE” AND IDENTIFIABLE
PIECE OF WORK.
TASK SIGNIFICANCE: HOW
SUBSTANTIAL AN IMPACT THE JOB
HAS ON THE LIVES OF OTHER PEOPLE.
AUTONOMY: THE FREEDOM,
INDEPENDENCE, AND DISCRETION
THAT ONE HAS TO DO THE JOB.
JOB FEEDBACK: HOW MUCH
PERFORMANCE FEEDBACK THE JOB
PROVIDES TO THE WORKER
THEORIES OF
MOTIVATION
MOTIVATION
 DOUGLAS
MCGREGOR
HE TREATED TRADITIONAL APPROACH TO
MANAGEMENT AS 'THEORY X' AND THE
PROFESSIONAL APPROACH TO
MANAGEMENT AS 'THEORY Y'. HIS
THEORY REFERS TO TWO SETS OF
EMPLOYEES BASED ON THE PERCEPTION
OF HUMAN NATURE. HERE, THEORY X
AND THEORY Y ARE TWO SETS OF
ASSUMPTIONS ABOUT THE NATURE OF
EMPLOYEES. HIS THEORY IS BASED ON
HUMAN BEHAVIOR.
 THEORY X
 THE AVERAGE HUMAN BEING IS INHERENTLY
LAZY BY NATURE AND DESIRES TO WORK AS
LITTLE AS POSSIBLE. HE DISLIKES THE WORK
AND WILL LIKE TO AVOID IT, IF HE CAN.
 HE AVOIDS ACCEPTING RESPONSIBILITY AND
PREFERS TO BE LED OR DIRECTED BY SOME
OTHER.
 HE IS SELF-CENTERED AND INDIFFERENT TO
ORGANIZATIONAL NEEDS.
 HE HAS LITTLE AMBITION, DISLIKES
RESPONSIBILITY, PREFERS TO BE LED BUT
WANTS SECURITY.
 HE IS NOT VERY INTELLIGENT AND LACKS
CREATIVITY IN SOLVING ORGANIZATIONAL
PROBLEMS.
 HE BY NATURE RESISTS TO CHANGE OF ANY
TYPE.
 THEORY Y
 WORK IS AS NATURAL AS PLAY, PROVIDED THE
WORK ENVIRONMENT IS FAVORABLE..
 PEOPLE CAN BE SELF-DIRECTED AND CREATIVE AT
WORK IF THEY ARE MOTIVATED PROPERLY.
 SELF-CONTROL ON THE PART OF PEOPLE IS
USEFUL FOR ACHIEVING ORGANIZATIONAL GOAL.
 PEOPLE HAVE CAPACITY TO EXERCISE
IMAGINATION AND CREATIVITY.
 PEOPLE ARE NOT BY NATURE PASSIVE OR
RESISTANT TO ORGANIZATIONAL NEEDS. THEY
HAVE BECOME SO AS A RESULT OF EXPERIENCE IN
ORGANISATIONS.
 AN AVERAGE HUMAN BEING LEARNS UNDER
PROPER CONDITIONS. HE IS ALSO WILLING TO
ACCEPT RESPONSIBILITY.
 THE INTELLECTUAL CAPACITY OF AN AVERAGE
HUMAN BEING IS UTILISED PARTIALLY UNDER
THE CONDITIONS OF MODERN INDUSTRIAL LIFE.
ABRAHAM MASLOW
Maslow’s
Hierarchy
of Needs Self

Esteem

Social

Safety

Physiological

Prentice Hall, 2001 Chapter 6 102

• MASLOW’S NEEDS HIERARCHY
THEORY
 PEOPLE HAVE NEEDS, AND WHEN ONE
NEED IS RELATIVELY FULFILLED,
OTHER EMERGE IN PREDICTABLE
SEQUENCE TO TAKE ITS PLACE.
• MASLOW’S HIERARCHY OF NEEDS:
 PHYSIOLOGICAL NEEDS: FOOD,
CLOTHING, SHELTER.,
 SAFETY NEEDS: SAFETY FROM THE
ELEMENTS AND ENEMIES.
 LOVE NEEDS: DESIRE FOR LOVE,
AFFECTION, AND BELONGING.
 ESTEEM NEEDS: SELF-PERCEPTION ASA
WORTHWHILE PERSON.
 SELF-ACTUALIZATION: BECOMING ALL
THAT ONE CAN BECOME.
 HERZBERG’S TWO-
FACTOR THEORY
DISSATISFACTION NOT DISSATISFIED POSITIVE
AND BUT SATISFACTION
DEMOTIVATION NOT MOTIVATED AND MOTIVATION

HYGIENE FACTORS MOTIVATIONAL FACTORS

COMPANY POLICIES
ACHIEVEMENT
QUALITY OF SUPERVISION
CAREER ADVANCEMENT
RELATIONS WITH OTHERS
PERSONAL GROWTH
PERSONAL LIFE
JOB INTEREST
RATE OF PAY
RECOGNITION
JOB SECURITY
RESPONSIBILITY
WORKING CONDITIONS
 A THEORY OF MOTIVATION BASED
ON JOB SATISFACTION.
A SATISFIED EMPLOYEE IS MOTIVATED
FROM WITHIN TO WORK HARDER.
A DISSATISFIED WORKER IS NOT SELF-
MOTIVATED TO WORK.
CONCLUSION: ENRICHED JOBS ARE THE
KEY TO SELF-MOTIVATION.
 DISSATISFIERS: FACTORS
ASSOCIATED WITH THE JOB
CONTEXT OR WORK ENVIRONMENT.
 SATISFIERS: FACTORS ASSOCIATED
WITH THE NATURE OF THE TASK
ITSELF (JOB CONTENT).
 IMPLICATIONS OF HERZBERG’S
THEORY
 SATISFACTION IS NOT THE
OPPOSITE OF DISSATISFACTION.
 THERE IS A NEED TO THINK
CAREFULLY ABOUT WHAT
MOTIVATES EMPLOYEES.
MEANINGFUL, INTERESTING, AND
CHALLENGING (ENRICHED) WORK IS
NEEDED TO SATISFY AND MOTIVATE
EMPLOYEES.
 PROBLEMS WITH HERZBERG’S
THEORY
ASSUMPTION OF JOB PERFORMANCE
IMPROVING WITH SATISFACTION IS
WEAKLY, AT BEST, SUPPORTED.
ONE PERSON’S DISSATISFIER IS
ANOTHER PERSON’S SATISFIER.
A BASIC EXPECTANCY
MODEL
ONE’S MOTIVATIONAL
STRENGTH INCREASES AS
ONE’S PERCEIVED EFFORT-
PERFORMANCE AND
PERFORMANCE-REWARD
PROBABILITIES INCREASE
THE LIKELIHOOD OF
OBTAINING A VALUED
REWARD
• EXPECTANCY THEORY
• ( VICTOR VROOM)
– A MODEL THAT ASSUMES
MOTIVATIONAL STRENGTH
IS DETERMINED BY
PERCEIVED PROBABILITIES
OF SUCCESS.
• EXPECTANCY: ONE’S
SUBJECTIVE BELIEF OR
EXPECTATION THAT ONE
THING WILL LEAD TO
ANOTHER.
 EXPECTANCY THEORY
(VICTOR VROOM)

Individual 1 Individual 2 Organisational

Effort Performance Rewards

1. Effort-Performance relationship = Expectancy

Personal
2. Performance-Rewards relationship = Instrumentality
Goals
3. Rewards-Personal goals relationship = Valence

E=E X I X V
Prentice Hall, 2001 Chapter 6 109
 HOW EXPECTANCY
THEORY WORKS
YOU ARE OFFERED 1 LAKH BY YOUR TUTOR IF YOU MEMORISE THE TEXTBOOK BY
TOMORROW MORNING.

EXPECTANCY INSTRUMENTALITY VALENCE

Effort - Performance Link Performance - Rewards Link Rewards - Personal Goals Link

No matter how much effort Your tutor does not look There are a lot of wonderful things
you put in, probably not possible like someone who has 1 LAKH you could do with 1 LAKH
to memorise the text in 24 hours

E=0 I=0 V=1

CONCLUSION: THOUGH YOU VALUE THE

REWARD, YOU WILL NOT BE MOTIVATED TO DO
THIS TASK.
 GOAL SETTING
EFFECTS ON PERSON
GOALS DIRECTS ATTENTION
SPECIFIC ENERGISES PERFORMANCE
DIFFICULT ENCOURAGES PERSISTENCY
ACCEPTED NEW STRATEGIES DEVELOPED

FEEDBACK
HOW GOALS CAN IMPROVE
PERFORMANCE
 MOTIVATION
THROUGH REWARDS
• EXTRINSIC REWARDS
– PAYOFFS (EXTERNAL) GRANTED TO
THE INDIVIDUAL BY OTHERS
• MONEY, EMPLOYEE BENEFITS,
PROMOTIONS, RECOGNITION, STATUS
SYMBOLS, AND PRAISE.
• INTRINSIC REWARDS
– SELF-GRANTED AND INTERNALLY
EXPERIENCED PAYOFFS
• SENSE OF ACCOMPLISHMENT, SELF-
ESTEEM, AND SELF-ACTUALIZATION.
 IMPROVING PERFORMANCE WITH
EXTRINSIC REWARDS
 REWARDS MUST SATISFY
INDIVIDUAL NEEDS.
 CAFETERIA COMPENSATION: A PLAN THAT
ALLOWS EMPLOYEES TO SELECT THEIR OWN
MIX OF BENEFITS.
 EMPLOYEES MUST BELIEVE THAT EFFORT
WILL LEAD TO AN ATTAINABLE REWARD.
 REWARDS MUST BE PERSONALLY AND
SOCIALLY EQUITABLE.
 REWARDS MUST BE LINKED TO
PERFORMANCE (RESULTS) SUCH THAT
DESIRED BEHAVIORS ARE ENCOURAGED.

Co
 MOTIVATION
THROUGH EMPLOYEE
PARTICIPATION
• PARTICIPATIVE MANAGEMENT
THE PROCESS OF EMPOWERING
EMPLOYEES TO ASSUME GREATER
CONTROL OF THE WORKPLACE.
SETTING GOALS
MAKING DECISIONS
SOLVING PROBLEMS
DESIGNING AND IMPLEMENTING
ORGANIZATIONAL CHANGES
TWO
APPROACHES TO
PARTICIPATION
OPEN-BOOK
MANAGEMENT
SELF-MANAGED
TEAMS
OPEN-BOOK MANAGEMENT (OBM )
 SHARING A COMPANY’S KEY FINANCIAL
DATA AND STATEMENTS WITH ALL
EMPLOYEES AND PROVIDING THE
EDUCATION THAT WILL ENABLE THEM
TO UNDERSTAND HOW THE COMPANY
MAKES MONEY AND HOW THEIR
ACTIONS AFFECT ITS SUCCESS AND
BOTTOM LINE.
BENEFITS OF OBM:
DISPLAYS A HIGH DEGREE OF TRUST IN
EMPLOYEES.
CREATES STRONG COMMITMENT TO EMPLOYEE
TRAINING.
TEACHES PATIENCE WHEN WAITING FOR
RESULTS.
• SELF-MANAGED TEAMS
TEAMS OF 5 TO 50 EMPLOYEES
(WITH ASSIGNED MEMBERSHIP)
THAT ASSUME TRADITIONAL
MANAGERIAL DUTIES SUCH AS
STAFFING AND PLANNING AS
PART OF THEIR NORMAL WORK
ROUTINE.
ALSO KNOWN AS AUTONOMOUS
WORK GROUPS AND HIGH
PERFORMANCE TEAMS.
OPERATING WITH MINIMAL
SUPERVISION, THE TEAM’S SELF-
MANAGEMENT AND CROSS-
TRAINING FOSTERS CREATIVITY,
MOTIVATION, AND PRODUCTIVITY.
 KEYS TO
SUCCESSFUL
EMPLOYEE
PARTICIPATION
PROGRAMS
• VERTICALLY LOADED JOBS
– TEAM MEMBERS’ JOBS BECOME
VERTICALLY LOADED WHEN
NONMANAGERIAL TEAM MEMBERS
ASSUME DUTIES TRADITIONALLY
PERFORMED BY MANAGERS.
– THE CONCEPT IS NEW TO THE
WORKPLACE AND IS NOT
WIDESPREAD.
• MANAGERIAL RESISTANCE
– TRADITIONAL AUTHORITARIAN
SUPERVISORS VIEW AUTONOMOUS
TEAMS AS A THREAT TO THEIR
AUTHORITY AND JOB SECURITY.
 BUILDING EMPLOYEE SUPPORT FOR
PARTICIPATION

 A PROFIT-SHARING OR GAIN-SHARING PLAN.

 A LONG-TERM EMPLOYMENT RELATIONSHIP
WITH GOOD JOB SECURITY.
 A CONCERTED EFFORT TO BUILD AND
MAINTAIN GROUP COHESIVENESS.
 PROTECTION OF INDIVIDUAL EMPLOYEE’S
RIGHTS.
• PARTICIPATION EFFECTS
 PARTICIPATION AFFECTS BOTH SATISFACTION
AND PRODUCTIVITY; ITS EFFECT IS STRONGER
ON SATISFACTION.
MOTIVATION THROUGH
QUALITY-OF-WORKLIFE
PROGRAMS
• FLEXIBLE WORK SCHEDULES
– FLEXTIME: A WORK SCHEDULE THAT
ALLOW EMPLOYEES TO CHOOSE
THEIR OWN ARRIVAL AND
DEPARTURE TIMES WITHIN
SPECIFIED LIMITS (CORE TIME).
– BENEFITS
BETTER EMPLOYEE-SUPERVISOR
RELATIONS.
REDUCED ABSENTEEISM.
SELECTIVE POSITIVE IMPACT ON JOB
PERFORMANCE (IMPROVES PRODUCTIVITY
FOR SOME JOBS, BUT NOT FOR OTHERS).
• ALTERNATIVE WORK SCHEDULES

COMPRESSED
WORK WEEKS
PERMANENT
PART-TIME
JOB SHARING.
.
• FAMILY SUPPORT SERVICES
– FAMILY MEDICAL LEAVE ACT
(FMLA)
REQUIRES EMPLOYERS TO
PROVIDE UP TO 12 WEEKS OF
UNPAID LEAVE PER YEAR FOR
FAMILY EVENTS.
COVERS ONLY EMPLOYERS WITH
50 OR MORE EMPLOYEES.
EMPLOYEES MUST EXHAUST SICK
AND VACATION LEAVE FIRST.
– OTHER SERVICES
ON-SITE CHILD AND ELDER CARE
FACILITIES
EMERGENCY CHILD CARE

.
• WELLNESS PROGRAMS
EMPLOYER-PROVIDED PROGRAMS
TO HELP EMPLOYEES COPE WITH
STRESS AND BURNOUT.
STRESS REDUCTION, HEALTHY
EATING AND LIVING CLINICS, DIET
AND QUIT-SMOKING PROGRAMS,
EXERCISE FACILITIES
• SABBATICALS
GIVING LONG-TERM EMPLOYEES
EXTENDED PERIODS OF PAID
TIME OFF TO REFRESH
THEMSELVES AND BOLSTER
THEIR MOTIVATION AND
.
LOYALTY.
GLASS CEILING
EFFECT
IS AN INVISIBLE BARRIER THAT
DETERMINES THE LEVEL TO
WHICH A WOMAN CAN RISE IN
AN ORGANIZATION. IT PREVENTS
WOMEN FROM OCCUPYING
LEADERSHIP POSITIONS IN THE
ORGANIZATIONS. IT IS
GENERALLY BASED ON
ATTITUDINAL OR
ORGANIZATIONAL BIASNESS.
INTRODUCTION
INTRODUCTION TO
TO
JOB
JOB ANALYSIS
ANALYSIS
 JOB ANALYSIS

A JOB ANALYSIS IS THE

PROCESS USED TO COLLECT
INFORMATION ABOUT THE
DUTIES, RESPONSIBILITIES,
NECESSARY SKILLS,
OUTCOMES, AND WORK
ENVIRONMENT OF A
PARTICULAR JOB
ACTIVITIES IN JA
REVIEWING THE JOB
RESPONSIBILITIES OF
CURRENT EMPLOYEES,
DOING INTERNET RESEARCH
AND VIEWING SAMPLE JOB
DESCRIPTIONS ONLINE OR
OFFLINE HIGHLIGHTING
SIMILAR JOBS
 ANALYZING THE WORK DUTIES,
TASKS, AND RESPONSIBILITIES
THAT NEED TO BE ACCOMPLISHED
BY THE EMPLOYEE FILLING THE
POSITION,
 RESEARCHING AND SHARING WITH
OTHER COMPANIES THAT HAVE
SIMILAR JOBS, AND
 ARTICULATION OF THE MOST
IMPORTANT OUTCOMES OR
CONTRIBUTIONS NEEDED FROM
THE POSITION
MARGERISON-
MCCANN TYPES
OF WORK
WHEEL
ADVISING - GATHERING AND REPORTING
INFORMATION
INNOVATING - CREATING AND
EXPERIMENTING WITH IDEAS
PROMOTING - EXPLORING AND
PRESENTING OPPORTUNITIES
DEVELOPING - ASSESSING AND TESTING
THE APPLICABILITY OF NEW APPROACHES
ORGANIZING - ESTABLISHING AND
IMPLEMENTING WAYS OF MAKING THINGS
WORK
PRODUCING - CONCLUDING AND
DELIVERING OUTPUTS
INSPECTING - CONTROLLING AND
AUDITING THE WORKING OF SYSTEMS
MAINTAINING - UPHOLDING AND
SAFEGUARDING STANDARDS AND
PROCESSES
LINKING - COORDINATING AND
INTEGRATING THE WORK OF OTHERS
JA=JD+JS
JOB DESCRIPTION
A JOB DESCRIPTION
IS A LIST OF THE
GENERAL TASKS, OR
FUNCTIONS, AND
RESPONSIBILITIES
OF A POSITION.
JD OF HR
DIRECTOR
 RECRUITING AND STAFFING.
 ORGANIZATIONAL AND SPACE
PLANNING.
 PERFORMANCE MANAGEMENT AND
IMPROVEMENT SYSTEMS.
 ORGANIZATION DEVELOPMENT.
 EMPLOYMENT AND COMPLIANCE
TO REGULATORY CONCERNS.
 EMPLOYEE ORIENTATION,
DEVELOPMENT, AND TRAINING.
 EMPLOYEE SERVICES AND
COUNSELING.
POLICY DEVELOPMENT AND
DOCUMENTATION.
EMPLOYEE RELATIONS
COMPANY EMPLOYEE AND
COMMUNITY
COMMUNICATION.
COMPENSATION AND
BENEFITS ADMINISTRATION.
EMPLOYEE SAFETY, WELFARE,
WELLNESS AND HEALTH.
JOB SPECIFICATION
• A JOB SPECIFICATION
DESCRIBES THE
KNOWLEDGE, SKILLS,
EDUCATION,
EXPERIENCE, AND
ABILITIES YOU BELIEVE
ARE ESSENTIAL TO
PERFORMING A
PARTICULAR JOB.
TRAINING
•UPDATION
OF SKILLS
LEARNING
• LEARNING IS
THE
ACQUISITION
OF SKILLS,
KNOWLEDGE,
OR ATTITUDES.
BEST LEARNING ENVIRONMENT:
 WHEN THEY ARE ACTIVELY
INVOLVED IN THE LEARNING
PROCESS-(TO DO THIS CHOOSE
A APPROPRIATE TEACHING
METHOD).
 TRAINING IS RELEVANT AND
PRACTICAL.
 TRAINING MATERIAL IS
ORGANIZED AND PRESENTED IN
CHUNKS.
 TRAINING IS IN AN INFORMAL,
QUIET, AND COMFORTABLE
SETTING.
 WHEN THEY HAVE A GOOD
TRAINER.
 WHEN THEY RECEIVE FEEDBACK
ON PERFORMANCE.
 WHEN THEY ARE REWARDED.
THERE IS NOTING
TRAINING CAN NOT DO;
NOTHNG IS ABOVE ITS
REACH;IT CAN TURN BAD
MORALS TO GOOD, IT
CAN DESTROY BAD
PRINCIPLES AND CREATE
GOOD ONES, IT CAN LIFT
MEN TO ANGELSHIP.
MARK TWAIN
AND
AND OF
OF COURSE
COURSE A
A PICTURE…
PICTURE…

The training these days is just

so high tech but still inefficient!
DELIVERING CUSTOMISED
TRAINING
SUCCESSFULLY

“TELLME AND I FORGET, TEACH

ME AND I REMEMBER, INVOLVE
ME AND I LEARN”

- BENJAMIN FRANKLIN
 THE IMPORTANCE OF
EMPLOYEE TRAINING

“WE’RE IN THIS THING TOGETHER”

 THE WORKPLACE SKILLS STRATEGY
HUMAN CAPITAL IS INCREASINGLY
REGARDED AS ONE OF THE
MAJOR DRIVERS OF
PRODUCTIVITY, ECONOMIC
GROWTH AND COMPETITIVE
ADVANTAGE. AS A DEMAND-DRIVEN
 RECOGNIZING THE IMPORTANCE APPROACH TO HUMAN
OF HUMAN CAPITAL, THE RESOURCE AND SKILLS
TRAINING MANPOWER SETS OUT DEVELOPMENT, THE
TO GENERATE: TRAINING WILL BUILD
 A SKILLED, ADAPTABLE, MOTIVATED
AND STRENGTHEN
AND RESILIENT WORKFORCE RELATIONSHIPS WITH
 A FLEXIBLE, EFFICIENT LABOUR AND AMONG
MARKET WORKPLACE PARTNERS
 A RESPONSIVE STRATEGY TO MEET
EMPLOYERS NEEDS FOR SKILLED
AND BETTER ENGAGE
WORKERS EMPLOYERS, UNIONS
 A LEARNED EMPLOYEE CAN RETAIN TO RESPOND TO THE
CUSTOMERS AND INCREASE CHALLENGES OF
BUSINESS & MARKET SHARE THRO’
PROPER BEHAVIOR AND GOOD PUBLIC
WORKPLACE SKILLS
RELATIONS DEVELOPMENT.

148
TRAINING SHOULD AIM AT
EMPOWERING THE EMPLOYEES
INCREASING PRODUCTIVITY
MAKING THE PROCESSES MORE
EFFICENT AND EFFECTIV
SO AS TO
ENSURE ULTIMATE
CUSTOMER SATISFACTION
IMPROVE THE OVERALL
PERFORMANCE OF THE ORGANISATION.
149
THE BENEFITS OF TRAINING
 GIVES THE SUPERVISOR MORE TIME
TO MANAGE, STANDARDIZED
PERFORMANCE, LESS ABSENTEEISM,
LESS TURNOVER, REDUCED
TENSION, CONSISTENCY, LOWER
COSTS, MORE CUSTOMERS, BETTER
SERVICE
 GIVES THE WORKERS CONFIDENCE
TO DO THEIR JOBS, REDUCES
TENSION, BOOST MORALE AND JOB
SATISFACTION, REDUCES INJURIES
AND ACCIDENTS, GIVES THEM A
CHANCE TO ADVANCE.
 GIVES THE BUSINESS A GOOD
150
IMAGE AND MORE PROFIT.
THEN WHY IS TRAINING OFTEN
NEGLECTED?
 URGENCY OF NEED
 TRAINING TIME
 COSTS
 EMPLOYEE TURNOVER
 SHORT-TERM WORKER
 DIVERSITY OF WORKER
 KINDS OF JOBS (SIMPLE-
COMPLEX)
 NOT KNOWING EXACTLY
WHAT YOU WANT YOUR
PEOPLE TO DO AND HOW
DEVELOPING A JOB-TRAINING
PROGRAM
TRAINING PLAN: A
DETAILED PLAN FOR
CARRYING OUT EMPLOYEE
TRAINING FOR A UNIT
OF WORK.
 1ST- ESTABLISH
PERFORMANCE
STANDARDS:.
 2ND- WRITE A
TRAINING OBJECTIVE
DERIVED FORM ABOVE.
 3RD- DEVELOP STANDARD
PROCEDURES.
PERFORMANCE APPRAISAL
 PERFORMANCE APPRAISAL
IS THE PROCESS BY WHICH
ORGANIZATIONS EVALUATE EMPLOYEE’S
JOB PERFORMANCE.
USES OF PERFORMANCE
APPRAISALS
 PERFORMANCE
IMPROVEMENT.
 COMPENSATION
ADJUSTMENTS.
 PROMOTION DECISIONS.
 TRAINING AND
DEVELOPMENT NEEDS.
 CAREER PLANNING AND
DEVELOPMENT.
 DEFICIENCIES IN STAFFING
PROCESS
 PERFORMANCE
STANDARDS
THE
BENCHMARK
AGAINST
WHICH
PERFORMANCE
IS
MEASURED.
 PERFORMANCE
MEASURES
THE RATINGS
USED TO
EVALUATE
EMPLOYEE
PERFORMANCE
 RATER BIASES
THE HALO EFFECT
THE ERROR OF
CENTRAL TENDENCY
THE LENIENCY AND
STRICTNESS BIASES
PERSONAL PREJUDICE
THE RECENCY EFFECT
 TRADITIONAL
APPRAISAL METHODS
RATING SCALE
CHECKLIST
FORCED CHOICE
METHOD
CRITICAL INCIDENT
METHOD
BEHAVIOURALLY
ANCHORED RATING
SCALES
MODERN APPRAISAL
METHODS
 360 DEGREE
PERFORMANCE APPRAISAL
COMBINATION OF SELF,
PEER, SUPERVISOR, AND
SUBORDINATE
PERFORMANCE EVALUATION
 MBO
CONCEPT OF PETER
DRUCKER. PERFORMANCE
GOALS ARE JOINTLY SET.
 EVALUATION
INTERVIEWS
PERFORMANCE REVIEW SESSIONS THAT
GIVE EMPLOYEES FEEDBACK ABOUT
THEIR PAST PERFORMANCE OR FUTURE
POTENTIAL
IMPORTANT ACTS
PAYMENT OF BONUS ACT 1965
SHOPS AND ESTABLISHMENT
ACTS 1961.
PAYMENT OF GRATUITY ACT
1972
PAYMENT OF WAGES ACT 1936.
INDUSTRIAL EMPLOYMENY ACT
1946
WORKERS COMPENSATION ACT
1923
CASE ANALYSIS
FORMAT
SYNOPSIS.
SWOT
PERTINENT ISSUES.
ADDRESSING THE ISSUES.
SUMMARY OF FINDINGS.
SUGGESTIONS N
RECOMMENDATIONS.
CONCLUSION
 Q.P PATTERN
5 Q X 2 M = 10
4 Q X 5 M = 20
3 Q X 10 M = 30
1 Q X 15 M = 15
TOTAL 75 MARKS
 INTERNALS
PRESENTATION 10 MARKS.
MIDTERM 10 MARKS
ATT & CP 5 MARKS

TOTAL 25 MARKS.